share on
Through tech-driven experiential learning, Steam Building is equipping teams with the confidence, skills, and mindset needed to drive workplace behavioural change.
This article is brought to you by Steam Building.
As organisations accelerate their AI and digital transformation efforts, many are discovering that technology adoption is not their biggest challenge. Instead, success often hinges on whether employees are confident and equipped to embrace new ways of working.
For Steam Building, this challenge sits at the heart of its mission. Rather than beginning with a tool or activity, the company starts with the business outcome and the behaviour change required, then creates practical experiences that help people learn and collaborate through action.
This approach has earned the company recognition at the HR Vendors of the Year Awards 2026 in Hong Kong, where it won Gold both in the Best Innovative HR Service Provider and Best Team Building Provider categories, following its 2025 Gold win for Best Team Building Provider.
“Our winning secret is a clear and consistent purpose: ‘reconnect people and harness technology’,” says Warren Li, Co-Founder and Chief Marketing Officer, Steam Building (pictured below).
“The combination of strategic relevance, experiential learning, and human connection is what distinguishes our approach. It enables us to turn emerging technology into meaningful organisational value while keeping people at the centre of change.”
Turning experiential learning into business outcomes
To support organisations through digital transformation, Steam Building has built an ecosystem spanning Team Building 2.0, Team Building 3.0, AI workshops, and Tech for Non-Tech training programmes.
Through immersive experiences involving drones, robotics, virtual reality, generative AI, and no-code AI agents, participants learn how technology can enhance, rather than replace, human collaboration.
“Applied learning helps employees use AI in real tasks, while experiential challenges develop the communication and shared problem-solving needed to adopt new ways of working,” Li elaborates.
“By addressing skills, behaviours, and collaboration together, organisations can move from isolated technology use to sustained workplace adoption.”
The company also maintains a hands-on delivery model, with its founders actively facilitating programmes and working closely with HR leaders to identify organisational barriers, capability gaps, and desired business outcomes.
Every engagement begins with understanding what success looks like for both the organisation and its people. Through consultation with leaders and employees, Steam Building tailors its programmes to reflect real workplace challenges, participants’ roles, and levels of digital maturity.
“This ensures that every intervention reflects both organisational priorities and employees’ day-to-day realities, rather than imposing a standard programme from the outside," Li adds.
Preparing organisations for what's next
Looking ahead, Steam Building believes HR leaders have a critical role to play in ensuring technology adoption succeeds.
“HR leaders should begin by defining the capabilities and behaviours the business will need, then translate that ambition into practical learning, manager support, and opportunities for employees to experiment safely,” Li says.
“Training alone is not enough. People need to apply AI to real work, learn from one another, and see how new tools improve both individual performance and team outcomes.”
Li adds that measurement should also move beyond attendance and satisfaction to track application, behaviour change, collaboration, and business value.
“The key shift is for HR to move from organising programmes to orchestrating workforce transformation – ensuring technology advances at a pace that people can understand, trust, and use effectively.”
In 2027, Steam Building plans to help organisations turn AI awareness into practical workplace value by identifying high-impact use cases, creating repeatable playbooks, and strengthening communities of practice across teams and functions.
"Beyond Hong Kong, we will bring this approach to clients across Southeast Asia, adapting the solutions to different markets, cultures, and levels of digital maturity while maintaining a consistent focus on measurable business outcomes," Li shares.
“Ultimately, we want Steam Building to become a regional transformation partner that helps organisations convert AI experimentation into scalable, sustainable ways of working.”
Photos / Steam Building
Read more interviews on why organisations have won trophies for their HR practices – head over to our Behind the Win section!
Want to be part of the celebration next year? If you’re ready to showcase your achievements and join the ranks of our winners, we’d love to hear from you! Reach out to Gloria Yam to learn how you can enter the awards and stand a chance to win.
Are you a respected industry leader? We’re also inviting senior HR professionals to join our esteemed panel of judges. If you’re passionate about recognising excellence and shaping the future of the industry, contact Selina Kwok to explore judging opportunities.
share on
