WHETHER new Malayan Banking Bhd (Maybank) president and CEO Datuk Khairussaleh Ramli has big shoes to fill is secondary for now as the former RHB Bank Bhd head honcho has set his sight on making Malaysia’s largest bank in terms of total assets and market capitalisation “future ready”.
Acknowledging that the business landscape is changing in the digital era, he stressed the need for Maybank to quickly adapt and to re-tool for new growth opportunities.
“The bank must also continue to drive it’s sustainability agenda forward by proactively integrating as part of the bank’s DNA of doing business and maintaining to be the standard bearer not only for the industry but for the regions it represents,” he pointed out in an internal memo sighted by FocusM to some 42,000 Maybankers.
“I am proud that our sustainability commitments are resolute and that we have made remarkable progress in such a short time.
“With technology and digitalisation driving innovation, and with competitors consistently trying to offer consumers and businesses better services and solutions, one thing we cannot ever be is being complacent.”
Khairussaleh, 53, officially replaced Datuk Seri Abdul Farid Alias on May 1. Abdul Farid whose stepping down was made known in early January had officially clocked out of Menara Maybank at Bukit Kewangan in Kuala Lumpur on April 29.
He was Maybank’s group chief financial officer and Maybank Indonesia’s president director before he left for RHB in 2013 to become its group managing director.
Khairussaleh said that although he was not a stranger to the Maybank, he is aware that he had to catch up on many things, having left the bank for close to nine years.
“I have started engaging with exco colleagues and my intention is to meet as many Maybankers as possible within the first few days and months so that I can get your direct feedback, and get to know you individually.”
About being agile
Khairussaleh said he had reviewed the Maybank 2025 (M25) strategy and finds it to be sound.
“I believe to achieve the aspirations of M25, imagining end-to-end target operating model, having clarity on key initiatives under each of the three pillars that are beyond incremental, relentless focus on execution, tracking closely implementation and value realisation against plan of the key initiatives (as well as) collaborating across functions and overcoming obstacles and bottlenecks together are key,” he opined.
And the bank must also be open to make adjustments along the way.
“Maybankers, we are a huge and complex organisation, so we need to prioritise our actions, and as much as possible keep things simple,” he alluded.
“We have proven to be able to move with speed, results and innovativeness that were forced upon us during the pandemic. So, imagine the length that we could cover if we made this our norm in Maybank.”
As the industry leader in Malaysia, Khairussaleh said the lender should continue to take the lead – not only in its business performance but also in thought leadership, industry advancement and talent development.
“While we have built our business across the pillars of community financial services, global banking, insurance and takaful, and Shariah, we must establish our own differentiation and strengths in the respective countries that we are present,” he pointed out.
“Nevertheless, I am excited to start connecting with you as your president and CEO. I am humbled and honoured by the opportunity to lead and serve this great organisation of ours, an institution that has always strived to make a difference, that has capped many ’firsts’ across numerous areas and one that truly humanises.” – May 9, 2022
