Agility, Culture, and the Real Essence of Global Leadership with Dr. Chandima Wijekoon

With more than 17 years of experience in information technology, digital business, and enterprise transformation, Dr. Chandima Wijekoon has charted a remarkable journey from software engineer to CEO. Today, as Chief Executive Officer of PT Bukit Teknologi Digital, he drives strategic initiatives in AI, machine learning, edge computing, and global R&D operations. His career includes senior leadership roles at Axiata Digital Labs and Dialog Axiata, where he led engineering management, enterprise software delivery, and strategic business development across industries. 

Holding a PhD in Strategic Management and certified in Oracle, Microsoft, Scrum, and AWS architecture, Dr. Wijekoon blends deep technical expertise with strategic foresight. His story is not only one of personal growth but also a testament to how cultural understanding, adaptability, and human centered leadership shape success in the digital era. 

From Engineer to CEO 

Dr. Wijekoon’s career began as an Associate Engineer, working with Oracle 8i forms and database programming. Over time, he expanded across technology stacks, mastering Microsoft, Java, mobile development, and middleware. A turning point came when he delivered an API monetization hub overseas, connecting multiple countries. This experience opened doors to global roles as architect, technical consultant, and delivery head. 

These roles gave him exposure not just to technology but also to project costing and financial insights, broadening his perspective. Later, as Country Manager and then Country Director of one of Axiata’s technology companies, he helped build the organization from scratch. His tenure as VP Sales for the APAC region expanded his responsibilities into strategy and regional growth. 

Reflecting on his journey, he says he is grateful for experiencing the full 360 degree spectrum of the technology industry from engineering and architecture to finance, operations, and sales. Each step prepared him for his current role as CEO, where he continues to drive innovation and organizational transformation. 

Culture as a Catalyst for Innovation 

Having worked in both Sri Lanka and Indonesia, Dr. Wijekoon has seen firsthand how culture shapes technology workplaces. In Sri Lanka, teams are detail oriented, and process driven, excelling in structured problem solving and logical thinking. Professionals tend to focus on mastering specific skill sets, ensuring quality but sometimes slowing experimentation. 

In Indonesia, by contrast, work culture is highly collaborative, and relationship driven. Teams are flexible, open to experimentation, and quick to deliver proof of concepts. Harmony and teamwork foster smoother collaboration, though more effort may be needed to establish governance and best practices. 

For Dr. Wijekoon, the strength lies in blending these differences. From Sri Lanka, he values discipline and structure; from Indonesia, agility and collaboration. Together, they form teams that are not only technically capable but also adaptable and resilient in the face of change. 

Keeping People at the Heart of Digital Transformation 

Digital transformation, he argues, is often misunderstood as simply automating manual processes. It must create measurable value whether through financial gains, efficiency improvements, or behavioral shifts within organizations.  

“Technology is only one part of the journey. True transformation comes when people, processes, and technology align,” he explains. 

To keep teams motivated through change, Dr. Wijekoon emphasizes the importance of clarity and ownership. He ensures employees understand why transformation is happening, not just what is being done. When people see the bigger picture, they feel pride and ownership in outcomes. 

He also focuses on reducing anxiety by providing opportunities to learn, experiment, and even fail safely. Open communication and celebrating milestones build confidence, turning employees into active partners in the transformation journey rather than passive participants. 

Insights on Agile Workforces 

Dr. Wijekoon’s doctoral research in strategic management with a focus on agile workforces provided him with insights into how companies can remain adaptive and innovative. He identifies four critical pillars: 

• Mindset: True agility is not about frameworks but about openness, curiosity, and willingness to change. 

• Empowerment: Trusting employees to make decisions and take ownership accelerates adaptability, while micromanagement hinders it. 

• Learning Culture: Continuous learning and cross-skilling keep employees relevant and innovative. 

• Balance: Too much structure suppresses creativity; too little creates chaos. The right balance supports both discipline and innovation. 

These principles, he believes, will remain central to building future-ready organizations capable of thriving in volatile environments. 

Building Scalable Teams Across Borders 

When building teams to scale across regions, Dr. Wijekoon prioritizes adaptability, empathy, learning, and accountability. Adaptability and cultural blending allow people to thrive in diverse environments. Empathy and negotiation skills are essential in managing stakeholders and navigating challenges. A strong learning mindset ensures teams remain future-ready, while ownership and accountability guarantee execution. 

This formula, he believes, creates teams that can deliver consistently across industries and geographies, even in uncertain conditions. 

Balancing Growth, Clients, and People 

As CEO, balancing growth, clients, and employees is a constant challenge. For Dr. Wijekoon, empathy is the silver bullet. He treats employees as internal clients and customers as external ones. When both groups feel understood and valued, growth naturally follows. 

He argues that when leaders take care of their employees, employees deliver better service to customers, creating a cycle of trust and growth. In this way, balance is not about trade-offs but about reinforcing connections between people, clients, and sustainable expansion.    

The Future of Digital Leadership in Asia 

Looking to the next decade, Dr. Wijekoon sees four key trends shaping leadership in Asia’s digital industry: 

• Gen Z Workforce: Leaders must adapt to the expectations and values of younger professionals. 

• Well-being and Empathy: Psychological safety and support will be central to retaining talent and driving productivity. 

• Continuous Learning: Reskilling and career mobility must become embedded in organizational cultures. 

• Adaptive Leadership: Leaders must adjust their styles to changing circumstances and embrace change as constant. 

He concludes that the future of leadership in Asia will not be defined by technology alone, but by how well leaders align people, purpose, and adaptability to thrive in dynamic environments. 

Leadership with a Human Core 

From his early days as a software engineer to his current role as CEO, Dr. Chandima Wijekoon’s journey illustrates how technical expertise, cultural understanding, and human centered leadership combine to shape organizational success. His approach underscores that digital transformation is not just about tools or platforms, but about people working with purpose. 

As Asia’s digital industry continues to evolve, leaders like Dr. Wijekoon remind us that growth comes not only from innovation but also from empathy, collaboration, and the ability to adapt. By balancing culture with strategy, people with technology, and clients with employees, he offers a model of leadership that is as practical as it is visionary.