Aligning strategy and practice through learning agility: In conversation with OCBC
Aye Wee Yap is the Group Head of Learning and Transformation at OCBC, the longest established bank in Singapore. Formed in 1932 through the merger of three banks, the oldest of which was established in 1912, the OCBC legacy demonstrates a remarkable resilience in adapting to a changing world.In this interview, Executive Director for Education at CISL, Alice Spencer, and Aye Wee discuss how learning and development is enabling sustainability to be at the heart of OCBC’s strategy, the organisational and personal leadership required when operating in such a complex industry. They conclude with what gives Aye Wee hope for the future. |
Key takeaways:
- Sustainability as a strategic anchor: Organisations should aim to support a flourishing society, embedding sustainability into organisational purpose and L&D priorities.
- The role of L&D in a shifting landscape: L&D teams should focus on creating environments of calm and safety, fostering critical thinking, hope, and optimism amid rapid technological and societal change.
- Learning agility as a meta-competency: Defined as “knowing what to do when you don’t know what to do”, it underpins the ability to acquire other skills and thrive in uncertainty.
- Core components of learning agility: The belief that abilities can be developed through effort; seeing failure as a catalyst for learning and innovation; and building resilience, resourcefulness, reflectiveness, and reciprocity.
- Systemic approach to capability building: Collaboration across the organisation and with SMEs to uplift sustainability competence and provide access to capital and partnerships.
- Leadership capabilities for the future: Emphasis on agile, optimistic, authentic, and “contagious” leadership to navigate volatility and inspire change.