UOB Private Bank Connects Next-Generation Leaders with China’s Innovation Economy
UOB Private Bank brought together the next generation of Asia’s wealth creators, business leaders and future family stewards for an immersive exploration of China’s rapidly evolving innovation economy as part of its 2026 Next Generation Programme.
Held across Shanghai and Hangzhou from 31 August to 4 September 2026, the five-day programme provided participants with direct exposure to businesses, technologies and entrepreneurs shaping China’s future economic landscape.
Now in its sixth edition since its launch in 2020 and its third international edition, the programme reflects UOB Private Bank’s broader approach to supporting families across generations. Rather than focusing exclusively on investment and wealth management, the initiative is designed to help future family leaders develop the knowledge, perspectives and relationships required to manage wealth, businesses and family legacies over the long term.
The 2026 programme brought together 26 participants from seven markets. Through a combination of academic sessions, company visits, leadership discussions and industry engagements, participants explored developments across artificial intelligence, robotics, digital finance, renewable energy, consumer brands and the creator economy.
Preparing the Next Generation for Long-Term Stewardship
For families with substantial businesses and wealth, preparing the next generation involves more than transferring financial assets. Future family leaders may also be expected to oversee operating businesses, make investment decisions, manage relationships with stakeholders and preserve the values established by previous generations.
UOB Private Bank’s Next Generation Programme addresses these broader responsibilities by combining financial education with exposure to entrepreneurship, innovation, technology and leadership.
The programme was developed in partnership with the Wealth Management Institute (WMI) and the China Europe International Business School Centre for Family Heritage. The collaboration combines academic learning with practical experiences designed to give participants a deeper understanding of the business and economic forces influencing Asia.
Participants were able to engage directly with founders, executives, academics and business leaders, allowing them to examine how companies identify opportunities, commercialise new technologies and expand into new markets.
The programme also addressed family business succession, responsible ownership and family office management, giving participants perspectives on the challenges involved in preserving and developing family enterprises across generations.
Exploring China’s Innovation Economy
The 2026 programme was organised around the themes of Entrepreneurship, Digital, Innovation and Technology, or EDIT.
Shanghai provided participants with exposure to China’s financial, fintech and entrepreneurial ecosystem, while the programme in Hangzhou focused on areas including robotics, embodied artificial intelligence and intelligent hardware.
These two cities provided contrasting but complementary perspectives on China’s innovation landscape.
Shanghai is one of China’s major financial and commercial centres, with a broad ecosystem spanning banking, investment, technology and entrepreneurship. Hangzhou, meanwhile, has developed a strong technology and digital economy ecosystem, making it a relevant setting for examining developments in artificial intelligence, robotics and intelligent products.
Through the programme, UOB participants were able to see how technological innovation is moving from research and development into commercial applications.
First-Hand Exposure to Leading Companies
A central feature of the programme was its company-visit component.
Participants visited businesses including Unitree Robotics, Ant Group, Jinko Power, YX Digital and Semir Group. These engagements provided opportunities to examine different approaches to innovation across technology, financial services, renewable energy and consumer businesses.
At Unitree Robotics, participants explored developments in robotics and automation and learned how advances in robotic technology could influence businesses and industries.
The experience offered a practical perspective on the development of robotics beyond theoretical discussions, allowing participants to observe how emerging technologies are being developed and positioned for commercial applications.
At Ant Group, participants gained exposure to developments in digital finance and technology. The company’s activities provide an example of how technology platforms can be used to develop financial services and digital ecosystems at scale.
Jinko Power provided another perspective through the renewable energy sector, allowing participants to examine the relationship between technology, energy transition and long-term investment.
Engagements with YX Digital and Semir Group further expanded the programme’s focus across digital businesses and consumer markets.
By visiting companies operating in different industries, participants could compare business models, innovation strategies and approaches to growth.
Turning Innovation into Business Opportunities
The programme focused not only on technological development but also on the process of turning innovation into commercially viable businesses.
Discussions with founders, executives and industry leaders allowed participants to explore how companies assess emerging opportunities, allocate resources and manage growth.
For future family business leaders, these lessons can be relevant when considering how established businesses respond to technological disruption.
Family-owned companies increasingly operate in environments where artificial intelligence, automation, digital platforms and changing consumer behaviour can reshape traditional business models. Understanding these developments can therefore form part of the preparation required for future ownership and leadership responsibilities.
The programme also included a fireside discussion on innovation and internationalisation, UOB using CP Group as a case study.
The discussion examined how a major Asian business can pursue international growth while adapting to changing markets and maintaining long-term strategic direction.
Understanding China’s Evolving Investment Landscape
The programme took place during a period of renewed investor interest in China’s markets and innovation sectors.
According to the information provided by UOB Private Bank, the bank’s Hong Kong-related trading activity increased by nearly 80% between 2024 and 2025, with yield-enhancement and accumulation structures accounting for a significant portion of the activity.
The figures indicate growing engagement among investors seeking exposure to China’s economic opportunities while maintaining a selective approach to risk.
Interest has also extended to China’s technology-focused ChiNext market.
Turnover on the market increased from CNY18.2 billion in 2024 to CNY35.0 billion in 2025. Year-to-date turnover in 2026 had reached CNY45.1 billion, exceeding the full-year figure recorded in 2025.
The activity reflects increasing attention toward sectors associated with China’s innovation agenda, including artificial intelligence, semiconductors, automation and advanced manufacturing.
For next-generation investors and business leaders, understanding these developments can help provide context for assessing China’s evolving economic and technological landscape.
Developing Perspectives Beyond Traditional Wealth Management
UOB Private Bank’s programme reflects a broader interpretation of wealth management.
Traditional private banking services often focus on investment management, financing, estate planning and other financial requirements. For business-owning families, however, long-term wealth preservation can also depend on leadership development, succession planning and the ability of future generations to manage operating businesses.
The Next Generation Programme addresses these areas by giving participants access to experiences that extend beyond conventional financial education.
Participants were exposed to business leaders and entrepreneurs and were able to discuss innovation, technology, internationalisation and strategic decision-making directly with people involved in these areas.
This approach provides participants with perspectives that can complement their formal education and professional experience.
UOB Private Bank’s Focus on Generational Success
Chew Mun Yew, Head of UOB Private Bank, said preparing the next generation extends beyond wealth transfer and includes helping future leaders become responsible stewards of businesses and family assets.
He highlighted the importance of giving future generations the ability to make sound decisions and preserve the values that contributed to their families’ success.
According to Chew, UOB Private Bank views wealth stewardship across generations as extending beyond financial management. The bank’s approach includes supporting families as they prepare future leaders through experiences, networks and exposure to developments shaping Asia.
The programme in China formed part of that broader approach, giving participants an opportunity to explore the companies and technologies influencing the region’s future.
UOB is also continuing to invest in its wealth management business across ASEAN, including advisory capabilities, product platforms and its regional network.
The Next Generation Programme complements those investments by extending engagement to clients’ families and future decision-makers.
Participant Perspective on Robotics and Business Transformation
The practical nature of the programme was reflected in feedback from participants.
Yeo Zong Han, one of the participants, highlighted his visit to Unitree Robotics as one of the key experiences of the programme.
Coming from a labour-intensive industry, he noted that seeing developments in robotics first-hand provided new perspectives on how automation could potentially transform business operations.
The opportunity to engage directly with companies also enabled participants to explore potential areas for collaboration.
For Yeo, the experience provided ideas that could be taken back to Singapore as his business considers future growth and transformation.
Such experiences are an important component of the programme’s objective of exposing participants to developments outside their immediate industries.
Combining Academic Learning with Real-World Experience
Foo Mee Har, Chief Executive Officer of WMI, said the next generation of family leaders will increasingly need to navigate a business environment shaped by artificial intelligence, technology and new business models.
She highlighted the importance of direct engagement with founders,UOB entrepreneurs and companies to understand the scale and speed of innovation and business transformation taking place in China.
WMI’s involvement brings an educational dimension to the programme, complementing the practical exposure provided through company visits and industry discussions.
The partnership with UOB Private Bank builds on WMI’s experience in family wealth education across Asia and UOB’s work with businesses and families across generations.
Together, the organisations aim to help participants develop a broader understanding of succession, leadership and long-term stewardship.
Building Networks Among Asia’s Future Leaders
Beyond formal sessions and company visits, the programme also provided participants with opportunities to build relationships with peers from different markets.
The 26 participants represented seven markets and came from different family, business and professional backgrounds.
Such interactions can provide future family leaders with access to perspectives from other Asian markets and industries.
Peer networks can be particularly relevant for next-generation leaders as they consider cross-border business opportunities, technology partnerships and investment strategies.
The international nature of the programme also reflects the increasingly interconnected nature of Asian family businesses and wealth.
Connecting Innovation with Family Stewardship
The 2026 Next Generation Programme demonstrates how UOB Private Bank is expanding its engagement with clients beyond conventional wealth management services.
By taking participants into the heart of China’s innovation ecosystem, the programme connected discussions about family wealth and succession with practical examples of entrepreneurship, technology and business transformation.
Shanghai and Hangzhou provided a setting in which participants could examine developments across financial services, artificial intelligence, robotics, renewable energy, consumer businesses and digital technology.
For future family stewards, these experiences offer exposure to the forces that could influence the businesses and investment environments they may eventually be responsible for managing.
The programme’s combination of academic learning, direct corporate engagement and peer networking is designed to help participants develop perspectives that extend beyond financial wealth and toward broader questions of leadership, responsibility and continuity.
As Asian families increasingly operate across multiple generations, markets and industries, initiatives such as UOB Private Bank’s Next Generation Programme place greater emphasis on preparing future leaders to understand changing economic conditions, evaluate emerging opportunities and contribute to the long-term development of their families’ businesses and wealth.
Source link: https://www.uobgroup.com
