By Marinel E. Peroy
“SwissCham is creating a platform where leaders can exchange practical insights on how to build strong organizations and more resilient teams,” – H.E. Nicolas Brühl, Ambassador of Switzerland to the Philippines.
In an era of rapid automation and AI, leaders are being challenged to put people back at the center of transformation.
For Sara Odebunmi, chief diversity officer & senior member of management at Partners Group, AI should “support people to create better service and efficiencies,” not replace them. Trust, she said, must be intentionally built so teams are willing to reskill and embrace change.
This echoes the message of People Management Association of the Philippines (PMAP) President Gilbert T. Camasura, who highlighted the idea of “humanITy” — human-centric leadership that embraces innovation.
“Technology will continue to enable us, but people will continue to lead your organizations,” Camasura said.
Against this backdrop, the Swiss Chamber of Commerce of the Philippines (SwissCham PH), in partnership with Partners Group, convened leaders for the first session of its “Leadership Conversations Series: Peak Performance in Practice” on March 11 in BGC.
“SwissCham is creating a platform where leaders can exchange practical insights on how to build strong organizations and more resilient teams,” said Ambassador of Switzerland to the Philippines Nicolas Brühl.
Held during International Women’s Month, the event also recognized leaders championing inclusive and effective leadership through people and culture development.
The gathering also marked the signing of a Memorandum of Understanding between SwissCham PH and PMAP, formalizing collaboration to advance progressive people practices across organizations.
Camasura noted that effective leadership must continue to evolve, emphasizing that the true “currency” of business lies in people, not profit alone.
“Taking inclusive leadership will also mean greater innovation, allowing people to really cultivate what is there,” he said.
Speakers stressed that leaders today must guide a multi-generational workforce — from baby boomers to Gen Z — while adapting to automation and shifting talent demands.
Organizations can no longer rely solely on compensation, job descriptions, or rigid structures. Instead, employees increasingly seek purpose, psychological safety, and a sense of belonging to remain engaged.
“One of the highest factors that pushes employees to leave is not the company, it’s the leader,” Camasura added.
Values alignment also emerged as critical. Dr. Diana M. Edralin, general manager of Roche (Philippines) Inc., shared that when personal values no longer resonate with an organization’s culture, friction inevitably arises.
“Values are the things that I continue to hold on to as a person, and it continues to be my North Star in my working life,” said Edralin, emphasizing excellence and integrity with her purpose as a servant leader.
She also underscored the need to expand the blueprint for creative leadership, moving away from reactive, fear-based environments toward cultures where innovation can thrive.
In such environments, creativity, psychological safety, and shared values allow people to experiment, challenge ideas, and co-create solutions.
For leaders, the challenge is ensuring that purpose, integrity, and organizational mission are consistently embedded in everyday decision-making. When employees feel safe to speak openly, challenge ideas, and offer feedback, organizations unlock greater creativity, resilience, and ultimately, peak (happiness) performance.