Context

Permodalan Nasional Berhad (PNB) is Malaysia’s leading investment institution. As part of its Leap 6 enterprise strategy, PNB committed to becoming a more customer-centric, data-driven organisation.

I co-led the CX strategy and operating model design alongside the Group Head of CX. While the Head of CX provided executive sponsorship, I was responsible for the strategic architecture: structuring the maturity diagnostic, designing the KPI framework, shaping governance models, and crafting board-ready narratives to secure institutional buy-in.

Problem

Despite strong product performance, PNB’s customer experience efforts were fragmented. Leadership lacked a unified "CX language", making it difficult to bridge the gap between customer sentiment and board-level investment decisions.

• Fragmented Execution: CX efforts were siloed across business units with inconsistent measurement.

• Strategic Disconnect: CX investments were not linked to business outcomes or the Group’s technology roadmap.

• Lack of Authority: Without a formal operating model, CX lacked the mandate to influence enterprise-level priorities.

Approach

We pivoted from a "design delivery" mindset to systems design, treating CX as an enterprise operating capability.

• Maturity-Led Design: Conducted a deep diagnostic to identify gaps in insight usage, journey ownership, and technology enablement.

• Foundations First: We prioritised building the structural foundations—measurement and governance—before launching individual journey redesigns.

• Strategic Influence: Rather than working in isolation, we positioned CX to inform and "groom" the broader technology and transformation agenda.

Solution: CX Strategy & Ops Design

I designed a comprehensive framework to ensure CX was embedded into PNB’s DNA through 2027:

• Strategic Roadmap: A multi-year transformation plan aligned with the Group Technology Blueprint.

• Measurement Framework: A unified Customer Satisfaction Index (CSI) and scorecard connecting experience signals to operational KPIs.

• Governance Model: Defined decision rights and roles to integrate CX insights into enterprise planning.

Outcomes & Impact

We secured formal Board approval for the multi-year roadmap and the official establishment of the Group CX Department. By launching the Group-wide CX Scorecard, we successfully embedded the Customer Satisfaction Index (CSI) into performance tracking across all business units. Most significantly, we established a robust mandate to oversee and groom the Group Technology Blueprint, ensuring future tech investments are systematically prioritised through the lens of customer-centric data. This shift replaced intuition with a data-driven system that directly informs institutional investment cases and enterprise-level prioritisation.