Mastering Digital Transformation through Innovative Leadership

Charles Budiman, Chief Digital Officer. Maybank Indonesia

Charles Budiman, Chief Digital Officer. Maybank Indonesia

Charles Budiman is the Chief Digital Officer at Maybank Indonesia, leading the bank’s digital transformation efforts. With over 27 years of experience, Charles has a diverse banking, consulting, and corporate strategy background. His career spans roles such as Chief Digital Officer, Chief Strategy & Transformation Officer, Country Head of Sales & Distribution (where he managed extensive branch networks and large teams) at Maybank and various leadership roles in respectable consulting firms (last one as Director at PwC Consulting).

Recognizing Charles Budiman’s leadership in digital transformation, this exclusive interview explores his insights on overcoming organizational challenges, adopting a customer-centric approach, implementing agile methodologies, and fostering a collaborative environment. He discusses his leadership philosophy, recent innovative projects and lessons learned in addressing talent scarcity and enhancing competitiveness in the digital banking sector.

AT A GLANCE

• We emphasize a customer-centric approach and agile methodologies to drive digital transformation.

• Our focus is to show ways to overcome internal and external challenges through strategic mindset shifts and robust leadership.

Reflecting on Past Roles: Shaping Leadership in Digital Transformation

I am a seasoned executive with over 27 years of experience, 40 percent of which were in the consulting industry in Europe. I lived in the Netherlands for 17 years, during which I completed my bachelor’s and master’s degrees and worked in various capacities, including corporate strategy, transformation, technology, process improvement and change management. Upon returning to Indonesia in 2010, I transitioned into the banking sector. I have worked with three major banks, Commonwealth Bank and Kookmin Bank, and I am currently as Chief Digital Officer in Maybank. My previous roles have varied from Chief Strategy Officer to head of sales and distribution, overseeing 422 branches and 4,000 employees.

Current Challenges: Driving a Customer-Centric Transformation

Within Maybank Indonesia, we are transforming our organization from a product-centric to a customer-centric approach. We used to develop products based on internal ideas, neglecting customer needs. While many organizations preach customer-centricity, for us, it has been eye-opening to see the positive results when we genuinely implement this approach. Every initiative in our bank begins with the question: "Is this what the customer wants?" Understanding customer pain points and lifestyles, ensuring solutions are tailored to specific segments.

The digital banking landscape in Indonesia is highly competitive. To stay ahead, the bank has adopted agile methodologies, reduced product development cycles and enhanced speed to market.

“Our shift to a customer-centric approach was an eye-opener, transforming how we think and work within the bank and yielding significantly different results.”

Like many organizations in Indonesia, we face the challenge of finding skilled talent. With a population of around 270 million, the demand for digital expertise far exceeds the supply. Effective leadership is crucial here. It's not just about attracting external talent but also about retaining our existing team members. We must ensure that our organization remains an attractive place to work, providing growth opportunities and a supportive environment to prevent our current talent from seeking opportunities elsewhere.

Leadership Philosophy: Empowering and Involving the Team

I emphasize the importance of adapting leadership styles to the evolving workforce, particularly millennials and Gen Z. My approach includes involving the team in decision-making processes, from setting to executing strategies to bring our digital capabilities to the next level. Regular meetings and celebrating small wins foster a positive work culture. Instead of dictating what needs to be done, I ask them how to achieve our goals together, resulting in more effective strategies.

I hold weekly meetings with my team to monitor progress and address challenges. For Example, we emphasize using our digital solutions among employees in our digital banking business. If our employees aren’t using our solutions, it’s hard to convince external customers to do so. Therefore, every month, I hold a town hall meeting where we recognize employees who have made the most transactions using our digital solutions. This motivates them and fosters a sense of positive work culture.

A positive work culture is critical for retaining talent and attracting new hires. When our employees are happy, they become ambassadors for our organization. I'm also active on social media, particularly LinkedIn and Instagram, where I share our achievements and celebrate our team members’ successes.

Navigating Challenges: Insights and Lessons Learned

My extensive career has taught me the importance of collaboration, avoiding internal politics, and finding joy in the work. Breaking down silos and working together is crucial for tackling external challenges. Prioritizing the organization's goals over individual agendas ensures a cohesive and focused team. Moreover, passion and enjoyment in one's role drive productivity and satisfaction. My advice to peers is to embrace collaboration, steer clear of office politics and genuinely enjoy their work.