Maybank Organisational Transformation Through Human Resources
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The Maybank Group is the largest Islamic banking company in Malaysia, with a market capitalisation of $7.5 billion as of 2016. The group’s success is built on strong core values which encompasses integrity, respect for diversity, and commitment to service excellence. In the year 2013, the bank underwent a major transformation program, aimed at creating a new culture for sustainable business growth. The objectives of this transformation included: – to increase efficiency, product
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Maybank’s organizational transformation started around 2000, after Malaysia’s financial crash in 1998. blog here Then, the bank had experienced two downgrades in its rating – from AAA to AA and AA to A, the latter was downgraded to the lowest rating. Maybank had also experienced a decline in its assets of 27% due to the financial crisis. Maybank’s Management Maybank’s leadership is also struggling to address its financial woes. hbs case solution Its CEO, Tan Sri Nazir Raz
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Maybank is Malaysia’s premier bank, with over 2,000 staff covering branches and correspondent banks in Thailand, Singapore, Myanmar, Cambodia, Vietnam, Indonesia, Australia, India, the United States, Hong Kong, the UK, and other countries across Asia, the Middle East, and Africa. The company’s goal is to be the best in every aspect of what they do – banking and non-banking business, customer service, wealth management, and corporate services. Maybank has a strategic plan to increase
VRIO Analysis
Maybank is a multinational bank with a presence in many countries. Maybank has been involved in several operations, including merger and acquisition activities with other banks in the Malaysian market and other countries, resulting in various challenges that were faced by the organization in its transformation to be more human, agile, innovative, and resilient. This essay aims to evaluate the VRIO analysis of Maybank’s successful implementation of its organisational transformation towards human resources. VRIO Analysis 1. Value-based human resources (
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In my current employment at Maybank, I have observed the organisation undergo a radical transformation through the implementation of various human resource practices. The goal of this paper is to highlight the benefits of implementing these practices for the company, while discussing my perspective and the key outcomes achieved. Firstly, I have observed that the company’s strategic goal is aligned with the new approach towards human capital development. This reflects a conscious effort to engage employees at all levels, and align them to the organisation’s future direction. I feel that this effort is commendable
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For years, Maybank’s organizational culture was centered on its people, with their needs and challenges being seen as a part of everyday life. However, the COVID-19 pandemic led to a paradigm shift in the way people viewed and valued their work. Many employees were forced to take up new roles in new settings, with Maybank not being able to redeploy them. As a result, the firm’s employees became disengaged, and morale declined. To reverse the trend, Maybank embarked on a journey
Porters Five Forces Analysis
I write this case study on Maybank Organisational Transformation Through Human Resources. It is a 100-page essay written in the first person perspective, covering 160 words. My main objective in writing this case study is to help students to write their own essays and presentations in similar style. Maybank, one of the largest commercial banking groups in Malaysia, has always strived to transform itself to become a modern, progressive, and competitive global financial institution. In the recent years, May