Leadership Strategies for Innovation in Multi-Market Digital Environments

Dee Chong leads eGENTIC Asia Pacific, specializing in digital customer acquisition across diverse markets. With extensive experience in Africa and APAC, she excels at crafting data-driven strategies tailored to local insights, thriving in dynamic, evolving environments. Outside work, she is an avid golfer.

In an insightful interaction with Global Woman Leader Magazine, Dee Chong shares her insights on how businesses adapt acquisition strategies amid rapid digital shifts across Asia and Africa, balancing data-driven insights with local nuances to foster innovation and resilience across diverse emerging and mature markets.

Given the rapid shifts in digital consumer behavior across Asia and Africa, how are businesses adapting their acquisition strategies to stay ahead in this evolving, multi-market landscape?

A one-size-fits-all approach doesn’t work — if it ever did. In Africa, mobile-first isn’t a trend — it’s simply how people live online. Acquisition here is relentlessly performance-driven: brands optimize mobile campaigns and even online-to-offline models to convert leads in real time.

In Asia, the story is different yet equally complex. User journeys are fragmented across multiple apps and e-commerce platforms, where experience and brand presence matter just as much as performance. Omnichannel strategies are becoming table stakes.

To stay ahead, we have to be constantly observing, experimenting, and adapting. Weekly feedback loops are critical, whether it's testing market-specific funnels or exploring alternative monetization models. In fast-evolving, multi-market landscapes like these, success comes down to speed, specificity, and cultural relevance.

In markets rich with cultural diversity and digital transformation, how do you balance data-driven insights with local nuances to create impactful, inclusive growth strategies?

Balancing data-driven insights with local nuance is essential — not just for growth, but for trust. Consumers in Asia and Africa are increasingly aware of how their data is used. They’re asking, “Why do you need this?” and “What will you do with it?”

That awareness demands more than compliance — it calls for transparency and respect. We embed opt-in and opt-out into the journey and actively monitor consent. Internally, we treat data as directional. The numbers tell us what, but it’s client and in-market feedback that tells us why.

We revisit our assumptions constantly, because what felt too bold six months ago may now be perfectly acceptable. Respecting nuance isn’t a barrier to performance — it’s how we stay relevant and build lasting trust.

What unconventional leadership approaches have you found most effective in fostering innovation and resilience within teams spread across vastly different emerging and mature markets?

I wouldn’t call my leadership style unconventional, but I do believe in building teams that can think for themselves. One approach that’s worked well is giving teams ownership across both emerging and mature markets. That contrast forces them to adapt quickly, borrow ideas across extremes, and stay sharp. I often say I’m a fan of being a little bipolar — in the best way. I swing between structure and chaos, analysis and instinct, performance and permission. That range builds creative tension. I also don’t pretend to know every market well. My role is to create space for others to grow, test, and trust their judgment — and back them when they do. That’s how we build resilience and innovation — across regions and within people.

How can women leaders uniquely leverage cross-cultural agility and empathy to drive sustainable growth in sectors dominated by fast-paced technological disruption?

I started out in the tyre business in Africa, and it was very much a male-dominated, transactional environment. I learned early on that being the loudest voice in the room wasn’t the only way to lead. I had to build trust by listening, observing, and adapting — and that shaped how I lead today. That environment taught me to lead with awareness and empathy, long before I had the words for it.

 I don’t think empathy or agility are exclusive to women — but many women leaders develop these traits out of necessity. I believe in building inclusive teams — not just across cultures but across levels. We’ve been told women don’t ask enough or compete hard enough — but I see that as a different kind of strength. Sometimes, steady leadership is what sustains growth in chaotic, fast-moving industries.

With increasing emphasis on ethical data use and consumer trust, what innovative frameworks do you see emerging to ensure responsible market leadership in digital acquisition?

I think we’re doing what we can on data protection — but there’s still more to be done. Most frameworks require interpretation, and in a multi-market setup like ours, that’s rarely straightforward. What’s allowed in one country might be unclear or differently enforced in another. That complexity means we often navigate grey areas, balancing commercial goals with what feels ethically sound, not just legally compliant.

What I do see emerging — and welcome — is a broader industry shift from a checkbox approach to one rooted in trust. Responsible market leadership today isn’t about having all the answers — it’s about being willing to ask hard questions, challenge outdated assumptions, and evolve with integrity.

What advice would you share with aspiring women leaders striving to navigate and shape complex, multi-regional business ecosystems with impact and authenticity?

I’ve worked in the automotive industry, the public sector, and now in digital acquisition — each with its own pace and politics. But one thing has stayed consistent: I’ve never done it alone. You don’t need to have all the answers — you just need to ask the right questions, stay curious, and surround yourself with people who think differently from you. That’s especially true in multi-regional businesses where markets can shift overnight.

My advice? Don’t chase perfection. Chase clarity. Rely on your team, learn fast, and admit what you don’t know. I always tell my team my goal is to be a good office manager — not in title, but in spirit. Someone who builds systems that work, teams that think for themselves, and an environment that thrives — even when I’m not in the room.