Maybank Organisational Transformation Through Human Resources
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I used to work at Maybank and experienced their transformation. They made a huge impact on our company. It was a huge change to the way we used to work. As you can imagine, the transition wasn’t smooth. I had to face many challenges, but the rewards were tremendous. One of the key factors that led to the change was their focus on talent development. They started by introducing new programs to enhance the skills of employees. They focused on training and re-skilling existing staff, and they also introduced innovative development programs such as
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In 2015, Maybank Malaysia Holdings Bhd was acquired by the Commercial Banking division of Bancroft International, one of the most prestigious and prominent banking groups in the world. The group owns the UK’s biggest bank, Barclays, and the largest private bank in Germany. The acquisition represented the company’s next step in its transformation journey. After nearly 70 years of being a regional bank with a focus on the East Coast of Malaysia, this acquisition marked a significant shift in May
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Maybank is a global commercial banking group headquartered in Malaysia, the largest market of Malaysia. The bank has a large and diversified portfolio of assets under management of over USD 346 billion. Maybank was founded in 1965 as a private, independent bank in Malaysia. Maybank has branches in 41 markets, with an unwavering focus on serving individual, corporate, government, financial institutions, and institutional clients across all sectors of the Malaysian economy. Maybank offers a compreh
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Maybank is one of the leading banks in Malaysia. pop over to this site In order to better meet the needs of the market, the bank decided to reorganise its business process, processes and its entire workforce. This was to bring about a significant improvement in Maybank’s productivity and customer experience. This reorganisation was completed in December 2005. During this time, 2,657 roles were eliminated and around 1,200 roles were reduced. Another 4,150 roles were reallocated. The net result was that the
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In this chapter, we will describe the organisational transformation project that Maybank underwent to reorient its structure to support a more digital and agile approach. The project, which started in 2016, was undertaken in phases, culminating in a full-scale digitalisation exercise that saw the bank merge its IT and HR teams. It is worth mentioning that it was an initiative that was driven by the new leadership team (who took over from the previous ones in 2014) with a focus on digital transformation and organisational excell
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Maybank’s transformation is a well-publicised effort to become a 21st century bank, by enhancing digital capabilities, streamlining business processes, introducing new products, and improving customer experiences. However, the company is not only embarking on this exercise as a means of modernising the bank, but also has a deeper understanding of its employees and employees’ contributions to the company. The company recognises that the organisation requires fundamental changes in how we work, how we interact, and the culture that we have. It understands that its people