Four decades of enterprise transformation, and now a concerted push into one of Southeast Asia’s fastest-growing banking markets through WFIS. Where does Vietnam sit in Pega’s agenda?
Vietnam is a genuine strategic priority: the mass-affluent asset base is growing at a projected 5.4 percent CAGR through 2028, and Resolution 57-NQ/TW creates a rare simultaneous moment of market pull and regulatory push for digital transformation. Pega’s on-the-ground approach includes local Lead Business Architects, a unified “One Pega” APAC consulting model, and Blueprint Led delivery, an AI-powered methodology that collapses discovery from months into days and targets production-ready outcomes within a 12-week window. With 18 of the top 25 global banks on Pega and regional proof points like MUFG Bank’s 50 percent improvement in processing time, Vietnam is at exactly the inflection point where Pega’s value proposition is most relevant.
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Forrester named Pega a Leader in Real-Time Interaction Management in Q4 2025, and in Customer Service Solutions in Q1 2026. Two Leader recognitions in two consecutive quarters across two different categories. What does that recognition say about where Pega is headed?
These consecutive recognitions reflect deliberate architectural convergence, as Real-Time Interaction Management and Customer Service have historically been separate disciplines, yet Pega leads in both simultaneously from a single platform by embedding the Customer Decision Hub’s real-time AI decisioning engine directly into the service workflow. In banking, this means a customer calling about a dispute can surface a proactive retention offer or the right resolution path in real time, without agents context-switching between systems. The deeper signal is directional: these recognitions confirm the trajectory toward the Autonomous Enterprise, where agentic AI orchestrates outcomes end-to-end, and that capability is already in production today.
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You recently announced new agentic AI features in Pega Client Lifecycle Management, specifically for compliance and KYC workflows. For Vietnamese banks, what does that actually look like in practice?
The scale of the KYC problem is significant: corporate onboarding averages 82 days globally, abandonment rates reach 50 to 70 percent, and large banks spend over $670 million annually on KYC and AML while detecting only around 2 percent of illicit activity. Pega’s CLM ‘25 release addresses this with a two-layer agentic framework, comprising a GenAI Coach that instantly synthesizes multi-jurisdictional risk data for Relationship Managers and Automation Agents that extract documents, generate RFI emails, and populate KYC data models without manual keying. The most consequential shift for Vietnamese banks is continuous Ongoing Screening, which replaces periodic batch reviews with event-driven monitoring that automatically triggers priority cases when risk changes, fully auditable to meet SBV transparency requirements.
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Vietnam’s Prime Minister recently issued a directive calling on financial institutions to move beyond isolated digitization and build integrated digital ecosystems. That’s essentially Pega’s mission. But how quickly, according to you, can Vietnamese banks act on this?
Vietnam has strong policy architecture driving this shift, including PM Pham Minh Chinh’s Directive No. 07/CT-TTg, Resolution No. 57-NQ/TW, and the State Bank’s Decision 810, but readiness across the sector is uneven, with some institutions advanced on cloud and channels while others are still closer to “digitized processes” than true integrated ecosystems. Cross-regional benchmarks show that even in Europe, PSD2-driven ecosystem maturity took five to seven years after regulation. For Vietnam, meaningful real-time ecosystem integration is realistically a three to five year journey for most institutions, with the 12-month window best used for foundation-setting.
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Pega has been building enterprise software since 1983. What has four decades of enterprise transformation taught you about why large organizations find change so difficult?
Large organizations struggle with change due to three compounding forces: an innovation tax (engineers spend 20 to 40 percent of effort servicing technical debt), an alignment gap between business and IT, and cultural inertia, which Accenture calls “change fatigue.” McKinsey’s research shows that 70 percent of digital transformation programs fail to achieve their goals, and in enterprise AI specifically, 95 percent of pilots fail to reach financial ROI. Pega’s answer is the Center-Out™ approach, anchoring all business logic in a shared orchestration layer, which collapses the gap between business intent and IT delivery so organizations can build for tomorrow without dismantling what keeps the lights on today. That is essentially what the Pega tagline ‘Build for Change’ means in practice.
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