BRANDi We are a core-level strategy consultancy that transforms conventional entities into sustainable and future-ready ones.

BRANDi is a corporate-level strategy consultancy that transforms conventional entities into sustainable and future-ready ones by integrating People, Planet, and Profit into their cores, while simultaneously increasing brand equity through short-term results and long-term positive impact.

When the traditional economic system that has long driven global growth can no longer withstand today’s increasing compl...
24/02/2026

When the traditional economic system that has long driven global growth can no longer withstand today’s increasing complexity and volatility, it is time to rethink what we mean by “Growth.”
“Sustainomy” is a new economic paradigm that views “Economic Growth” and a “Sustainable Future” as one and the same. It redefines development by creating economic value while simultaneously maintaining the balance of Human Capital, Natural Capital, and Financial Capital—ensuring that growth remains stable, resilient, and sustainable in the long term.
BRANDi and Companies Co., Ltd. and the BRANDi Institute of Systematic Transformation (BiOST), in collaboration with Thai Beverage Public Company Limited, proudly present FUTUREADY 2026 under the theme Sustainomy.
This full-day event brings together leaders, thinkers, entrepreneurs, and national decision-makers across 5 key platforms to collectively design the future of growth.
📖 08:00 – 11:30 | FUTUREADY Thought in Print
The official launch of “Sustainomy” by Mr. Piyachart (Arm) Isarabhakdee—an economic book by a Thai thought leader, published by the world’s leading global publishing house.

🎙️ 11:30 – 13:00 | The GREAT ImPRESSion
An exclusive dialogue with the media on redefining the framework of economic growth.

🚀 13:30 – 17:00 | Sustainomy for SMEs
A forum and workshop empowering entrepreneurs to adapt and thrive within the new economic landscape.

🌍 14:00 – 17:00 | Geoeconomic Roundtable
An in-depth discussion on geoeconomics and Thailand’s strategic opportunities within the regional and global context.

💡 18:00 – 21:15 | FUTUREADY Dinner Thought*
An exclusive gathering of forward-thinking leaders to exchange perspectives on Thailand’s growth direction under emerging global constraints.
📍 111 Praditmanutham (BRANDi and Companies HopeQuarter)
📅 Friday, 27 February 2026
⏰ 08:00 – 21:30
*Special! Join FUTUREADY 2026 from anywhere through our exclusive LIVE sessions featuring the key stage of the day:
✨ FUTUREADY Dinner Thought (18:00 – 21:15)
Broadcast exclusively via Facebook: Futuready
🔗https://www.facebook.com/FutureadyOfficial/?rdid=3j9ugd0Dwdm0uoiy
When the world changes, growth must change with it. It is time to redefine the future of growth.
See you there.

📚 Read List for leaders who believe that the most powerful lessons aren’t found only in books, but in consistently refle...
09/02/2026

📚 Read List for leaders who believe that the most powerful lessons aren’t found only in books, but in consistently reflecting on one’s own experiences.

In FUTUREADY Leader EP.15, K. Worachat Luxkanalode, CEO of 2C2P (Thailand) Co., Ltd. shares a distinctive perspective on “reading” through personal note-taking—documenting what happened, what was learned, and how each moment felt. This practice becomes a tool for revisiting decisions, connecting insights, and continuously sharpening leadership thinking.

📌 Watch FUTUREADY Leader EP.15 (in Thai) here: https://www.youtube.com/watch?v=40IB5_DFOGk

📚 Think & Act List for leaders in the digital finance world—those who must think deeply and act fast amid constant chang...
07/02/2026

📚 Think & Act List for leaders in the digital finance world—those who must think deeply and act fast amid constant change.

In FUTUREADY Leader EP.15, K. Worachat Luxkanalode, CEO of 2C2P (Thailand) Co., Ltd. shares the mindset and practical approach of leaders who must make decisions amid speed, risk, and the complexity of payment systems—from viewing cashless as national infrastructure, to linking payments with digital identity, and applying technology with clear objectives. Rather than chasing buzzwords, he emphasizes credibility and resilience as the core pillars of sustainable leadership in the digital finance era.

📌 Watch FUTUREADY Leader EP.15 (in Thai) here: https://www.youtube.com/watch?v=40IB5_DFOGk

“As leaders, we must set a clear goal and stay accountable to it.”In FUTUREADY Leader EP.15, K. Worachat Luxkanalode, CE...
02/02/2026

“As leaders, we must set a clear goal and stay accountable to it.”

In FUTUREADY Leader EP.15, K. Worachat Luxkanalode, CEO of 2C2P (Thailand) Co., Ltd. shares his perspective on leadership that starts with clear goal-setting, aligning every metric with that goal, and following through with consistent ex*****on. Because in the world of payments, clarity and accountability are the foundation of trust.

📌 Watch FUTUREADY Leader EP.15 (in Thai) here: https://www.youtube.com/watch?v=40IB5_DFOGk

As climate risks intensify across South Asia, adaptation has turned into an economic and social imperative. According to...
15/01/2026

As climate risks intensify across South Asia, adaptation has turned into an economic and social imperative. According to the World Bank’s report, From Risk to Resilience: Helping People and Firms Adapt in South Asia, households and businesses across the region are already grappling with more frequent extreme heat, flooding, and weather-related disruptions. These shocks are eroding livelihoods, damaging assets, and constraining productivity, particularly for low-income communities and small firms. Yet the report also highlights a critical insight: adaptation is already happening, albeit unevenly and often at a scale far below what is needed.
- HOW PEOPLE AND FIRMS ARE RESPONDING -
Across South Asia, households are adjusting through short-term coping strategies, changing work hours to avoid heat, migrating seasonally, or investing in basic flood protections. Firms, especially in agriculture, manufacturing, and services, are experimenting with climate-resilient inputs, diversification, and incremental technology upgrades. However, the World Bank finds that these responses are often reactive, fragmented, and constrained by access to finance, information, and technology. Smaller enterprises face particular barriers, as climate shocks increase uncertainty while limiting their ability to invest in longer-term resilience. Without stronger support systems, many adaptive efforts remain defensive rather than transformative.
- WHY THE PRIVATE SECTOR MATTERS -
With public resources stretched thin, the report underscores that the private sector must play a central role in scaling climate adaptation. Businesses are uniquely positioned to innovate, deploy capital efficiently, and develop new products and services, including climate-resilient infrastructure and cooling technologies, as well as insurance, data, and early-warning solutions. However, private investment will not flow at scale without enabling conditions. The World Bank emphasizes the need for smart public policy: clear climate-risk signals, regulatory certainty, improved climate data, and blended-finance mechanisms that reduce risk and crowd in private capital. When appropriately aligned, public action can unlock private solutions that deliver resilience alongside growth.
South Asia's climate future will be shaped by how quickly adaptation moves from isolated responses to systemic transformation. The World Bank's analysis makes clear that resilience is all about productivity, competitiveness, and inclusion in a warming world. This can be done by empowering firms, supporting households, and mobilizing private investment through targeted policies and finance so that governments can turn climate adaptation into a driver of sustainable development.

The global automotive sector is standing at one of its most defining crossroads. According to the International Institut...
12/01/2026

The global automotive sector is standing at one of its most defining crossroads. According to the International Institute for Management Development (IMD), 2025 marks not just a technological milestone but a structural realignment of how vehicles are designed, built, and sold. Electrification, digitalization, and geopolitical realignment are converging to create an industry where competitiveness is determined less by production capacity and more by adaptability, i.e. the ability to pivot, innovate, and thrive amid constant disruption.
- FROM MANUFACTURING LEGACY TO SOFTWARE AGILITY -
China’s rise as an electric vehicle (EV) powerhouse demonstrates this shift vividly. IMD highlights how Chinese EV makers are now rivaling, and in some cases surpassing, traditional manufacturers through software-first design, agile supply chains, and shorter innovation cycles. Their success reflects a broader reality: adaptability has overtaken scale as the defining feature of global competitiveness. Companies such as BYD exemplify this evolution. Having overtaken Tesla as the world’s largest EV seller in late 2023, BYD leveraged integrated supply chains and proprietary battery technology to move faster than legacy automakers constrained by complex hierarchies and slow R&D cycles. The result is a new kind of competition, one that values responsiveness over rigidity and innovation over tradition.
For countries like Thailand, this transformation is both an opportunity and a warning. As Southeast Asia’s second-largest car producer, Thailand generates over USD 30 billion annually in automotive exports, most of it from internal combustion engines. Sustaining this advantage will require accelerating its pivot toward EV manufacturing and digital mobility. Government measures such as the “EV 3.5” incentive package are positive steps, but IMD’s analysis suggests that agility, in both policy and industry, will be the true determinant of success.
- WHAT FUTURE READINESS LOOKS LIKE -
IMD’s Future Readiness Indicator identifies three defining traits of competitiveness for automakers in 2025: adaptability, brand trust, and flexible localization. Each represents a distinct capability essential for long-term success. Adaptability encompasses the ability to pivot quickly across production, design, and partnerships. Toyota’s recent decision to accelerate its EV strategy and invest heavily in software integration exemplifies this. After lagging behind in battery-electric vehicles, the company is now investing in digital ecosystems, autonomous technologies, and hydrogen innovation to recover its competitive edge.
Brand trust, meanwhile, has become a strategic differentiator. Consumers now evaluate automakers based not only on performance or price but also on values such as sustainability, transparency, and ethical production. Companies like Polestar and NIO are gaining traction by committing to carbon-neutral manufacturing and responsible sourcing, signalling a shift toward authenticity as a driver of loyalty.
Finally, flexible localization allows automakers to adapt production and supply chains to shifting regional dynamics. Rather than replicating global models, leading firms tailor manufacturing to local markets and regulations. For Thailand, localization could mean positioning itself as ASEAN’s hub for EV assembly, battery recycling, and component innovation, building on its logistics strengths and skilled industrial base to attract sustained foreign investment.
- THE ROAD AHEAD FOR MOBILITY -
The race ahead will not be won by those who manufacture the most vehicles, but by those who evolve the fastest. The ability to integrate software ecosystems, manage data responsibly, and sustain brand credibility will determine which automakers emerge as future leaders. For Thailand, this transformation represents a chance to move beyond its traditional role as a regional production base and evolve into a center for innovation and sustainable mobility. Policies that foster R&D collaboration between automakers, technology firms, and research institutions will be essential. Investments in digital supply chains and workforce reskilling will further strengthen Thailand’s competitiveness in an industry where agility is now the ultimate advantage.
The automotive revolution of 2025 is not defined by electrification alone, but also by adaptability. In this new era, engines and factories remain vital, but it is the capacity to reinvent them that will decide who leads the road ahead.

Future readiness is never achieved alone.This belief is what built the FUTUREADY ecosystem—to create dialogue, shared in...
01/01/2026

Future readiness is never achieved alone.

This belief is what built the FUTUREADY ecosystem—to create dialogue, shared insights, and collective action that help us navigate uncertainty together.

We look forward to welcoming those who will join the journey ahead, as we continue learning and shaping readiness together.

Stay tuned for the 2026 New Growth Era!

📚 Read List for leaders who believe that “design” goes beyond cities and buildings—it is a way of thinking that shapes e...
22/12/2025

📚 Read List for leaders who believe that “design” goes beyond cities and buildings—it is a way of thinking that shapes experiences, meaning, and organizational identity.
In FUTUREADY Leader EP.14, K. Jeremiah Pitakwong, CEO of AME Imaginative Co., Ltd., recommends “The Image of the City by Kevin Lynch,” a classic that explores how cities are structured through elements such as Paths, Edges, Districts, Nodes, and Landmarks. These ideas can be applied beyond urban design to business management, brand building, and experience design—helping organizations create clarity, memorability, and direction.
📌 Watch FUTUREADY Leader EP.14 (in Thai) here: https://youtu.be/6BxTZfNEzvQ

📚 Think & Act List for leaders who believe that true growth begins with people and the meaning behind the work—not just ...
19/12/2025

📚 Think & Act List for leaders who believe that true growth begins with people and the meaning behind the work—not just business numbers.
In FUTUREADY Leader EP.14, K. Jeremiah Pitakwong, CEO of AME Imaginative Co., Ltd., shares a leadership perspective that sees employees not merely as headcount, but as families. He believes sustainability must start from within the organization, and that being a future-ready leader means having the courage to let go of legacy, rethink how things are done, and design an organization that can thrive—even when the leader is no longer there.
📌 Watch FUTUREADY Leader EP.14 (in Thai) here: https://youtu.be/6BxTZfNEzvQ

Access to electricity is one of the most powerful enablers of development. It supports education, strengthens healthcare...
15/12/2025

Access to electricity is one of the most powerful enablers of development. It supports education, strengthens healthcare, drives entrepreneurship, and expands social mobility. Yet despite decades of progress, the International Energy Agency’s SDG7 Report 2025 shows that universal access is still out of reach. Approximately 685 million people remain without electricity, the majority in Sub-Saharan Africa, with rural communities bearing the greatest burden.
- A SLOWING PACE OF ELECTRIFICATION -
Electrification advanced rapidly during the 2000s and 2010s, but progress has slowed since 2019. The combined effects of the COVID-19 pandemic, economic disruption, and reduced infrastructure investment reversed earlier momentum. In Sub-Saharan Africa, nearly 600 million people are still without electricity, representing close to 80% of the global total. Rural areas face the sharpest gaps, with access rates averaging around 30%, while urban areas reach more than 85%, according to the World Bank estimates.
- REGIONAL PROGRESS AND PERSISTENT GAPS -
Some regions have moved more quickly than others. South Asia achieved remarkable progress, with India reaching near-universal access by 2022 after connecting more than 500 million people over two decades. Africa, by contrast, continues to lag due to fragile grids, financing shortfalls, and governance challenges. Southeast Asia has advanced more steadily, but rural areas remain underserved. In Myanmar, for example, more than 25% of the population lacked access in 2022. Thailand tells a different story. The country achieved near-universal access in the 1990s through large-scale rural electrification programs that connected over 99% of households. Today, its challenge lies not in access but in ensuring reliability, affordability, and sustainability. Thailand’s experience demonstrates the importance of strong policy frameworks and consistent investment—lessons that remain critical for other countries still working to close access gaps.
- OFF-GRID AND MINI-GRID SOLUTIONS -
Reaching the remaining 685 million people will require more than traditional grid expansion. Off-grid and mini-grid systems are becoming essential, particularly in rural regions where extending national transmission lines is too costly or technically impractical. These decentralized systems also carry a critical environmental advantage: they enable communities to leapfrog fossil fuel dependency by adopting clean, renewable technologies from the start.
In Africa, solar home systems have already transformed access. Kenya alone has more than 4 million households using solar kits for lighting, charging, and refrigeration. Mini-grids powered by solar or hybrid systems are proving effective for small towns where extending the national grid would be prohibitively expensive. Southeast Asia is also advancing with similar solutions. Indonesia has piloted more than 600 village-scale mini-grids, while Cambodia has expanded private-sector investment in solar home systems. Thailand has experimented with community-based renewable projects, particularly in island provinces where national grid connections are limited. To scale these solutions, stronger financing mechanisms and enabling policies will be critical.
- THE INVESTMENT GAP -
Achieving universal access by 2030 will require significant new investment. The IEA estimates that annual global spending—currently around USD 30–35 billion—must triple to close the gap. Much of this capital must be directed to Sub-Saharan Africa, where the access gap is widest and financing remains most constrained. Mobilizing private investment, expanding concessional finance, and building robust public-private partnerships will be central to progress. For Southeast Asia, the investment challenge lies in balancing access with decarbonization. Growing demand must be met without locking in fossil fuel dependency. Thailand illustrates this urgency. Electricity consumption has grown by nearly 40% in the past two decades, and peak demand continues to climb. Expanding renewable capacity, supported by distributed generation such as rooftop solar, will be vital to ensuring that future access is sustainable.
The SDG7 Report 2025 concludes that universal access to electricity is still achievable, but only if efforts accelerate. Expanding grids must be complemented by off-grid innovation, and investment must increase significantly. Policies must focus on reaching the most vulnerable communities, particularly in rural areas where the gaps remain largest. For Thailand, the priority is not access but the reliability and sustainability of electricity systems, alongside regional leadership in sharing its experience. For Africa, Asia, and beyond, the message is consistent: powering progress requires more than building wires and poles. It requires governance, financing, and innovation aligned with the urgency of delivering electricity for all.

At COP30 in Belém, Brazil, the stakes are simple: align national plans with a 1.5°C future, or lock in higher risk and h...
17/11/2025

At COP30 in Belém, Brazil, the stakes are simple: align national plans with a 1.5°C future, or lock in higher risk and higher costs. COP is where voluntary promises become comparable, financeable, and trackable. This year, the spotlight is on Nationally Determined Contributions (NDCs): each country’s roadmap under the Paris Agreement, which is updated every five years to ratchet up ambition. In this context, Thailand has tabled NDC 3.0, proposing an economy-wide 47% emissions reduction by 2035 (compared to 2019), a pathway designed to accelerate progress toward carbon neutrality by 2050 and net-zero by 2065.
- WHY NDCS MATTER, AND WHAT THAILAND IS PROPOSING -
NDCs translate global goals into national policy, investment, and accountability. Thailand’s NDC 3.0 sets a ceiling of 152 MtCO₂e (millions of tons of carbon emission) by 2035 across the whole economy and boosts forestry and land use as a net sink, tightening the remaining emissions headroom. The plan builds on a track record: between 2021 and 2030, Thailand has already achieved cumulative reductions of ~65.23 MtCO₂e, meeting annual targets. Under the new submission schedule, NDC 3.0 covers the period from 2030 to 2035, keeping Thailand aligned with the global “ratchet” cycle and signaling to investors and partners that policies and projects will be geared towards a steeper glide path.
- FROM TARGETS TO TRANSACTIONS: SECTOR PLANS, DATA, AND FINANCE -
Ambition must be bankable. Thailand pairs NDC 3.0 with (1) sector roadmaps (energy, transport, industry processes, waste/wastewater, and agriculture) targeting 184.8 MtCO₂e of domestic reductions by 2030 (33.3%); (2) a National Greenhouse Gas Data Collection & Tracking System to digitize MRV and speed decision-making; and (3) international finance, an estimated ฿230 billion to unlock an additional 32.8 MtCO₂e of mitigation under the Paris mechanisms. To hard-wire credibility, a proposed Climate Change (Global Warming) Act targeted for 2026 would enable an ETS, carbon tax, and robust carbon crediting, turning policy intent into price signals that move capital.
For Thailand to share its sharpened NDC 3.0 at COP, the country shows how it can convert climate ambition into investable pipelines: clear targets, sector playbooks, digital MRV, and enabling laws that mobilize public–private finance. For governments and businesses alike, the lesson is universal: treat NDCs as a national investment strategy. When targets are specific, policies predictable, and data transparent, markets respond. At COP30, let us all scale what works, so that commitments on paper become emissions that fall in the real economy.
Nationally Determined Contributions (NDCs) are the climate action plans that each country submits under the Paris Agreement, outlining national targets for reducing greenhouse gas emissions and adapting to climate impacts.

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BRANDi is a brand centralization company. In www.facebook.com/BRANDi.Thailand, you will find out the true meaning of "Brand" and how it can change your life, product and business. Here it comes the only place to build up your brand from "Good to Great".