Category: MIT Sloan Case Study Solution

Maybank Organisational Transformation Through Human Resources

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As part of the organization’s initiative to remain competitive in the banking industry, Maybank Group launched a strategic business transformation program in 2008. This project aimed to transform the organization into a more profitable and customer-centric entity by streamlining processes, enhancing financial performance, and improving the overall employee experience. The project involved a number of key initiatives, including restructuring the organizational structure, reducing headcount, and outsourcing various functions, as well as increasing the emphasis on customer service.

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Maybank is an integrated financial institution providing financial solutions and products to individuals and businesses across the region. It operates in Singapore, Malaysia, Indonesia, and Brunei. Maybank is known for its innovative solutions and has been awarded the ISO 9001:2015 certificate, the ISO 22301:2019 certificate, and the SAFe 5 Scaled Agile framework. This paper analyzes the implementation of human resources within the organization to enhance its organizational transformation. The

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Maybank’s human resources transformation is underway, to be rolled out from 2017, with a plan to create a “better company culture”, said Chief Executive Officer Ajit Srinivasan. Visit This Link “This is the most significant transformation we’ve done in a company since we started the organisation, since our founding in 1965,” Srinivasan told media on Wednesday in Jakarta, following a board meeting in Singapore. Maybank is working with the Singapore Economic Development Board (EDB) to implement

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Maybank is a leading multi-national financial services group in Malaysia with a strong corporate culture. It is also known for its innovation, strong strategic orientation and strong human capital. The company has evolved as a result of its successful transformation from a locally owned, independent entity in the early 2000s to a fully integrated and publicly listed Malaysian bank. The story is about the transformation of Maybank from a public-listed bank to a fully integrated and publicly listed entity (IFPLE) in the early 200

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In 2006, Maybank launched their new organisation design, which includes 3 organisational pillars, namely ‘Industry Integration’, ‘Business Driven Organisational Learning’ (B-DOL) and ‘Industry-aligned Leadership’ (I-L). Their objectives were: 1) Industry integration – to deliver better, faster and more competitive business outcomes. 2) B-DOL – a learning culture based on a set of best practices that will allow the business to continuously improve and

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Reliance Industries Dividend Policy and Shareholder Value

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Royal DSM From Continuous Transformation to Organic Growth

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Intellikine Build to Sell in Biotech

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Ukraine at War A Global Geoeconomic Earthquake

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