---
title: [OR] [MB] [E3] [Report] [P3] [S1] [C15] Introducing Cultural Change Management
description: [OR] [MB] [E3] [Report] [P3] [S1] [C15] Introducing Cultural Change Management
---

[OCBC Bank](https://blog.bcm-institute.org/ocbc-bank)

# [\[OR\] \[MB\] \[E3\] \[Report\] \[P3\] \[S1\] \[C15\] Introducing Cultural Change Management](https://blog.bcm-institute.org/ocbc-bank/or-mb-e3-report-p3-s1-c15-introducing-cultural-change-management)

 Written by [Moh Heng Goh](https://blog.bcm-institute.org/ocbc-bank/author/moh-heng-goh) | May 13, 2025 1:57:47 PM

### Chapter 15

### **Completion Report: Phase 3 - Stage 1**

### **Executive Summary**

 

This report confirms the successful completion of the “Introduce Cultural Change Management” stage under the “Sustain” phase of MayBank’s Operational Resilience Planning Methodology.

This stage is critical to embedding a resilience mindset across the organisation and ensuring that operational resilience becomes part of the bank’s DNA.

#### Objectives of this Stage

The key objectives were to:

- Embed a culture of resilience throughout all levels of the bank
- Align behaviours, values, and leadership with resilience objectives
- Foster a proactive, risk-aware, and adaptable organisational mindset
- Encourage continuous learning and improvement in resilience practices

### Implementation Steps and Examples

 

| Step | Description | Example |
| --- | --- | --- |
| Stakeholder Engagement | Identified key influencers and leaders to act as resilience ambassadors | Senior management briefings and town halls led by Group Risk and Compliance |
| Resilience Messaging Campaign | Developed consistent internal messaging on resilience values and priorities | “Think Resilience First” posters, screensavers, and Yammer announcements |
| Behavioural Alignment Workshops | Conducted interactive sessions to align staff behaviours with resilience expectations | Scenario-based discussions for branch operations and IT support teams |
| Integration into Performance Metrics | Included resilience practices in KPIs and appraisal discussions | Managers are required to assess team response in simulation exercises |
| Leadership Training | Tailored training programs for mid- and senior-level managers | “Leading Through Disruption” course rolled out to over 250 leaders |
| Celebrating Success | Recognised teams and individuals demonstrating resilience behaviours | Monthly “Resilience Champion” awards with published success stories |
| Feedback and Continuous Improvement | Open feedback channels and surveys to assess engagement levels | 78% positive response rate in post-training cultural alignment survey |

 

#### Activities and Outcomes Table

 

| Activity | Description | Outcome |
| --- | --- | --- |
| Town Hall Sessions | Briefed 3,000+ staff across regional offices on resilience values | Increased understanding of resilience priorities (92% via post-session poll) |
| Resilience Awareness Campaign | Digital and physical collateral rolled out across business units | High visibility and engagement; 85% recognition rate of campaign tagline |
| Training Programs | Conducted 12 workshops and three e-learning modules bank-wide | 96% completion rate with above-average satisfaction (4.5/5) |
| KPI Realignment | Updated scorecards for operational departments | 100% integration of resilience metrics in departmental reviews |
| Recognition Initiatives | “Resilience Champions” are selected from each division monthly | Improved morale and reinforcement of desired behaviours |
| Survey and Feedback | Conducted anonymous staff pulse surveys post-implementation | Strong feedback with suggested improvements being reviewed |

#### Key Achievements

- A measurable shift in mindset is observed across business and support functions.
- Operational Resilience KPIs successfully embedded in performance frameworks.
- Improved participation in resilience-related initiatives and simulations
- Enhanced visibility and leadership sponsorship of resilience initiatives

#### Next Steps

- Maintain momentum through quarterly refreshers and reinforcement campaigns
- Conduct an in-depth cultural maturity assessment at year-end
- Integrate resilience into new hire onboarding and talent development programs

The successful completion of the “Introduce Cultural Change Management” stage marks a significant milestone in MayBank’s Operational Resilience journey. Cultural transformation is ongoing, but the foundational work has been completed and is beginning to yield measurable behavioural shifts.

Prepared by:

Head, Operational Resilience Program

Group Risk Management, Maybank

 

| ###### Operational Resilience in Action: A Practical Guide for MayBank |  |  |  |  |  |
| --- | --- | --- | --- | --- | --- |
| **Management Report for Operational Resilience Implementation** |  |  |  |  |  |
| ****"Sustain" Phase of its OR Planning Methodology **** |  |  |  |  |  |
|  |  |  |  |  |  |

 

Gain Competency: For organisations looking to accelerate their journey, BCM Institute’s training and certification programs, including the OR-5000 Operational Resilience Expert Implementer course, provide in-depth insights and practical toolkits for effectively embedding this model.

#### More Information About Blended Learning OR-5000 \[BL-OR-5\] or OR-300 \[BL-OR-3\]

To learn more about the course and schedule, click the buttons below for the OR-3 Blended Learning OR-300 Operational Resilience Implementer course and the OR-5 Blended Learning OR-5000 Operational Resilience Expert Implementer course.

|  |  |  |
| --- | --- | --- |
|  |  |  |
|  | If you have any questions, click to contact us. |  |
|  |  |  |

 

[View full post](https://blog.bcm-institute.org/ocbc-bank/or-mb-e3-report-p3-s1-c15-introducing-cultural-change-management)

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