Transformation

1. :Bersama Untuk Pelanggan
Transformation
professionals as a
business partner
How we help you
with your
Transformation
About us
(1105687-U)

2. What is Change v What is Transformation
 Transactional
 Adapting
 Doing more / less
 Reversible
 E.g. policies, skills
 Revolutionary
 Fundamental
 Leadership culture
 Strategy & mission
 No going back!
Transformation
is a new way of being
Change is doing
things differently
2
A shift in behaviour A shift in values

3. 1. Who We Are:
Put Customers First
Highest Quality Shortest Lead Time
Lowest Cost
According to that PricewaterhouseCoopers industry overview report, nearly all executives (90%) are in
agreement that there are 6key priorities for digital transformation success in 2020:
2. The Bank
Is Changing:
To Digital Banking
3. The Buck
Stops Here:
Simplify Business
and Operating
Models
4. Out Of The Box: Tools & Guidance
5. Going The Extra Mile: Innovations
6. Proactively Manage Risk, Regulation and
Capital Expenditures
Efficient use of:
 People
 Equipment
 Material
 Space
 Improve process
capability
 Minimize variation
 Manage
abnormality
Make Value Flow by Eliminating Errors and Waste
VALUE STREAM MAPPING
(VSM)
Retail Banking 2020: Evolution or Revolution, over half of senior retail banking executives
believe non-traditional financial service providers are a threat to traditional banks

4. A personal journey
Every person is on
an evolutionary
journey of
psychological
development
Surviving
Conforming
Differentiating
Individuating
Self-actualizing
Integrating
Serving

5. Proposed approach: Target Audience
No. of
days
Module 0:
Programme Launch
All staff in junior and middle levels
Develop detailed master project plan
Establish resource plan and select project team members
Build communications plan
Design approach for branch inventory exercise
Select pilot branches
~4
weeks
Module 1: Demonstrating
OE Excellence
Branch Managers & Senior Officers
Launch branch inventory team to collect branch data
Build ‘as-is’ baseline branch capacity planning model
Redesign branch processes and determine processes for centralization
Enhance functionality for self-service channels
Develop optimal branch scheduling based on customer demand patterns
Pilot and refine improvements in select branches
Develop rollout plan for network-wide implementation
~6
months
Module 2:
Scaling And Embedding
Bank personnel who are relatively new to the profession
Launch back-office inventory team to collect operations data
Build ‘as-is’ baseline operations capacity planning model
Redesign credit and operations processes with ‘lean’ methodology
Design and establish national and regional operations hubs to support branches
~6
months
Module 3:
Continuing Programme
Support
Project Managers, Operation Managers, Project Leaders, Team Leaders, Project Engineers, IT Consultants and HR
Managers etc.
Budget review and support
Communications for all key stakeholders
Monitor progress
Advise on change management approach
(on-
going)
5
How you measure success…

6. Leadership
Information
and Analysis
Strategic
Planning
Human
Resource
Capital
Process
Management
Quality and
Operating
Results
Customer
Satisfaction
Total Points
Maximum Score 95 75 60 150 140 180 300 1000
Your Assessment Score 59 50 39 98 30 127 204 607
Your Assessment
Percentage
62% 67% 65% 65% 21% 70% 68% 61% Colour Scoring:
Customers & clients
Percentage
52% 67% 65% 65% 75% 70% 68% 67%
Good overall
score
Associates Percentage 41% 67% 65% 45% 75% 70% 68% 63%
Caution -
needs to
improve
Compliance Officers &
Risk Managers Percentage
62% 100% 65% 19% 7% 7% 68% 43%
Poor - needs
major
improvement
Technology Associates
Percentage
62% 67% 65% 65% 75% 70% 68% 68%
Marketing Executives
Percentage
62% 67% 65% 65% 75% 15% 68% 58%
Shareholders/ Members
Percentage
21% 67% 53% 65% 75% 70% 68% 64%
6
The culture transformation
process
Every 12-18
Months
Feedback
& Planning Loop
- Organisation
- Teams
- Leaders
Where we are
Where we want to be
How are we doing
How will we do it
Assess
cultural values
Baseline
results and start
dialogue
Components
to prioritize values
Detailing
behaviours
Evaluate
culture
development plan
Focus
on changes and
programmes
Start with a values survey

7. 7
Assess
cultural values
Leadership
Information
and Analysis
Strategic
Planning
Human
Resource
Capital
Process
Management
Quality and
Operating
Results
Customer
Satisfaction
Total Points
Maximum Score 95 75 60 150 140 180 300 1000
Your Assessment Score 59 50 39 98 30 127 204 607
Your Assessment
Percentage
62% 67% 65% 65% 21% 70% 68% 61% Colour Scoring:
Customers & clients
Percentage
52% 67% 65% 65% 75% 70% 68% 67%
Good overall
score
Associates Percentage 41% 67% 65% 45% 75% 70% 68% 63%
Caution -
needs to
improve
Compliance Officers &
Risk Managers Percentage
62% 100% 65% 19% 7% 7% 68% 43%
Poor - needs
major
improvement
Technology Associates
Percentage
62% 67% 65% 65% 75% 70% 68% 68%
Marketing Executives
Percentage
62% 67% 65% 65% 75% 15% 68% 58%
Shareholders/ Members
Percentage
21% 67% 53% 65% 75% 70% 68% 64%

8. Stakeholder Needs
Customers &
clients
Consistent banking experience
Best products, advice, and service
Additional features and services
Receipt of debit cards for out of state accounts
Nationwide linking and servicing of accounts
Single point access to bank and brokerage statements and accounts
Combined banking statements
“Relationship pricing” across all BR states
Combined overdraft protection from savings and checking
Little to no impact felt during system conversion
Associates
Simplified service platform
Single set of processes and procedures across the banking system
Minimal amount of complex training
Quality online experience
Compliance
Officers & Risk
Managers
Simplified ability to make system changes in fluctuating regulatory environment
Reduction in operational risk
Technology
Associates
IT support cost reduction
Decrease in custom infrastructure
Reduced development costs
Marketing
Executives
Single marketable platform
Ability to offer “advanced features and services”
Flexibility to respond to changing market demand
Shareholders/
Members
Long‐term, consistent returns (dividends, capital appreciation)
Quality balance sheet
Risk management
8
Baseline results and
start dialogue

9. Components
to prioritize values
PERSONAL VALUES
Which of the following values/ behaviours most reflect who you are?
Pick ten.
CURRENT CULTURE
Which of the following values/ behaviours most reflect how your
organisation currently operates? Pick ten.
DESIRED CULTURE
Which of the following values/ behaviours most reflect how you would
like your organisation to operate? Pick ten.

10. Detailing
behaviours
Transformation Measurement Plan
Evaluation measures set early
eSurveys, face-face interviews
L&D forum - budget, quality, priorities
Facilitative leadership role
Keep case studies & stories
Don’t compromise on lessons learned

11. Business Goal Communication Objectives Communication Strategies Possible Deliverables and/or Tactics
Collect case studies and best practices
Outline guidelines and boundaries for tone and
behavior in social media
Outline criteria for social media content (e.g. why
one topic, product, or project may be more
appropriate than another)
Define roles and responsibilities for social media
participants (e.g. Develop moderator
responsibilities, Create expectations for contributors;
Explore/recommend options for posting - individual
vs. ITS)
Social media channels
Facebook
Yammer
Twitter
Staff support structure
Assign a comm team moderator to each channel
Recruit and train ITS contributor group
Support process and workflow
Involve Help Desk
Establish levels of approval for contributions and
postings
Investigate technology capabilities -firewalls,
access to channel, and secuirty issues
Explore Hootsuite for workflow, team collaboration,
and analytics for all channels
Internal (ITS) marketing plan
Newsletter
Managers Meeting
AVPLT
External marketing plan
Web badges
QR Tags
Special events (e.g. orientation)
Partnerships
Target each channel for a particular audience Facebook
Deliver content of significance to the channel's
audience
Strategically place links and keywords
Develop a posting/monitoring schedule
Create and implement a social media presence for
ITS, which focuses on raising visibility and
influencing perception of ITS products and services,
as well as strengthening ITS relationships both on
and off campus.
Tailor content, messages, and features in each social
media channel to: *Become more responsive to ITS
customers/clients
* Increase awareness of ITS products and services
*Drive customers/clients to ITS website
*Build connections with ITS customers/clients
Focus on messages for students
- Choose name for fan page
- Select the best URL (ability to choose vanity
URL)
- Open page and set up profiles and privacy
- Write text for “About” box
- Include links and important keywords in info tab
- Post direct links to ITS websites in the Page’s
stream.
- Invite friends – import from outlook, webmail, etc.
- Determine measurement variables and set-up
analytics.
- Prepare status updates, links, photos, videos for
future posts
- Develop special deals, discounts, or giveaways
with ITS products and service providers to build
followers
Promote ITS Brand
Problem Statement: Research and statistics show that social media is an important emerging channel for communications. Industry research suggests there are significant numbers of our target audiences (faculty,
students, and staff) currently engaging in social media. However, ITS does not currently have a social media strategy to coordinate and guide social media participation on behalf of the organization. As a result, ITS is
missing the opportunity to raise visibility, influence perception, and strengthen relationships. Furthermore, the potential to develop a negative and/or damaged reputation exists without policy, strategy and guidelines.
Create and implement a social media presence for
ITS, which focuses on raising visibility and
influencing perception of ITS products and services,
as well as strengthening ITS relationships both on
and off campus.
Align and coordinate ITS participation in social media.
Social Media Policy & Guidelines
Create a framework for that ITS can use to
manage its presence and participation in social
media.
Create and/or provide social media tools and
resources.
Share and promote social media channels.
Evaluate culture development
plan
Background
Concept
Messaging
Campaign overview

12. Drivers and Phases
Module 0:
Programme launch
Module 1:
Demonstrating OE excellence
Module 2:
Scaling and Embedding
Module 3:
Continuing programme support
1. Who We Are:
Put Customers First
Environmental scan
Situation – Past, Present and Future
Successful Organisational
Effectiveness (OE) projects
HQ and branches policy and
programme changes
Formal OE evaluation and practice changes
2. The Bank Is Changing:
To Digital Banking
Background information:
Significant Issues
Mission & Vision Performance Measurement Performance Management
3. The Buck Stops Here:
Simplify Business and
Operating Models
Transformation Roundtable
Membership committees and task forces
A series of roundtables that actively
support these efforts
Member-driven groups providing
concrete support to these efforts
A Value Stream Transformation
website
Review Progress – Transformation Scorecard
4. Out Of The Box:
Tools and Guidance
Situational analysis
Align / Fit with Capabilities
Pilots Values / Guiding Principles
Transformation toolkit and ongoing
support to those Major Goals
Targets / Standards of Performance Continuously improved versions of the business model
5. Going The Extra Mile:
Innovations
SWOT – Strength’s, Weaknesses,
Opportunities, Threats
Innovation Centre Concept Papers
Specific Objectives
Raise the Locals Voice cases
Initiatives and Projects
Evidence based/informed practices
Take Corrective Actions
6. Proactively Manage Risk,
Regulation and Capital
Expenditures
Gaps
Open Letter to policymakers setting the
framework
Champions, positive press and
consumers
“Scoring” policy and programme
recommendations and changes
Action Plans Feedback upstream – revise plans
Focus on changes and programmes
Assess
cultural values
Baseline
results and start
dialogue
Components
to prioritize values
Detailing
behaviours
Evaluate
culture
development plan
Where we are Where we want to be How we will do it How are we doing
Focus
on changes and
programmes
12

13. Who we are
Sharing The Message map
Campaign
Message
Training Delivery
Customer
Benefits
Transformation customers have
maximized enterprise value and
reduced maintenance costs. They
also achieved increased visibility,
greater control, more agile
change enablement, more
reliable performance and greatly
reduced risk. Measure Employee
performance across
multiple indicators.
Doing infinitely more
with less.

14. Ghazali was involved in exit process coaching for MBB ITT project. He has vast experience with Deloitte consulting in designing,
developing & delivering various training programmes for both in-house as well as on project basis. He has personally trained many
organisations ranging from SMI to large MNCs covering areas ranging from Leadership, Professional Development, Human Capital topics.
He has been trained & certified in several Leadership & Professional Development Programmes, He is a certified trainer by Advanced
Training (UK) Ltd & Ikram Training & Infrastructure Development Institute (ITiDi). He is a professionally qualified accountant.
Ghazali Md. Noor, Training Specialist & Consultant
Dr Samsudin Ishak, Technical Adviser
Graduated from the Universiti Teknologi MARA (UiTM), Shah Alam in 1985 with a Bachelor of Civil Engineering degree. He then pursued his
career being an engineer working for various private organisations including consultancy, developer & construction companies to gain the
relevant experience. He sat for the professional examination & was then accepted as a Professional Engineer (Board of Engineers Malaysia)
& presently being a Corporate Member of the Institution of Engineers Malaysia (IEM).Upon graduation with Master of Business
Administration (MBA) degree, he then proceeded to venture into the business world where he held the position of Directors in various
subsidiary companies of the group. In June 2008 he graduated with the Doctor of Philosophy (PhD) in Financial Economics. Since then his
career was about managing business outfits & making profits not forgetting the corporate social responsibility.
14
Dato’ Ishak Mohd Ishtiaq, Chief Executive Officer
I-WAN Media is an advertising and media company which was founded in July 2012 by Dato’ Ishak bin Mohammad Ishtiaq, who is also its
Chief Executive Officer. When conceptualising I-WAN Media, Dato’ Ishak envisioned an organisation which would offer an innovative take
on advertising and marketing communications messaging which suits the New Millenium media model.
Having worked in broadcasting, productions and the banking industry prior to founding I-WAN Media, Dato’ Ishak was able to harness the
vast experience he had gained to formulate a strategic approach towards employing new media opportunities available through Internet and
mobile technologies.