Maybank: Organisational transformation through human resources

• Main Authors: DIEZ, Fermin Augusto, APPASAMY, Lakshmi, WONG, Adina
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2019
• Subjects: Human capital; Hiring & employment; Change management; Corporate strategy; Execution; Women in business; Human Resources Management; Organizational Behavior and Theory
• Online Access: https://ink.library.smu.edu.sg/cases_coll_all/263; https://smu-my.sharepoint.com/personal/chiweichan_smu_edu_sg/_layouts/15/onedrive.aspx?listurl=https://smu.sharepoint.com/sites/admin/CMP&id=/sites/admin/CMP/cases/SMU-19-BATCH [PDF-Pic]/SMU-19-0018 [Maybank]/SMU-19-0018 [Maybank].pdf&parent=/sites/admin/CMP/cases/SMU-19-BATCH [PDF-Pic]/SMU-19-0018 [Maybank]
• Institution: Singapore Management University

It was January 2018. Nora Abd Manaf, Group Chief Human Capital Officer, Maybank, the largest bank by market capitalisation in Malaysia, is contemplating future challenges that the bank has to address in terms of artificial intelligence, the gig economy and a new generation of millennial employees. Since her joining the Bank in 2008, she and Dato’ Sri Wahid, the then Group CEO of Maybank, have spearheaded a transformation strategy to grow Maybank from a strong local bank to a regional player. Her efforts have led to a revamping of the organisational structure of Maybank to facilitate its regional aspirations. The Talent Management Framework was renewed to drive a high-performance culture, and actions aligned with the Bank’s objectives needed to be fairly recognised and rewarded. On the back of stellar results achieved in the implementation of the Maybank transformation strategy, Nora set her sights on maintaining the bank’s lead against the new headwinds of digitisation and automation in the industry.