Maybank Organisational Transformation Through Human Resources
Financial Analysis
I recently wrote about Maybank’s organizational transformation through human resources, detailing the successful implementation of their HR strategy. Maybank is a multinational banking corporation that serves Malaysia and Singapore. They are considered a highly rated bank globally, providing investment services and products, corporate banking, retail banking, and insurance products. I became familiar with their HR strategy after they announced their transformation plan. The announcement was the culmination of years of work, consultation, and strategic planning. They wanted to transform
Recommendations for the Case Study
Maybank, the largest banking group in Malaysia, implemented many major changes and transformations in the past decades. These included the growth of its business through branch expansion, acquisition of other banks, digitalization, and the creation of a common platform for all its operations. These changes were crucial in ensuring the bank’s survival and long-term sustainability in the competitive financial sector. As a result, it became the most successful bank in Malaysia. However, the bank encountered a challenging situation when the pandemic hit the world, causing
Problem Statement of the Case Study
As a new CEO of Maybank, I embark on an ambitious transformation program called “Better Work, Better Life” (BWBL). It is a comprehensive change-management process that encompasses several critical areas such as operational efficiency, employee engagement, and customer satisfaction. The aim of the program is to empower the bank to meet the ever-changing needs of customers, which ultimately leads to an increase in customer satisfaction, productivity, and profitability. check this site out The BWBL program is a five-year plan covering three phases. The
Alternatives
I am an expert in the field of organizational transformation, but this is a case study, not a theory paper or a dissertation. My first and foremost goal in this case study was to understand how Maybank’s human resources department implemented a successful organizational transformation to support their business growth strategy. Maybank, as the third largest bank in Malaysia, faced several challenges during the last decade, and one of them was its corporate culture. Maybank had never undergone a significant transformation in its organizational culture, which was considered a stumbling
PESTEL Analysis
The Maybank Group (MMG) is a well-known and respected name in the Malaysian banking sector, dating back to its founding in 1921. In the late 1980s, the banking industry in Malaysia was dominated by state-owned enterprises (SOEs). A series of mergers and acquisitions by other companies, including Mitsubishi Bank and UOB Kay Hian, had created a fragmented banking market in Malaysia. This made it challenging for MMG to
Evaluation of Alternatives
In my organisation, we have seen the need to transform and evolve our organisation. There were two significant challenges that we had to address – the first was to build a new organisation model that could help us in maximizing our operational efficiency and ensuring customer satisfaction. The second challenge we had was to attract and retain high caliber employees that could lead our growth and help us compete with our peers. To achieve this transformation, we have embarked on the following human resource initiatives: 1. Developing a Talent Development Programme – This programme aims to
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Maybank, Malaysia’s largest domestic bank by market value, is one of the few companies in Asia to have transformed from a bank that relied heavily on productivity improvement through mergers and acquisitions (M&A) to a bank that is organically growing through the power of its unique and distinct human capital. At the onset of the 1990s, Maybank was facing high employee turnover due to the M&A spree, which was driven by the need to achieve a balance between earnings per share and asset quality. May