Enterprise CX Transformation for PNB
CX Strategy & Ops Design
Jun - Dec 2025
CX Strategy & Governance Lead
Context
Defining the "Engine" of Leap 6
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
Fragmented Efforts & Strategic Blind Spots
PNB had strong products, but its customer experience (CX) efforts were messy and disconnected. There was no shared "CX language," making it hard for leadership to use customer feedback to justify business investments.
Siloed Execution: Different units measured CX differently, making comparison impossible.
The Disconnect: CX was not linked to business results or the technology roadmap.
Lack of Authority: Without a clear operating model, CX could not influence major company decisions.
Approach
From "Designing Screens" to Systems Design
We treated CX as a core business capability rather than a design task. We moved away from tactical fixes to focus on the structural foundations required for enterprise-scale transformation.
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
The CX Strategy & Ops Framework
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.
Impact
A New Mandate for Centricity
The project secured Board approval for the multi-year roadmap and led to the formal creation of the Group CX Department.
We launched a Group-wide CX Scorecard, making the CSI a standard part of performance tracking for all business units. Most significantly, we established a robust mandate to oversee and groom the Group Technology Blueprint. This ensures future tech spending is prioritised using customer data, replacing "gut feel" with a system that links experience directly to investment cases.
Reflection
Designing Decisions, Not Just Journeys
This engagement reinforced that enterprise CX transformation is less about designing experiences and more about designing decision systems.
The most critical success factors were:
Executive alignment
Measurement credibility
Clear ownership and governance
Without these, CX initiatives struggle to scale — regardless of design quality.