That phase is fading. A more difficult question has emerged. When the same AI tools are available to everyone, what actually separates the companies that succeed from those that do not?

This question framed the first session of The Icons Talk, a webinar hosted by the global leadership platform The Icons. The event was organized together with The 90 and brought together founders from very different industries.

One participant was Jan Hauser, CEO and co-founder of Applifting, a Prague-founded company that builds digital products for fintech firms and large enterprises.

The other was Kai-Tse Lin, co-founder and chief operating officer of Bellwether Industries, which is developing electric vertical take-off and landing aircraft designed for urban transportation.

The conversation was moderated by Ricky Wang, Director of Business Development at The Icons.

Despite operating in different sectors, both founders addressed the same underlying challenge. Once the novelty of AI fades, advantage comes from how companies adapt rather than from the technology itself.

Jan Hauser: AI Still Requires Human Responsibility

For software companies the rise of AI appeared early.

Jan recalled a meeting a few years ago when someone asked employees how many were already using AI tools in their daily work. The number of raised hands surprised the leadership team.

That moment showed that AI was no longer confined to a small group of engineers. It had already become part of everyday work across the company.

Applifting responded by developing internal principles for using AI in engineering. One metric the company tracks is called MEETER, which measures how long an AI system can perform a task before human intervention becomes necessary.

About eighteen months ago the answer was roughly ten minutes. By early 2026 it had grown to about ninety minutes, with success rates approaching eighty percent.

Even so, Jan argues that companies should not rush to deploy every new AI tool.

“A new tool appearing does not mean it is ready for production,” he said. “Companies need an environment where they can experiment quickly. But experimentation is not the same as deployment.”

Applifting introduced an internal AI maturity framework to guide engineers as they incorporate AI into their workflow. Yet one principle remains unchanged.

Engineers must understand the code produced by AI.

“If you do not understand the code, it should not enter the product,” Jan said. “Responsibility still belongs to the engineer.”

He also questioned the growing volume of AI-generated content online.

Large amounts of automated emails, articles and social media posts now circulate across the internet. Much of it, he suggested, adds little meaningful value.

“It is content that is not written by humans and often not truly read by humans either,” he said.

For founders the real challenge is therefore not simply adopting AI but building internal expertise.

“This field contains many people who claim to be experts,” Jan said. “Eventually companies need people inside their teams who are willing to study the technology deeply.”

Kai-Tse Lin: AI Expands Engineering Possibilities Without Replacing Judgment

Kai-Tse Lin’s company, Bellwether Industries, is developing urban air vehicles, commonly called air taxis. This is an industry where research and development cycles are measured in decades.

Every part must pass strict safety checks. Every design decision is tied to aviation rules and passenger safety. In this world, technological progress is never just about efficiency. It is about balancing risk, responsibility and long term reliability.

When Kai-Tse talks about AI, his tone is measured. “There are two levels to look at AI’s impact,” he said. “One is making daily operations more efficient. The other is changing how we develop products. For us, the second level matters more.”

In aerospace engineering, design and testing have always taken the most time. Traditional simulation systems are expensive and slow. A full simulation could take days and require dedicated teams. Now, AI can complete similar simulations in hours, with accuracy approaching 90 percent. For engineers, this changes the pace of development.

But Kai-Tse also warns that engineering does not stop inside a computer. “A design that works on a screen often runs into new problems in the real world,” he said. When a vehicle is actually built, material strength, airflow changes, vibration and temperature all affect how it performs. Designs that look perfect in a simulation often need repeated changes during physical testing.

“So in aerospace engineering, AI is more of a supporting tool than a decision making center. It can help engineers understand problems faster. But the final call still has to be made by humans.”

A point Kai-Tse made about self-driving cars helps explain this. Early autonomous systems worked best on highways, where the environment is simple. They struggled on city streets, where unexpected things happen all the time. But with newer AI models, the picture is shifting. In busy, fast changing urban environments, AI can often make decisions faster.

“The same technology can perform completely differently in different environments. There is a lot we are still slowly understanding.” This shows a basic truth: AI is not a tool for everything. Its abilities and limits have to be understood through long, real world testing.

For aviation, this kind of testing has to be especially careful. Kai-Tse takes care to explain a concept that often gets confused. Many people mix up automation with fully autonomous systems. But in aviation, they are two very different paths.

“Automation means the pilot is still on board. Some tasks are just handed to the system. True autonomous flight means there is no pilot,” he said. “In the aviation industry, we almost never talk about the second one. The liability issues are too complicated.”

So while software companies try new models fast, aerospace engineers have to think about another question at the same time: if the system makes the wrong decision, how does a human take over?”About 70 percent of aviation accidents are actually related to human error. So AI does have the chance to improve safety. But the prerequisite is that the technology is mature enough, regulators know how to oversee it, and the industry as a whole can figure out liability.”

In Kai-Tse’s view, this is not being conservative against new ideas. It is holding new ideas to a higher standard. The technologies that really change industries are never just faster. They find a new balance between speed, safety and responsibility.

Automation, Autonomy and Responsibility

Toward the end of the discussion moderator Ricky Wang raised a broader question.

If air taxis eventually become part of urban transportation, how will increasingly automated vehicles share the sky?

Kai-Tse suggested that human oversight will remain necessary for many years. Even highly automated systems may still rely on remote operators who supervise operations and intervene when necessary.

He pointed to an incident involving autonomous taxis operated by Waymo in San Francisco, when several vehicles stopped simultaneously during a system disruption. The episode illustrated how advanced systems can still encounter unexpected conditions in the real world.

“Fully unmanned transportation will arrive eventually,” Kai-Tse said. “But it will take time.”

Jan responded with a remark that captured the broader theme.

“In the past when you entered a taxi you expected to see a driver,” he said. “In the future you might see an engineer with a laptop.”

Technology may become increasingly sophisticated, but responsibility does not disappear.

In the end the discussion suggested that the real measure of technological maturity may not be technical capability alone.

Often the true test is whether society is ready to trust it.

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On 5 August 2025, the Cambridge University Taiwan Alumni Association, the Taiwan Digital Enterprise Alliance (TDEA), and《The Icons》International Leaders Magazine co-hosted the forum “From Legacy to Innovation: How Can Enterprises Drive Sustainable Competitiveness from Within?” at the GTB Business Centre in Taipei. The event brought together successors from traditional industries, technology, finance and hospitality, alongside leaders from diverse sectors. Through a series of in-depth conversations, second- and third-generation entrepreneurs at the helm of businesses in transition found a starting point for rethinking how to confront the challenges of the future.

Bella Wang, CEO of TDEA: True Succession Is Not About Inheriting Assets, but About Creating New Meaning

At the opening of the forum, Bella Wang, CEO of the Taiwan Digital Enterprise Alliance (TDEA), spoke with striking clarity: the real challenge for successors does not lie in preserving what has already been built, but in defining what future success should mean. She noted that while past achievements have laid a foundation for enterprises, in times of rapid change, successors who only maintain existing practices may at best preserve them briefly, before quickly being overtaken by shifting circumstances.

Widely referred to in the media as the “Queen of Second-Generation Entrepreneurs” for her long-standing role in guiding new business leaders through the complexities of succession, Wang observed that many successors are already well-versed in the operational models established by their predecessors. Yet she urged them to reflect on how long such an advantage could truly last.

“Markets shift rapidly. Pressures of internationalisation and the digital wave arrive one after another, while generational values continue to evolve. Simply replicating the past will only strip enterprises of their adaptability,” Wang stressed. For her, succession is not about receiving assets, but about creating new meaning.

“We must evaluate ourselves by the toughest standards of the future. The real question is whether what we do today can still keep the company standing strong ten or twenty years from now. In the future, it will not be the largest companies that are rewarded, but the courageous ones, those willing to choose differently and to change,” she added.

For Wang, this is nothing less than a “responsibility of the brave”. It means daring to break old rules, shouldering the pressures of transformation, and leading organisations into uncharted territory. Only then can companies avoid being trapped in the glory of the past and continue to create value in a new era.

CISL Head of Innovation Programmes Viola Jardon: Sustainability Is Long-Term Competitiveness, and Leaders Must Drive It Themselves

At the forum, Viola Jardon, Head of Innovation Programmes at the Cambridge Institute for Sustainability Leadership (CISL), distilled nearly four decades of CISL research into a concise yet profound framework. Her insights provided guidance for the leaders present while also addressing their most pressing concerns.

Viola pointed out that one of the most common and fatal mistakes businesses make in their sustainability efforts is to treat it as a project delegated to a department or an external consultant. While this approach may appear efficient, she warned, it is in fact a fundamental strategic error. It explains why many corporate sustainability initiatives remain superficial and ultimately fail. When sustainability is reduced to an auxiliary task, it is often confined to public relations campaigns rather than being translated into operational resilience and long-term competitiveness.

For Viola, sustainability is neither a slogan nor a branding exercise. It is a deep transformation that must be driven and implemented directly by the highest level of leadership. Her words recalibrated the sense of responsibility for the next generation of leaders in attendance, serving as a clear reminder that in this decisive battle for the survival of businesses over the next ten to twenty years, leaders cannot remain on the sidelines.

“Whether we are speaking about technology or sustainability, the ultimate responsibility lies with those who hold decision-making power. If you are truly committed to driving change, the core leadership must be personally engaged and ensure that the idea is firmly embedded in their minds. As the saying goes, ‘A revolution cannot be carried out by proxy.’”

Ken Hsi, Chief Marketing Officer of HSIN CHONG GROUP: A Blueprint Must Come First to Drive Industry Forward Together

If sustainable transformation is a global industrial revolution, then Ken Hsi, Chief Marketing Officer of HSIN CHONG GROUP, is standing on its front line. As a key component supplier to some of the world’s leading automotive brands, what he faces are not aspirational discussions but stringent requirements directly tied to contracts: carbon footprint audits, material traceability reports, and zero-waste commitments, each one linked to the survival of orders.

Hsi’s position reflects the reality for many of Taiwan’s “hidden champions” embedded within global value chains. Yet he does not view these pressures as burdens to be passively shouldered. Instead, he sees them as an opportunity to lead the industry in upgrading. For him, strict standards are not obstacles but the foundations of a competitive moat. He is acutely aware that sustainable transformation is never a task that a single company can accomplish in isolation. Real progress comes only when partners across the value chain move forward together.

“Sustainable business cannot be achieved by one company alone. You must bring together your upstream and downstream partners, your customers, and your suppliers so that genuine transformation can happen across the supply chain. The question is how to shape the supply chain into what you want it to become. In my view, you must begin with a blueprint, and then work collectively on how to reach the destination,” he explained.

Chenwei Huang, General Manager of JAN CHENG LIGHTING CO., LTD.: Finding New Opportunities in the Green Transition

While many companies embark on their sustainability journey under the pressure of supply chain demands, there is another, markedly different path driven by the foresight and decisiveness of leadership itself. This path is often more arduous, as it requires leaders to challenge entrenched habits of success without external compulsion, and to search for second or even third growth curves for businesses that already hold a leading position in the market.

For Chenwei Huang, General Manager of JAN CHENG LIGHTING CO., LTD., sustainability has been less about external pressure and more about proactive exploration from within. She astutely linked the energy-saving essence of lighting products with the emerging opportunities of carbon credits, successfully transforming sustainability from a cost item into a new source of value. This shift not only demonstrated her decisiveness as a leader but also embodied a mindset that turns defensive compliance into proactive strategy.

For Huang, this was more than a business manoeuvre. It was a profound shift in thinking, a redefinition of the company’s core value proposition. Under her vision, the DANCELIGHT brand evolved from being seen merely as a “high-quality, high-efficiency lighting brand” into a provider of “sustainable energy solutions with asset-creating potential”. This repositioning created an additional growth curve for the enterprise and offered a striking example of how leaders can redefine the market by turning potential challenges into opportunities at moments of paradigm shift.

“I see sustainable transformation as an ongoing process. Every strategy, every action, and every reflection along the way eventually accumulates into a larger blueprint. I once studied geopolitics, never expecting that a decade later this knowledge would become directly relevant. Remember, no effort you invest at the time ever goes to waste,” she reflected.

Tzu-Cheng Lin, Special Assistant to the Chairman of Fu Tsu Construction: The Extent of Transformation Depends on the Determination of Leadership

For decades, the construction industry has played a central role in national economies, contributing significantly to GDP. Yet beneath this appearance of stability, structural crises are gradually emerging. An ageing workforce, the difficulty of attracting new talent, and long-standing stagnation in productivity have left this traditional giant under mounting pressure to transform. It is within this context that Tzu-Cheng Lin, Special Assistant to the Chairman of Fu Tsu Construction, sees an opening created by technology.

In Lin’s view, if the construction sector merely seeks to preserve the status quo, decline is inevitable. “Traditional models can no longer respond to the challenges of the era. The adoption of new technologies, particularly artificial intelligence, is not simply a tool for greater efficiency, but a driving force capable of redefining the rules of the industry,” he explained. AI, he argued, is already reshaping how buildings are conceived, managed and constructed, and is fast becoming the engine of future productivity in construction. Faced with such a technological tide, Lin insisted, the only choice is to embrace it fully.

He further underlined that such transformation cannot be confined to the remit of an IT department. Rather, it is a cultural and operational revolution that must permeate the entire organisation, led from the very top. “Echoing the perspectives shared by other speakers, in our company, the changes brought by AI are not projects to be outsourced. They are responsibilities that leadership must personally take on. I believe true transformation can only stay on the right course when leaders themselves step forward and lead it,” Lin concluded.

Only When Individual Efforts Are Channelled into Systemic Impact Can Their Value Be Amplified

Jeff Tsai, Chairman of GTB Group, sponsored the use of the GTB Business Centre as the venue partner for the forum. As an entrepreneur with decades of experience in property development and commercial space, he emphasised that space is more than just a physical structure; it is a stage for advancing industry and fostering talent exchange.

“The design concept of the GTB Business Centre is to integrate international standards of professional planning with the practical needs of local enterprises. Our aim is to create a crossroads where ideas, resources and innovation converge. We are honoured to witness a new generation of leaders engaging in dialogue here and shaping the direction of the future. It is only on such platforms that Taiwanese enterprises can truly realise the resonance of legacy and innovation, while connecting seamlessly with the international stage,” Tsai remarked.

Ali Ying-Che Hsieh, President of the Cambridge University Taiwan Alumni Association and Professor at the Institute of Technology Management, National Tsing Hua University, turned the focus to the inner life of leaders. He argued that even with the most sophisticated platforms and carefully designed systems, the real force driving transformation ultimately depends on the sense of mission within leaders themselves — that unmistakable spark in their eyes. It is this mission that converts strategies into organisational conviction and ideas into concrete action.

“The Cambridge tradition of education often reminds us that leadership is not merely a matter of governance or managerial skill, but of sustained reflection on the question of ‘why’. Many Cambridge alumni who have shaped global affairs did so not because they held the most advanced tools or frameworks, but because they led with firm values and a global perspective, guiding their organisations to find direction in uncertain times. In the same way, only when business leaders internalise their mission as a personal conviction, and use it as the foundation for building consensus, can transformation transcend generations and continue to create international impact,” Hsieh observed.

Harry Hsu, Secretary-General of the Cambridge University Taiwan Alumni Association and CEO of 《The Icons》, set out a strategic framework for the next stage of action. He argued that once the right environment and the right people are gathered, the key is no longer mere exchange, but rather how strategic alliances and effective communication can convert consensus into sustainable impact. In an era of intense global competition, he emphasised, the new generation of entrepreneurs cannot afford to “fight alone”, but must instead integrate their fragmented efforts into narratives that can be recognised and trusted internationally.

“If the concrete practices of business transformation can be effectively amplified through media, forums and cross-border communities, they will not only attract international investment and collaboration, but also enable local cases to become part of the global agenda. When a story can be understood and resonate across cultural contexts, it ceases to be the experience of a single enterprise and becomes a collective asset with the power to generate a chain reaction. This is precisely the value that new-generation entrepreneurs must demonstrate in the face of competition: transforming local practices into international language, and channelling individual efforts into systemic impact. Stories must be carried beyond borders if value is to be magnified,” Hsu concluded.

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On the afternoon of 7 August 2025, “The Compass, the Flame, and the Future She Shapes” forum was held at the British Office Taipei. Organised by the University of Cambridge’s global alumni network, CAMentrepreneurs, and co-hosted by the Cambridge Taiwan Alumni Association, Oxford Taiwan Alumni Association, the British Chamber of Commerce in Taipei (BCCTaipei), and UK-based global entrepreneurship media《The Icons》, the event brought together leading figures from academia, industry, venture capital, and sustainability. Through the deep insights and dialogues shared by the speakers, participants collectively mapped out a path towards the future, one defined by both courage and wisdom.

Professor Huey-Jen Jenny Su, Honorary President of NCKU: Respect the Truth, Value Education, and Cherish Professionalism

The forum opened with a speech by Professor Huey-Jen Jenny Su, the first female Honorary President of National Cheng Kung University (NCKU), who began by focusing on how to bring more support to the new generation. Addressing the theme of “leadership,” she shared heartfelt reflections drawn from her own journey through challenges.

As the first female president in nearly a century at NCKU, and notably someone with neither an engineering background, alumni status, nor a large clinical discipline affiliation, Professor Su candidly described herself as “the president the university was not prepared to meet.” This unexpected role meant her leadership path was challenging from the very beginning, yet it also forged a leadership philosophy of remarkable clarity:

“Leadership comes without a personal agenda. Its essence lies in ensuring collective respect for truth, valuing education, and cherishing professionalism. I believe that as long as one’s convictions remain steadfast, time and circumstances will ultimately offer fairness and goodwill. In my own development, what has always guided me is a foundation in evidence and facts. Especially when facing formidable challenges, truly respecting professionalism is the hardest, yet most crucial, thing to do.”

This conviction became her compass in moments of crisis. From the devastating Weiguan Building collapse in southern Taiwan to the global COVID-19 pandemic, she led NCKU through one historical test after another. When confronted with challenges she had “never experienced and never anticipated,” she consistently chose to anchor her decisions in respect for professionalism and commitment to facts. Over time, these principles crystallised into resilience, a force that she regards as the core of her leadership ethos:

“When we talk about leadership, what we can demonstrate is not only the gentle resilience often associated with women, but also the strength to uphold truth in times of chaos, to build consensus in moments of crisis, and to find direction amid uncertainty. It is this strength that allows diverse voices to converge in wisdom, to open new paths through challenges, and to see the many possibilities that the future may hold.”

NYCU Associate Professor Grace Chan Hsiao: When AI Meets Life’s Vision, It Becomes a Moment to Find Your True Self

If President Huey-Jen Jenny Su set the grand compass for leadership during the forum, Associate Professor Grace Chan Hsiao of National Yang Ming Chiao Tung University (NYCU) turned her gaze toward the inner flame that fuels it all, which is personal vision. Standing at the crossroads of education and technology, she posed a question that strikes at the heart of our times: As AI takes on more and more tasks, what remains that it can never replace?

This question stems from a decade of in-depth conversations with leaders, a journey that has left her continually drawn to one insight: every remarkable instance of leadership springs from a strong and clearly defined inner sense of purpose. Yet, in an era awash with information and competing values, discovering one’s own “true north” has become more challenging than ever.

“For the past ten years, all my life’s inquiries have revolved around one central question: What is the true vision for my life? I have found that while AI can accomplish many things, it cannot determine your unique vision. Dreams may be a word for the young, but a true vision must be rooted in your authentic nature and deep-seated motivation. It is not fantasy, but a blueprint that drives you to act,” she explained.

Based on this understanding, Grace Chan Hsiao is developing an innovative AI-powered education system designed not to hand out standard answers, but to serve as a guide. The journey begins with a deep exploration of the user’s authentic self, uncovering core values and motivations. From there, the AI generates three possible “future vision” scenarios as starting points for reflection. Finally, the system helps transform the chosen vision into a tangible “vision story” that can be seen, felt, and shared.

For Grace Chan Hsiao, this is more than a technological experiment in education. It is a profound response to the fundamental questions Who am I? and Why am I here? “Only when a person sees their vision clearly can they possess the most powerful and authentic form of leadership and entrepreneurial drive in a world defined by change.”

NYCU Associate Professor Sirirat Sae Lim: Demonstrating an Entrepreneurial Spirit Begins with Embracing “Constructive Failure”

After a series of inspiring talks, Associate Professor Sirirat Sae Lim of National Yang Ming Chiao Tung University (NYCU), speaking via a pre-recorded address while on an overseas business trip, offered a sharp observation about a deep-rooted paradox in Taiwan’s innovation education.

Citing the OECD PISA report, she noted that among 75 participating countries and regions, Taiwan ranked first in the “Fear of Failure Index,” with 89% of students worrying that failure would invite criticism or be seen as a denial of their talent and future. Yet in the real world of entrepreneurship, failure is almost inevitable, with more than 90% of startups unable to succeed with their initial business model.

“In a culture that strongly avoids failure, how can we teach students to face the setbacks that inevitably come with entrepreneurship? Education should not only teach knowledge but also courage, curiosity, and the ability to remain composed in uncertainty. We need not just classrooms that aim for success, but environments where students dare to try and dare to venture.”

To address this, she proposed a “Constructive Failure” teaching model, where failure is not only permitted but expected. Students take on real-world challenges, attempt, stumble, and then reorganize their strategies through reflection. She acknowledged that the process can be unsettling, emotionally intense, and occasionally chaotic, but it is in such conditions that learning becomes profound and transformative.

Her philosophy is best illustrated by one of her former students who co-founded a business during university. Starting from nothing, the company now generates over NT$100 million in annual revenue. One of his designs a pen became the only Taiwanese product listed among TIME magazine’s 200 Best Inventions worldwide. Despite his busy schedule, he still returns to her class each year to share his real-life journey of drawing strength from repeated failures.

“The courage to embrace failure is an indispensable fuel for igniting the next generation’s spirit of innovation. I believe entrepreneurship education today should be recalibrated toward a new direction, one that guides young people onto a truly fearless and boldly innovative path.”

CISL Head of Innovation Programmes Viola Jardon: From Cambridge to Taiwan, Transforming Local Innovation into Global Sustainability Solutions

Viola Jardon, Head of Innovation Programmes at the Cambridge Institute for Sustainability Leadership (CISL), opened her talk with a steady yet engaging tone, immediately drawing the discussion back to her deep connection with Taiwan. “This is not only a conversation about sustainability, but also a two-way dialogue between my homeland and the world,” she said.

Her story is one of a journey from Tainan to the global stage. “When I was shortlisted for the Asian Women of Achievement Awards in the UK, what I felt was not personal glory, but the excitement of finally bringing Taiwan to the world. At that moment, my thought was, I have made Taiwan visible to the world. This honour does not belong to me alone, it belongs to Taiwan,” she recalled.

For Viola, collaboration has never been a one-way transfer of resources. She noted that Taiwan excels in many areas, citing the achievements of President Su at National Cheng Kung University as an example that has moved people both at home and abroad. “What I want to share here is that the greatest strength of CISL lies in its ability to connect governments, regulations, finance, industry, and academia across countries. I also hope that through this non-political platform, the world will see that Taiwan is not only about semiconductors, but also has diverse and powerful innovation capabilities,” she said.

She further shared that global beauty leader L’Oréal has launched a €100 million sustainability innovation investment programme, with CISL serving as its global delivery partner to identify top tech start-ups capable of solving supply chain challenges. “L’Oréal has already listed over one hundred technical needs. We will select twelve to fourteen start-ups from around the world, and those chosen will enter pilot collaborations with L’Oréal. This is a golden ticket to the global market. I sincerely hope that the final list will include companies from Taiwan.”

As a sustainability innovation leader who has travelled from Taiwan to the world stage, Viola Jardon is not only telling a personal story. She is building a bridge that directly connects Taiwan’s most promising innovations with the world’s most urgent sustainability needs. Her sincerity and drive not only energised the room, but also made it clear to participants that the path from local to global is closer than they might imagine.

The Connection Between the UK and Taiwan Runs Deeper Than Most Imagine

As one of the co-organizers, Executive Director of the British Chamber of Commerce in Taipei (BCCTaipei), Vicki Wu, delivered a speech that broke the stereotype of international chambers as overly formal and revealed the vast, opportunity-filled ecosystem behind it.

“Many people in the past may have thought that the role of an international chamber was limited to networking, but the relationship between the UK and Taiwan runs deeper than most imagine. Taiwan is the third-largest market in the world for UK whisky exports, and this connection is so strong that when Scots hear ‘Taiwan,’ they roll out the red carpet. All the alumni here are important partners in achieving our mission, and we hope everyone can work together to expand this platform.”

This vision of transforming a traditional organization into an open platform was further elaborated by Ali Ying-Che Hsieh, President of the Cambridge University Taiwan Alumni Association and Professor at the Institute of Technology Management, National Tsing Hua University. He emphasized that this year, the association has placed special focus on breaking down barriers and fostering a more inclusive community:

“We are working to transform the alumni association from being merely a social gathering into an open platform. The Cambridge Alumni Association not only serves alumni but also welcomes anyone interested in sustainability, innovation, and entrepreneurship to find opportunities for collaboration and resonance here. What we aim to build is a space where all participating organizations and individuals can thrive together.”

Harry Hsu, Lead Organizer of CAMentrepreneurs Taiwan, Secretary-General of the Cambridge University Taiwan Alumni Association, and CEO of《The Icons》, an international entrepreneur media based in the UK, highlighted the concept of “Cambridge Plus”:

“Cambridge Plus is the key force behind why CAMentrepreneurs forums can flourish in so many countries. We open the doors to all like-minded partners, bringing together the depth of academia, the strength of industry, and the fusion of global vision with local passion. CAMentrepreneurs organizations and alumni associations across countries often meet online to explore ways for entrepreneurs worldwide to truly engage in each other’s lives. In the future, we will share more cross-sector exchange initiatives, and we welcome all interested friends to join us.”

Building the “Cambridge Plus” Ecosystem to Shape the Future Together with Women

The forum titled “The Compass, the Flame, and the Future She Shapes” not only brought together a line-up of exceptional female speakers, but also highlighted the rise of a new leadership paradigm – one that blends resilience, empathy, authenticity, and inclusivity.

As profound reflections on leadership, vision, courage, and action converged, the discussion returned to the driving catalyst behind it all – the core spirit of CAMentrepreneurs, “Cambridge Plus.” Founded in 2016 by Cambridge alumnus Richard Lucas, the CAMentrepreneurs global network has since ignited the spark of innovation in over 63 cities worldwide.

Its success lies in the team’s deep understanding of “platform thinking,” moving beyond the traditional model of an exclusive alumni club. By breaking down the walls of elite institutions and transforming them into open, co-creative spaces, “Cambridge Plus” has come to embody limitless possibilities and connections.

This forum in Taiwan was more than just an exchange of ideas – it was a declaration of the future. When local resilience meets global innovation, an infinite horizon unfolds, and that future will be shaped by these women, alongside all those they have inspired.

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The launch was co-hosted by the Cambridge University Taiwan Alumni Association, Oxford University Taiwan Alumni Association, the British Chamber of Commerce in Taipei, and the UK-based international media outlet《The Icons》. Ruth Bradley-Jones, Representative of the British Office Taipei, also attended to extend her support.

Professor Ali Hsieh, President of the Cambridge University Taiwan Alumni Association, Professor at the Institute of Technology Management at National Tsing Hua University, and Chief Sustainability Officer of the College of Technology Management, shared that the establishment of CAMentrepreneurs Taiwan is more than just an alumni initiative—it is a living embodiment of the Cambridge spirit.

“Cambridge education doesn’t just teach people how to think,” he noted, “it also encourages us to cross boundaries, engage with real-world issues, and respond meaningfully to society.”

“One of the core values of CAMentrepreneurs,” he continued, “is not only about where we come from, but about how we choose to engage with the world around us.” He emphasized that the alumni association will continue supporting these types of international linkage efforts—whether in Taipei, Cambridge, London, or beyond—allowing knowledge to extend beyond academia and enabling cities and communities to learn from one another.

Harry Hsu, Secretary-General of the Cambridge University Taiwan Alumni Association, Asia Regional Representative and Taiwan Chapter Founder of CAMentrepreneurs, as well as CEO of The Icons, remarked that in an era when Asia is rapidly evolving—and entrepreneurship and technology are shaping the future—any form of deep, cross-disciplinary dialogue holds the potential to foster new win-win possibilities between Europe and Asia. The long-term global expansion of CAMentrepreneurs, he noted, is rooted in that very ambition and goodwill.

“As innovation moves from isolated markets toward cross-regional collaboration,” Hsu explained, “the interaction between Europe and Asia is no longer just about capital or talent. CAMentrepreneurs offers a platform where people can openly exchange perspectives and positions—and that’s where true cooperation begins.”

CAMentrepreneurs Founder Richard Lucas: Everything Comes Back to Human Connection—Lighting the Way for Each Other

“This isn’t a community that belongs only to Cambridge,” said Richard Lucas, founder of CAMentrepreneurs, in a pre-recorded video message to attendees in Taipei. Though he was not present in person, his words resonated clearly. Founded in 2016, CAMentrepreneurs was never meant to be an elite circle, but rather a movement to make innovation and entrepreneurship accessible to more people.

“We’re not here to put a few business stars on stage. We want every participant to feel they are part of this community,” he said. “Often, the people in the audience have just as much experience, perspective, and drive as the speakers. Our goal is to focus on the conversations between everyone—and the co-creation and possibilities that emerge afterward.”

CAMentrepreneurs has since established chapters in Cambridge, Oxford, London, Paris, New York, Shanghai, Hong Kong, Sydney, and Berlin, and continues to collaborate with alumni associations from institutions such as The London School of Economics, London Business School, and Harvard University, as well as with communities like Google for Startups and ChatGPT. “We are a global network,” Lucas said, “but each chapter reflects its own context—growing into something that’s uniquely theirs.”

He believes entrepreneurship is inherently cross-cultural, and that real value comes from cities learning from one another and sharing resources. “When entrepreneurs from different countries talk to each other—not just to investors—the network becomes far more dynamic and full of possibility,” he explained. “What we’re doing is turning simple gatherings into deeper forms of cross-city and cross-cultural connection.”

Lucas closed with a warm challenge: “Don’t just talk to people you already know. Go up to someone new and ask why they came. That might be the beginning of the future you’ll create with CAMentrepreneurs.”

Samuel Yang, Chairman of the British Chamber of Commerce in Taipei: If We Still Believe in the Future, We Must Invest in People and Values

As one of the co-organizers of the CAMentrepreneurs Taiwan Chapter Launch, Samuel Yang, Chairman of the British Chamber of Commerce in Taipei and CEO of TutorABC Group, was also invited to deliver a keynote speech.

“The world moves too fast. It’s easy to get caught up in the noise of the present—but what truly matters is where you choose to stand.”

With this statement, Yang not only addressed global trends but also methodically unpacked how entrepreneurs, educators, and leaders should navigate the complexities of the current era.

As a Cambridge alumnus himself, he distilled his insights into four core keywords: Education, Innovation, Entrepreneurship, and Leadership:

“These are not just buzzwords—they are pillars of action. If you’ve given up on the future, you can ignore them. But if you’re still willing to invest in the future, these four must remain non-negotiable.”

When discussing education, his tone turned particularly resolute: “Education was never just about delivering knowledge—it’s about unlocking human potential.”

He shared his experiences leading TutorABC and reflected on how institutions like Cambridge and Oxford help individuals recalibrate their life direction. He also highlighted the evolving impact of AI: “AI can answer many questions, but the role of education is to teach people how to ask the right ones.”

On the topic of innovation, Yang didn’t focus on cutting-edge tech, but rather on systems and foundation: “Taiwan’s success in semiconductors didn’t fall from the sky—it’s the result of decades of sound policies, talent cultivation, and deep R&D.”

He reminded the audience that innovation isn’t about speed or scale, but about solving real problems: “What truly matters is whether your ideas bring visible, meaningful change to society and the world.”

Ming Wen, CEO of NUWA Reprogramming: We’re Not Just Extending Life, We’re Extending a Life Worth Living

“Longevity isn’t the issue,” said Ming Wen, founder of NUWA Reprogramming and a Cambridge alumna, during her keynote at the event. “The real challenge is how to make those added years meaningful.”

Rather than diving into technical jargon, Wen began her talk with a fundamental question: As human life expectancy continues to rise, what kind of technology do we truly need?

She introduced NUWA Reprogramming’s core focus—cellular reprogramming, one of the most cutting-edge areas in regenerative medicine.

“We’re not trying to make people live longer—we’re trying to help them live more completely.” Her conviction stems from years of research and deep engagement with the global ageing crisis.

Wen noted that the World Health Organization has long flagged ageing societies as one of the most pressing global challenges of the coming decades. With people living longer than ever, she argued that the priority for science and medicine must be to extend healthy years and reduce the duration of illness.

“What we’re doing in cellular reprogramming isn’t just technological progress—it’s a response to the very structure of ageing.”

She explained NUWA’s pioneering work in reversing skin cells into stem cells, and redirecting them into specific functional cells—a breakthrough with promising applications in neurodegenerative diseases, cardiac repair, and immune modulation.

But for Wen, technology alone isn’t enough. She believes health innovation must come with ethical awareness and social responsibility: “Ageing societies don’t just need new drugs and surgeries—they need integrated thinking that combines medicine, design, sociology, and technology.”

NUWA Reprogramming is entering the market not simply because the science is ready, but because regenerative medicine is reaching a turning point: “This is no longer a lab-bound theory. This is the moment where it becomes real, practical, and transformative.”

Wen emphasized that entrepreneurship should not be a mere reaction to market trends, but a response to social shifts.“Our goal has never been to simply extend life,” she concluded.

“It’s to ensure that every chapter of life is one truly worth reliving.”

A Network That Speaks to the World

“Everyone who cares about the future must rethink the role of education,” shared Samuel Yang, Chairman of the British Chamber of Commerce in Taipei and CEO of TutorABC, during the closing of the event. “Education is not merely the transmission of knowledge—it is about cultivating understanding and responsibility between individuals and the world. CAMentrepreneurs can serve as such a platform, where entrepreneurs, practitioners, and thinkers inspire one another to discover new reasons and methods to move forward.”

Ali Hsieh, President of the Cambridge Taiwan Alumni Association, remarked that the launch of CAMentrepreneurs Taiwan is more than just an alumni event—it is a meaningful act of interdisciplinary connection:

“We hope alumni around the world will have more opportunities to integrate their expertise across fields. Beyond co-creating possibilities, it’s about contributing to the challenges of our time. Cambridge’s spirit has never been solely about academic excellence—it’s about responding to the needs of the era.”

Harry Hsu, Secretary General of the Cambridge Taiwan Alumni Association, emphasized the importance of both asking questions and listening to meaningfully participate in the global community:

“We’re not just exporting ideas—we also care deeply about finding resonance within diverse cultures and systems,” he said. “CAMentrepreneurs isn’t about replicating success models. It’s about building an action-oriented network that transcends language and context—one where each individual can join the global conversation, and every local voice can become part of a shared global experience.”

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The post CAMentrepreneurs Taiwan Chapter Launches: Turning Every Local Connection into Part of a Global Whole first appeared on The Icons.

In May 2025, over 30 youth representatives from across five continents gathered in the plenary hall at the UN ESCAP headquarters to jointly declare the 2025 Bangkok Youth Sustainability Declaration and the Bangkok Sustainability Book.

As an official international media partner, Harry Hsu, CEO of《The Icons》, was invited to deliver a keynote speech titled “From Influence to Action: The Responsibility of Leaders in the Sustainability Generation.”

“In the context of driving global sustainability, leaders—whether youth or corporate—can no longer be mere supporters or onlookers. Every individual should build their personal brand, ensuring that their values are visible and their influence can be sustained,” Harry reminded the assembled leaders from the public, private, academic, and research sectors. He emphasized that brand power is not just a commercial product but a declaration of values—and a tool for extending global impact.

Leaders Stand Out Because of the Power of Personal Branding

Harry Hsu emphasized that in the context of sustainability, a leader’s voice is not merely about exposure but also about carrying values and making responsibilities visible. It is both a signal and a commitment—a declaration of what you’re willing to speak up for and who you’re willing to stand with:

“Personal branding is no longer just for celebrities; it’s the essential foundation of modern leadership. In the face of climate change, social divisions, and digital imbalances, whose voice matters, and on what issues they speak, will shape what the world chooses to believe.”

Harry reminded the audience that the purpose of making your voice heard is not just to be noticed, but to have your cause adopted, amplified, and integrated into systems. When a young leader, entrepreneur, or nonprofit leader chooses to proactively build their influence, they are not merely participating in the world but helping to write its narrative and language.

In his keynote speech, he especially urged the new generation of leaders: “Especially for young leaders: your voices, perspectives, and creativity, if not effectively translated, can easily be misunderstood or overlooked. That’s why we need a framework and a language that help values be understood and influence be magnified.”

He noted that in an era of information overload, it’s not content that’s scarce, but attention. The voices that leave a lasting mark are not the loudest, but the ones that are trusted, systematic, and embedded in mechanisms for ongoing public engagement:

“A changemaker who is not prepared to express themselves effectively externally, no matter how dynamic, may be invisible on the international stage. This is not just an issue of media, international opinion, or external factors—it’s about lacking a voice of your own. Without a personal brand, it’s nearly impossible to have an impact.”

Harry Hsu: A Leader’s Personal Brand is a Structured Personal Asset

Harry Hsu pointed out that in the modern era, a personal brand is no longer just about image management; it is a structured strategic asset. It conveys values, builds trust, and becomes a key to unlocking international dialogue and resource connections. “A leader with a clear narrative, consistent style, and a solid track record of contributions can more quickly earn positive recognition from policy institutions, investors, and the media, which is a tangible influence capital,” he explained.

For young advocacy leaders, a personal brand is a commercial translation tool that transforms ideas into proposals and missions into tangible enterprises. For corporate leaders, it is an extension of communication with stakeholders, enabling them to align ESG, SDG, DEI, and other sustainability agendas with their business interests — not just “doing” but also being “recognized” and “followed up,” ultimately achieving a win-win in both commercial success and sustainable impact.

“In our work with clients, we’ve seen many who are technically advanced and visionary but lack a strategic narrative from their founders or CEOs, making it difficult for their products to enter UN systems or international collaboration frameworks,” Harry emphasized. “This is not just about exposure; it’s about negotiation leverage and value-setting,” he said.

“A brand without a named face is easily overlooked and interchangeable on the international stage. But when founders or CEOs step up and build a narrative framework through their personal brand, it creates a non-price competitive edge.”

When CEOs Step Up, Companies Can Turn a New Page!

Harry Hsu also shared a practical case. A female founder from Southeast Asia, focused on green building materials, had already built significant R&D capabilities and industry reputation in her regional market, winning several technical certifications and innovation awards over the years. However, she struggled to enter international policy dialogues and sustainable collaboration platforms. Despite repeated attempts to participate in cross-governmental projects, she failed to make the final shortlist due to the lack of a recognizable leadership image and strategic external communication.

《The Icons》team was invited to provide strategic advice, helping her refine her corporate narrative, focus on her personal positioning, and design brand language and public exposure strategies suitable for the international dialogue context. A few months later, she was invited to speak at a high-profile ESG summit, focusing on the role and practices of Southeast Asian female founders in regional sustainable transitions.

After her speech, her perspectives were picked up by various international media outlets, and her company received an inquiry from a Nordic city planning agency, opening the door to multi-party negotiations. In a short time, she transitioned from a regional market innovator to an active participant in global sustainable construction networks.

“This is not a one-off miracle, but rather the natural result of long-term value being translated and amplified through a personal brand structure,” said Harry. “Her company’s operations and business scope hadn’t changed — but she was now seen, and her brand was ready for the next growth stage. That’s the leverage effect of a personal brand,” Harry explained.

“The core of a leader’s personal brand is not about hype, but about building trust. It ensures that ideas are not confined to business presentations, policy reports, or media coverage, but instead become something that people are willing to fund, endorse, and amplify. A truly effective personal brand is a crucial lever that opens up new trust, extending the reach of one’s values.”

When Responsibility Meets Strategy: How to Make Ideas Go Further?

As a long-time advocate and driver of international communication, brand PR strategy, and global initiatives, Harry Hsu emphasized in an interview: “Influence is never a one-off burst, but rather the cumulative build-up of strategic depth. A leader should not only deliver messages but also design the system through which those messages flow—so that values can transcend boundaries and continue to resonate.”

He underscored that truly impactful advocacy doesn’t just happen at a perfect presentation, but rather leaves footprints in policy formation, resource allocation, and cultural narratives across different contexts and timeframes: “If an idea cannot cross languages and platforms, it cannot truly evolve into social change.”

Harry pointed out that while many outstanding advocates—especially young leaders and non-profit changemakers—often have passion, expertise, and sincerity, they sometimes get stuck in the self-satisfaction of having ‘good content’ and overlook the importance of strategic design and narrative translation: “They have the passion, expertise, and sincerity, but they lack the means and frequency to get the world to hear them. In the end, they’re either misunderstood or drowned out,” he explained.

“An idea isn’t meant to be heard only within the echo chamber; it must be designed so the world can understand it. If it fails to gain traction, it might not be the audience’s fault, but rather a lack of strategy on your part,” he said.

In his speech, Harry also called on governments, businesses, and international platforms to invest resources in building opportunities for advocacy skills—narrative strength, design skills, and translation abilities: “Not every valuable voice will naturally surface. We need to heat them up, add pressure, and create channels so that ideals are not just ideas, but become practical energies that society can use, institutions can absorb, and others can build upon.”

From Being Heard to Being Trusted

In his closing remarks, Harry Hsu emphasized that for young advocacy leaders to become key players in the international sustainability agenda, they must transform from “people with voices” to “people who are trusted.” This requires not only ideals but also the methods and structures to carry them forward. A personal brand is the path that expands the value of one’s voice and multiplies trust—marking the beginning of a leader’s journey to becoming a changemaker: “A meaningful advocacy is not just about standing on stage to voice an opinion, but about creating a collective design that inspires others to follow.”

“The same applies to business leaders,” he continued. “Especially in this era of sustainable development, both leaders and their companies must demonstrate their commitment to sustainability to attract resources and partnerships. Leaders must create forms of expression that allow society to embrace their beliefs. Every actor who wants the world to remember their name—whether they’re advocacy leaders or corporate leaders—must inevitably become part of this era.”

This vision aligns with the core mission that Harry Hsu has led at《The Icons》—helping a new generation of leaders, founders, and changemakers transform their influence from ideals to narratives, from narratives to recognition, and from recognition to building global collaboration capital. Through a multilingual media matrix, international advocacy initiatives, and cross-cultural branding strategies, The Icons supports leaders with both corporate direction and a sense of public responsibility, enabling them to step onto a larger world stage—no matter where they come from or what language they speak.

“As long as they believe they can move from being ‘people with voices’ to being ‘people who are trusted,’ their personal brand will inevitably become the strongest foundation for achieving their vision.”

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The post 30 Youth Leaders and Entrepreneurs from 30 Countries Gather at the UN ESCAP to Advocate for Sustainability!《The Icons》CEO Harry Hsu: Leaders Must Build Their Personal Brands to Turn Values into Real Impact! first appeared on The Icons.

The forum culminated in the release of the 2025 Bangkok Youth Sustainability Declaration, presented with great significance at the UN’s Asia-Pacific headquarters. This moment marked a powerful surge in youth-driven engagement in global policy agendas.

One of the forum’s key invited speakers—brought together through the collaboration of cross-border civil society organisations—was Jack Huang, Consultant to the United Nations Office of Information and Communications Technology (OICT) and the forum’s Youth Impact Chair. In an exclusive interview with《The Icons》Bangkok team, he shared:“I’m grateful to the organisers for inviting me to serve as the Youth Impact Chair of this international forum. From the perspective of a volunteer, our role isn’t just to inspire—it’s to help youth leaders turn their ideals into real, community-based solutions.”

Jack Huang: Supporting the Scale of the Declaration through Regional Action with a Global Vision

This forum—jointly organised by the Chinese Youth Growth Foundation, the STUF United Fund Asia Pacific Center, and Southeast Bangkok University—was far more than a symbolic gathering. From early-stage policy simulations and local field research to transnational design workshops, every element was rooted in the insights and creativity of the youth leaders themselves. The process culminated in a substantial United Nations advocacy document: the 2025 Bangkok Sustainability Book.

“The declaration and the sustainability book are not just slogans—they represent more than four months of preparation and intercontinental collaboration,” said Jack Huang in an interview. “This marks the first time that youth from Asia, Africa, Europe, and the Americas have co-created an SDGs action blueprint that is both locally grounded and globally impactful.” He stressed that the real value of this achievement lies in its ability to integrate policy design, community needs, and sustainable practice—an intersection too often overlooked in global advocacy work.

Youth Leaders Are Not Supporting Roles — They Are the Backbone of the Future

In addition to his role as a consultant to the United Nations Office of Information and Communications Technology (OICT), Jack Huang also serves as Programme Director at the UNITAR Global SDGs Leadership Centre. He has long championed multilateral youth training, sustainable leadership, and diplomatic capacity building. He is also an ESG strategy advisor to several green energy and infrastructure enterprises across Southeast Asia, actively bridging industry, community, and public governance while linking environmental finance with grassroots innovation.

“Talking about policy or theory alone is never enough,” he told《The Icons》Bangkok team. “We need to help young people understand how global frameworks are applied in community innovation, investment strategies, and cross-sector collaboration. The design of this forum was meant to show them that they are not observers of the future—they are participants and drivers of change in the present.”

International Forums and Advocacy Should Not Remain Only on Paper

This forum broke away from the conventional format of international conferences that often remain on paper. Instead of passively listening to speeches, participants engaged directly with local communities—conducting interviews, assessing needs, and forming multinational teams to co-design solution prototypes. Each step, from data consolidation to community dialogue and final presentations, was guided through structured training and mentorship.

One of the most acclaimed highlights, according to Jack Huang, was the SDGs Strategic Simulation Workshop led by Dr. Martin Venzky-Stalling, Chair of the Sustainability Development Committee of the Joint Foreign Chambers of Commerce in Thailand (JFCCT). This immersive exercise gave youth a hands-on understanding of the pivotal role foreign-invested enterprises play in Thailand’s sustainable transformation. The interactive format received highly positive feedback and enthusiastic participation from the attending youth.

Turning Advocacy into Action: The Integrated Impact of Institutional Recognition and International Visibility

“When a young person can stand inside the United Nations headquarters and present their sustainability action plan—backed by research data and guided by expert mentors—that’s the moment when advocacy truly becomes action,” said Jack Huang. He emphasised that the most valuable aspect of this forum lies in its integration of fieldwork, international visibility, and institutional support, creating a genuinely empowered testing ground for youth leadership.

This youth-led, expert-guided hybrid model is set to continue expanding. Huang shared that the organisers plan to hold regional follow-up forums in both Taipei and Nairobi this July, followed by a special youth dialogue session during the UN General Assembly in New York this September. By the end of the year, the movement will culminate at COP30 in Brazil, with a youth-led showcase of climate solutions from Global South nations—officially bringing this youth-driven sustainability wave onto the global stage.

“We need more of these spaces,” Huang concluded, “and more governments, companies, and institutions genuinely willing to stand behind young people.”

“The future is already here—it’s just a matter of deciding who we want to build it with.”

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The week-long 2025 UN-SDGs Bootcamp & Forum was not just a summit of idealism—it was a demonstration of concrete action. At the heart of this movement was Jay Wei, Chairman of the Chinese Youth Growth Foundation, the principal organiser of the event. Key partners also included the STUF United Fund, Asia Pacific Center.

Jay Wei has long been devoted to international education and the development of youth leadership. He firmly believes, “The competitiveness of the future lies not in competition, but in collaboration. The foundation of co-creation is trust—and the seed of trust is planted when someone chooses altruism first.” In an interview with《The Icons》Bangkok team, his words were calm yet resolute, revealing not only the patience of an educator, but also the unwavering determination of a changemaker.

A key supporter in bringing the forum to life was the STUF United Fund, Asia Pacific Center, which sponsored youth representatives from countries including Haiti, Saint Vincent, and Paraguay. Chairperson Peter Lin remarked in his opening speech that uniting youth leaders from different regions is essential for driving the world more effectively toward sustainability. “Sustainability should never be just a slogan. Enterprises with social responsibility must actively support young leaders in participating in international forums and related initiatives.”

Using Education to Cross Borders and Empower Youth as True Agents of Change

As the initiator of this United Nations Sustainable Development Goals (UN-SDGs) forum series, Jay Wei is more than an event organiser—he is a weaver of meaning and purpose. Since 2023, he has led delegations of youth, academic, and industry representatives to international platforms such as COP28 in Dubai, where he helped amplify the voices of young people within global climate conversations. In 2024, he brought this mission to Okinawa, Japan, convening youth from multiple nations to co-author the 2024 Okinawa Youth Sustainability Declaration, which was later presented at COP29.

The 2025 UN-SDGs Bootcamp & Forum in Bangkok marked a pivotal milestone in this ongoing journey. Not only did Jay Wei gather youth leaders from 30 countries for deep intercultural exchange, but he also led them in formally presenting the 2025 Bangkok Youth Sustainability Declaration and the 2025 Bangkok Sustainability Book at the UN Asia-Pacific headquarters.

“We made sure young people were not just participants, but designers; not just listeners, but voices. This kind of engagement is a truly powerful way to change the future,” he said.

Jay Wei: Global Advocacy Must Be Rooted in Altruism

“As long as we are dealing with global sustainability, it must be co-created. And co-creation is never just a slogan—it requires space, structure, and above all, the courage to trust first,” Jay Wei told《The Icons》Bangkok team. For him, engaging in international advocacy means being the first to give, to share selflessly, so that participants from different cultures and systems can begin to collaborate in an open and secure environment.

It is precisely this philosophy that enabled the forum to bring together youth from five continents, allowing them to transcend language and national boundaries and co-create meaningful policy recommendations and action plans in a short amount of time. Jay Wei firmly believes that when trust becomes the foundation, a strong and lasting international youth network can be built—this belief remains his greatest motivation for continuing the work.

Don’t Get Too Used to Telling Youth What They Should Do

Michal Andrzej Glasek, a strategy and development advisor from Poland who also took part in the forum, shared his thoughts in an interview with《The Icons》: “We’ve become too accustomed to telling young people what they should do, and often overlook the fact that they already possess tremendous creativity and problem-solving potential.”

Glasek explained that he wasn’t originally from an education background, but his experience at the 2024 youth forum in Okinawa deeply inspired him. “A profound conversation with Japanese students changed my perspective. It made me reflect on how business leaders can respond to the call of our times—not only by creating value, but by becoming enablers who amplify the impact of others,” he said.

The defining keyword of the 2025 Bangkok Sustainability Book: Trust

Kimanzi Margaret Wanjiru, one of the lead editors of the 2025 Bangkok Sustainability Book and a youth representative from Kenya, shared candidly in an interview with《The Icons》 that when the team was first tasked with writing the “Sustainability Book,” they were overwhelmed and unsure.

“None of us had ever written a book. We didn’t even know what a real ‘solution’ looked like,” she said. But it was precisely this uncertainty that made the process so genuine and moving.

“Every time we gathered to discuss, teammates from different countries brought in different perspectives. We inspired each other, challenged each other, and even redefined what counts as a problem—and what counts as action. In the end, we learned that real impact doesn’t come from massive resources, but from honest connection and the belief that we can create change.”

“If you ask me what the most important word is,” Kimanzi said,

“It’s trust.”

The ASEAN Sustainability Impact Accelerator: Guiding More Global Youth Leaders into the International Innovation Ecosystem

This year’s forum also planted the seeds for the next stage of development—Southeast Bangkok University will partner with the Chinese Youth Growth Foundation to establish the SDGs Impact Accelerator, a platform designed to support innovation and incubation for young leaders across ASEAN and neighbouring countries.

In an interview with《The Icons》Bangkok team, Dr. Pattarada Rungruang, Vice President of Southeast Bangkok University, shared: “From early childhood education to doctoral programs, we offer a comprehensive system, along with the capacity to connect youth communities across Southeast Asia—including Cambodia, Laos, and Myanmar. Through our research centres and innovation-focused curriculum, we will work alongside the Chinese Youth Growth Foundation to support new-generation leaders who have ideas but lack opportunities. Our goal is to bring more young people into the global innovation ecosystem and turn regional-to-global collaboration into real momentum.”

A Continuous Journey: From the Arab World, Japan, Thailand, and New York to Brazil

Jay Wei firmly believes that the ultimate mission of education is to cultivate citizens who can co-create, not individuals who simply compete. “Gen Z is not a future possibility—they are the answer for now. They must be able to challenge the status quo, but more importantly, to take action,” he says.

Since leading a group of international youth leaders to participate in COP28 in Dubai, Jay Wei has envisioned a new model for international education—one that blends forums, real-world missions, and cross-cultural dialogue. In this model, students are no longer passive recipients of knowledge in classrooms; they are active participants on the ground, engaging with global issues, joining policy discussions, and even offering their own solutions. From Dubai to Okinawa to Bangkok, he has steadily transformed this vision into a global movement. The next stop: Nairobi, the capital of Kenya.

Jack Huang, Advisor to the United Nations Office of Information and Communications Technology and Youth Impact Chair of the forum, noted, “The successful execution of this forum in Bangkok proves how youth can generate tangible impact through creativity and collaboration. I believe this will inspire more young leaders who care about the Sustainable Development Goals (SDGs) to build connections with international organisations, as well as public and private sectors, and amplify their voices.”

Harry Hsu, CEO of《The Icons》, who was invited as a keynote speaker, added, “The value of this forum lies not only in giving young leaders a chance to be heard, but in showing them that their voices truly matter to the world. When a young leader realises that their words can influence decisions and shift the flow of resources, that awareness transforms into responsibility, maturity, and action. True international engagement isn’t just about entering the conference room—it’s about being remembered for what you said.”

When the World Needs Rebuilding, Education Must Be Redefined

“In July 2025, our team will return to Nairobi, Kenya to host the next UN Sustainable Development Goals (SDGs) Bootcamp and a 30-nation youth forum,” Jay Wei announced. “We’re inviting over 50 youth representatives from Africa, Europe, the Middle East, and Southeast Asia, and we plan to present the 2025 Nairobi Youth Sustainability Declaration and the 2025 Nairobi Sustainability Book at the headquarters of the United Nations Environment Programme. This effort aims to expand the global impact of our co-creation movement.”

“When the world needs rebuilding, education must be redefined.”

Jay Wei is not one for slogans—he believes in steady, grounded work. For him, education is not a campaign; it’s a long-term commitment to action. Rather than waiting for the world to change, he walks ahead into uncertainty, quietly gathering like-minded allies to light the way.

“We can’t afford to wait for change—we must actively create it. I believe that empowering youth to become bridges between worlds is deeply meaningful. It sparks new possibilities and makes global transformation truly achievable.”

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On 9 December 2024, a delegation from the National Applied Research Laboratories (NARLabs) of Taiwan travelled to Spain, led by Dr Mei-Yu Chang, Director of the International Affairs Office. The delegation, accompanied by leaders from Taiwan’s semiconductor industry, participated in the Semi Impact Forum 2024 – Catalonia Chapter, held in Barcelona.

Professor Konrad Yang, Director of Arculus Lab, who previously served as Director of Research and Development at TSMC for nearly two decades and is recognised as one of the “Six Knights of R&D,” also attended the forum. Drawing on his extensive expertise in semiconductor technology, he opened the forum by sharing insights into Taiwan’s semiconductor industry, particularly the success of TSMC, and provided expert perspectives to guide the subsequent discussions.

Also present was Professor Rui Carlos Oliveira, Director of INESC TEC (Institute for Systems and Computer Engineering, Technology and Science) in Portugal, who has extensive experience in international scientific collaboration. A long-time expert in artificial intelligence (AI), semiconductor research, and supercomputing, he has forged a strong partnership with Taiwan’s NARLabs, working together to advance research in cutting-edge computing and semiconductor technologies.Following the forum, Professor Konrad Yang and Professor Rui Carlos Oliveira sat down for an exclusive interview with The Icons, discussing the potential for collaboration between Taiwan and Europe in semiconductors, AI, and high-performance computing. They also explored how technological advancements transcend borders, driving global innovation forward.

Building International Connections Through the Semiconductor Industry – Kwang-Lei Yang: Taiwan and Europe Should Pursue a Complementary Path

“Taiwan’s long-standing strength in the semiconductor industry comes primarily from manufacturing and design, but we remain weak in upstream equipment and materials.” Professor Konrad Yang stated candidly.

He believes that while Taiwan’s semiconductor industry has traditionally focused on the US market, Europe remains a “forgotten land of opportunity.” “Europe has formidable capabilities in equipment and fundamental research, whereas Taiwan leads in manufacturing and design. This complementary relationship should be further strengthened.”

With the establishment of the Taiwan-Czech Advanced Chip Design Research Centre (ACDRC), collaboration between Taiwan and the Czech Republic has already begun. Now, Yang asserts, this model should be expanded to other European countries. He emphasises that small and medium-sized semiconductor firms may be the key to breaking into the European market:

“Large corporations are often constrained by their existing structures and market strategies, whereas start-ups and mid-sized companies are more agile. They can take the lead in entering the European market and forging deeper partnerships.”

Additionally, Yang argues that Taiwan’s education system must evolve to cultivate talent with a global perspective. “We don’t just need engineers—we need professionals who understand industry development, technological trends, and cross-border collaboration.”

Rui Carlos Oliveira: Distributed Architectures and High-Performance Computing Are the Cornerstones of Global Cooperation

Professor Rui Carlos Oliveira approached the discussion from the perspective of distributed systems and HPC, highlighting the possibilities for global technological collaboration. He believes that distributed architectures will play a pivotal role in future international cooperation, particularly in semiconductors and AI.

“Today’s ICT (Information and Communication Technology) systems are becoming increasingly complex, making cross-border collaboration no longer optional, but essential.” Oliveira noted that Taiwan and Portugal have highly complementary strengths in technology, making their partnership particularly promising:

“Taiwan holds an unrivalled position in semiconductor manufacturing, while Portugal has been investing heavily in semiconductor research and HPC. By working together, we can accelerate innovation and elevate each other’s technological capabilities.”

He highlighted the longstanding partnership between Taiwan’s NARLabs and Portugal’s INESC TEC, which dates back to 2017 and covers fields such as high-performance computing and marine technology. With the rise of AI, their collaboration has expanded further into artificial intelligence applications.

“This collaboration isn’t just about technology; it’s about building cultural understanding and trust. Different countries operate on different investment cycles, but rather than being a challenge, this time difference can create new opportunities for cooperation.”

Oliveira emphasised that global technological collaboration requires more flexible frameworks to accommodate the varying strategies and needs of different nations.

AI and HPC: Bridging the Tech Ecosystems of Europe and Asia

Portugal is rapidly emerging as a key player in the fields of Artificial Intelligence (AI) and High-Performance Computing (HPC). At the forum, Professor Rui Carlos Oliveira showcased Portugal’s latest advancements in HPC, emphasising the critical role these technologies play in shaping Europe’s technological ecosystem.

“We are building our core competitiveness in AI and HPC through industry-academia collaboration, government policies, and technological innovation,” he explained. A major strength of Portugal’s tech development lies in its close cooperation between higher education institutions and industry.

This model bears strong similarities to Taiwan’s semiconductor industry ecosystem, which is why Oliveira sees great potential for deepening AI and HPC collaboration between Taiwan and Portugal.

“We can accelerate knowledge exchange through joint research projects, talent development programmes, and industry-academia partnerships. The advancement of AI and HPC requires global cooperation, and that is exactly what we are working towards,” he noted.

Additionally, Oliveira highlighted Portugal’s efforts to build an international network for technological innovation, extending beyond Europe to foster stronger ties with Asian nations.

“The key to cross-border collaboration is an open mindset and a shared vision. We look forward to working with Taiwanese partners to drive technological development and expand market opportunities together,” he stated.

Technological Innovation and Talent Development: Building Global Competitiveness

Talent remains at the heart of technological progress, making it a crucial pillar of Taiwan-Europe collaboration. Professor Konrad Yang stressed that Taiwan needs more interdisciplinary talent to adapt to the evolving tech landscape.

“Our education system has been too focused on specialised fields. In the future, we should encourage more interdisciplinary learning, integrating engineering with humanities, and technology with management,” he suggested. Yang believes that such reforms will help Taiwan maintain its competitive edge in the global market.

Professor Oliveira further pointed out that Portugal’s experience in higher education and industry collaboration could serve as a valuable reference for Taiwan.

“Portugal’s technology talent development programmes are actively connected to the international market, allowing students to participate in cross-border projects and develop a truly global perspective,” he explained.

The Era of Single-Country Competition Is Over

In conclusion, Professor Konrad Yang reflected on how today’s technological competition is no longer confined to rivalry between individual nations but has evolved into a complex landscape of global cooperation and competition.

Professor Oliveira echoed this sentiment, emphasising that despite the geographical distance between Taiwan and Europe, both regions have found common ground in semiconductors, AI, and HPC.

“We are not just technology partners—we are partners in driving global innovation,” they both affirmed in unison.

From semiconductor manufacturing to AI research, from HPC to talent development, this dialogue between the two experts and The Icons editorial team not only unveiled the future direction of the tech industry but also marked the beginning of a new chapter in Taiwan-Europe collaboration.

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The establishment of the Advanced Chip Design Research Center (ACDRC) is no coincidence; it is the culmination of years of technological collaboration between Taiwan and the Czech Republic. Mei-Yu Chang, Director of International Affairs at the National Applied Research Laboratories (NARLabs), stated, “Through bilateral research, short-term courses, and internship programs, ACDRC has injected fresh momentum into innovation and applications in the semiconductor field between Taiwan and the Czech Republic.” She highlighted that this collaborative model has provided valuable opportunities for Taiwan’s IC design startups to penetrate the European market while also helping the Czech Republic establish a robust semiconductor ecosystem.

On October 18, 2024, a milestone in Taiwan-Czech semiconductor collaboration was marked with the inauguration of ACDRC in Brno, Czech Republic. The project symbolizes a new height in bilateral cooperation, combining Taiwan’s expertise in digital design with the Czech Republic’s strength in analog technology. James Yang, CEO of MicroIP, remarked in an exclusive interview with《The Icons》, “The establishment of ACDRC exemplifies the deep integration of technology and markets, showcasing the immense potential of international collaboration.”

While the Taiwan-Czech partnership in technological cooperation has a long history, the launch of ACDRC further deepens their relationship. Yang added, “Through this platform, we aim to significantly reduce the time from product design to market application and create globally competitive technological outcomes.” He believes this marks not only an important milestone in Taiwan-Czech technological cooperation but also a benchmark for delivering innovative solutions to global markets.

Leading Taiwan to Overcome Semiconductor Design Bottlenecks

As global demand for artificial intelligence (AI) and automotive electronics surges, the semiconductor industry faces dual pressures: diversifying and rapidly evolving market demands, alongside the need to reduce development costs and shorten time-to-market. Against this backdrop, the ACDRC initiative has emerged as a groundbreaking solution, leveraging innovative virtual platform technology to redefine traditional IC design processes. By enabling concurrent software-hardware development, the platform significantly enhances design efficiency, shortens R&D cycles, and reduces energy consumption and carbon emissions during production, offering unprecedented breakthroughs for the semiconductor industry.

Allen Cheng, CEO of Light Momentum Technology Corp. (LMT), remarked, “ACDRC offers a rare opportunity to accelerate the market introduction of technological innovations. In the fields of AI chips and automotive electronics, LMT has leveraged the ACDRC platform to not only optimize the product design process but also enhance R&D efficiency and market responsiveness through rapid iteration.” He further emphasized that this collaborative model successfully integrates the Czech Republic’s cutting-edge technical expertise with Taiwan’s design strengths, achieving deep synergy in both technological innovation and market expansion. This collaboration not only provides Taiwan’s semiconductor industry with a competitive edge in the global market but also sets a benchmark for international technological cooperation.

The impact of ACDRC extends beyond technological achievements to deliver remarkable economic and environmental outcomes. By utilizing the platform, enterprises can complete design processes with greater efficiency, significantly reduce production costs, and minimize resource waste, serving as a model for the global trend toward sustainable development. Moreover, the project’s success highlights Taiwan’s leadership in the semiconductor field, further solidifying its role as a key player in the global technology landscape.

LMT’s case serves as the best demonstration of ACDRC’s success, showcasing how the platform not only resolves current bottlenecks in design but also enables Taiwanese enterprises to stand out in the international market. Through such technological innovations and collaborative models, Taiwan has elevated its industrial value while injecting new vitality and potential into global technological development.

Using the Czech Republic as a Launchpad: How JMEMTEK is Making Strides in the European Market

“Our products can quickly adapt to market changes, thanks to ACDRC’s exceptional capabilities in technology transfer and market orientation,” said John Chang, CEO of JMEMTEK. With ACDRC’s support, JMEMTEK has launched a series of innovative solutions targeting the automotive electronics and cybersecurity IC sectors. These products are not only technologically advanced but also meticulously tailored to meet the specific demands of the European market.

Chang emphasized that through deep collaboration with Czech research institutions, JMEMTEK has successfully established a robust foundation in both technology and market presence across Europe. “This collaboration has not only enhanced our technological capabilities but also enabled us to respond more swiftly to market challenges. The ACDRC initiative is more than just a technology platform—it serves as a catalyst for enterprise innovation,” Chang remarked.

Looking forward, Chang believes that as the ACDRC initiative continues to evolve, Taiwan-Czech technological collaboration will yield even more groundbreaking achievements.

Integrating Technology and Applications: Exploring New Opportunities with ACDRC

In an increasingly competitive global semiconductor market, the deep integration of technology and applications has become the key to enterprise success. Jiunn Yih Chyan, COO of DEUVTEK, emphasized in an interview that the ACDRC initiative offers companies a unique platform that not only promotes cross-border technological collaboration but also creates groundbreaking opportunities for innovation.

“This is not just a technical collaboration; it’s a global innovation opportunity,” Chyan stated. He highlighted how ACDRC effectively integrates Taiwan’s leading expertise in digital design with the Czech Republic’s strong foundation in analog technology, enabling companies to develop products with greater market competitiveness.

Since joining the ACDRC initiative, DEUVTEK has achieved multiple breakthroughs in collaborative projects focusing on AI chips and automotive electronics. For example, the use of a virtual platform for concurrent software-hardware development has significantly improved R&D efficiency, shortened product time-to-market, and substantially reduced costs. Chyan noted that the resources and support provided by ACDRC go beyond technical aspects, enabling enterprises to swiftly transform innovative concepts into market-ready products. This highly efficient model injects fresh vitality into the global semiconductor market.

ACDRC has not only driven technological innovation but also built a broader international collaboration network for enterprises. Through ACDRC, DEUVTEK has established close ties with top Czech technical teams, further enhancing the company’s global market competitiveness. Chyan believes that this cross-border collaborative model benefits participating companies and provides a valuable reference for other industries. “We believe that the future of the semiconductor industry will be driven by this seamless integration of technology and applications,” he remarked.

DEUVTEK’s success demonstrates that ACDRC serves as a crucial bridge for enterprises to overcome challenges and seize new market opportunities. Through this collaborative initiative, companies can more precisely address market demands and secure their position in the global wave of innovation.

The Future Vision of ACDRC: From Taiwan and Czech Republic to the Global Stage

At the inauguration ceremony of ACDRC, Dr. Tsai, President of the NARLabs, stated, “The establishment of ACDRC is not only a significant advancement in Taiwan-Czech technological cooperation but also sets a new benchmark for global collaboration in science and technology.” He emphasized that the core value of this initiative lies in cultivating exceptional talent and accelerating the development of semiconductor technologies and talent mobility on a global scale through cross-border collaboration. He expressed hope that ACDRC will become a vital cradle for international innovation talent, injecting fresh creativity and competitiveness into the global industry.

James Yang, CEO of MicroIP, also shared insights into the long-term goals of ACDRC, describing it as an innovation-driven mechanism with strong market orientation. “Through the ACDRC platform, we are fostering technological advancements between Taiwan and the Czech Republic while delivering greater value to global markets,” Yang remarked. He identified the platform’s unique advantage as its ability to integrate technology with market demands, enabling participating enterprises to swiftly respond to international needs and secure a leading position in the competitive landscape.

Looking ahead, Yang further noted that as the ACDRC initiative deepens, Taiwan-Czech technological collaboration will ascend to even greater heights. This partnership not only focuses on technological innovation but also promises a broader influence on the global semiconductor market. Yang described the ACDRC model as “a deep fusion of technology and market forces, and an innovative practice that transcends borders,” which he believes will serve as a significant example for the future development of the global technology industry.

The vision of ACDRC is both ambitious and clear: to build upon Taiwan-Czech cooperation and create an international platform that drives global semiconductor innovation and collaboration. By attracting and cultivating highly skilled professionals, ACDRC aims to continuously inject new vitality into the global technology industry, advancing nations toward a new era of progress fueled by the dual engines of technology and market integration.

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Against the backdrop of rapid development in the global digital economy, Allen Cheng, CEO of LMT, has led his team to actively engage in IC design, dedicated to providing innovative solutions for clients. Allen Cheng believes that LMT is not just a supplier of IC design and manufacturing but also a collaborative partner capable of co-developing and validating new technologies with clients. Through partnerships with international technical and academic institutions, LMT has achieved significant success in driving technological innovation and successfully entered the international market.

Throughout LMT’s development, the support of the National Applied Research Laboratories (NARLabs) has played a crucial role in its international expansion in the IC industry. NARLabs has assisted LMT in connecting with international resources, bringing its IC design technology into the European Union market, providing operational expansion funding and government resources, and facilitating connections with industry, government, and academia. This has allowed LMT to fully leverage Taiwan’s semiconductor supply chain advantages and further expand its international influence.

In June of this year, Allen Cheng led his team to participate in London Tech Week 2024, one of Europe’s most significant industry events, held in London, United Kingdom. This invitation came from the National Applied Research Laboratories. During the event, they also took part in the Semi Impact Forum 2024, a semiconductor-focused series hosted by Semi Ventures, where they further explored collaboration opportunities in the UK market. In an interview with《The Icons》during their time in London, Allen Cheng stated:

“IC design plays a crucial role in the development of modern technology, especially against the backdrop of global digital transformation. We are witnessing a rapid growth in demand and opportunities in this field. What attracted us most during this forum was seeing the strong local semiconductor design capabilities in the UK, where there is a profound technical foundation in semiconductor IC design. We hope to establish more connections with the UK in both technical and academic areas and engage in further collaborations.”

Deep Collaboration and Cutting-Edge Technology: Pioneering a New Era in Global Semiconductors

LMT is a non-typical IC design company. While most IC design companies focus solely on design and manufacturing, LMT gets involved earlier, engaging in deep collaboration with clients during the application phase to ensure that the products fully meet market demands.

Allen Cheng stated, “Our goal is to become the most trusted partner for our clients. We not only provide IC design and manufacturing services but also participate in early-stage technical discussions and validation processes to ensure that each product perfectly aligns with market needs. We believe that only through continuous innovation and close collaboration with our clients can we stand out in a highly competitive market.”

LMT’s technical advantages extend beyond a strong market position in IC design and manufacturing; they also include cutting-edge exploration in the applications of artificial intelligence, the Internet of Things, and 5G technology. Through highly modular solutions, LMT can flexibly respond to diverse market demands and seamlessly integrate into various existing systems, providing efficient and reliable services to its clients.

At the Semi Impact Forum in London, LMT showcased its technological prowess in semiconductor design and engaged in in-depth discussions with several local companies to explore future collaboration opportunities. Allen Cheng noted that this trip revealed the vast potential of the UK market, particularly in design applications.

LMT’s product and technology showcase attracted significant attention from participants, including technical experts and company representatives from various countries. This forum provided LMT with a valuable opportunity to engage directly with potential international partners, further expanding the company’s global influence.

“Participating in this forum not only allowed us to understand the latest industry trends and technological developments but also gave us the chance to showcase Taiwan’s strength in IC design to the international community. This trip represents an important milestone for us, laying the foundation for our future growth in the international market,” Cheng added.

Allen Cheng: Strengthening Taiwan’s IC Design Leadership and Expanding International Market Collaborations

Taiwan enjoys a high international reputation in the IC design field, leveraging its strong technical capabilities and comprehensive industry chain to become a significant player in the global semiconductor market. As one of the leading IC design companies in Taiwan, LMT’s technology and products are equally competitive in the international market.

“We are already number one in manufacturing worldwide, but there is still room for improvement in IC design, where our market share is not high. The government has launched new initiatives to increase Taiwan’s market share in IC design. The added value generated by IC design is much greater, as illustrated by NVIDIA’s market value surpassing that of TSMC,” noted Allen Cheng.

LMT has established partnerships with many internationally renowned companies, and these collaborations extend beyond technical exchanges to include co-development of new products and expansion into new markets:

“Participating in these international events allows us to stay updated with the latest technological trends and provides opportunities to collaborate with leading global tech companies. We aim to further solidify Taiwan’s position in the global IC design market while offering our clients products and services with higher added value.”

NARLabs Provides Strong Support, Leading Taiwan’s IC Design to Expand into Global Markets

LMT’s success in the international market is closely tied to the comprehensive support provided by NARLabs. NARLabs has played a crucial role in international collaboration strategies and networking, offering multi-faceted support to LMT. Allen Cheng noted, “In cutting-edge research fields, it is essential to have entities willing to invest in the early stages. NARLabs can provide foundational support in early-stage research and international connections, helping industries to align.”

The Advanced Chip Design Research Center (ACDRC) project, led by NARLabs under the Ministry of Foreign Affairs in the Czech Republic, is a prime example. Allen Cheng remarked, “This project has facilitated the rapid international expansion of Taiwan’s IC design and semiconductor sectors, providing a solid foundation. By closely integrating this international project with the industry, it enhances local semiconductor capabilities and contributes to talent development and industry growth, extending beyond just academic research.”

The collaboration between LMT and NARLabs also highlights Taiwan’s technological advantages in the global semiconductor market. Through NARLabs’ invitation for LMT to showcase on international platforms, LMT has been able to fully leverage Taiwan’s technological strengths, expand its global market presence, and solidify Taiwan’s position in the global IC design market. This collaborative model not only boosts the company’s international competitiveness but also promotes the overall development of Taiwan’s industry.

Allen Cheng has higher expectations for the Taiwanese government, believing that it should provide more support to help small and medium-sized enterprises (SMEs) enter international markets and enhance their global competitiveness. He pointed out that with a high proportion of SMEs in Taiwan, the challenges of expanding abroad are significant. The government should implement comprehensive plans, such as the Ministry of Economic Affairs’ overseas industrial park initiative, to reduce costs and adaptation challenges for businesses, thereby fostering international growth. Additionally, the government should strengthen its support for technological innovation, particularly in the IC design and semiconductor sectors, to elevate Taiwan’s status and influence in the global market and promote more international cooperation projects.

Allen Cheng’s leadership in driving LMT’s success in the international market not only reflects the company’s technical strength and innovation capacity but also showcases the efforts and achievements of NARLabs and the Taiwanese government in promoting industry globalization:

“We have partnered with NARLabs to fully leverage Taiwan’s IC industry strengths and contribute to Taiwan’s future development.”

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The post Expanding into Europe, Landing in the Czech Republic! LMT CEO Allen Cheng: Elevating Taiwan’s Global Leadership in IC Design first appeared on The Icons.