Corporate culture has long been considered the “glue” that binds individuals within an organization. In the context of digital transformation, corporate culture no longer stops at traditional values, but needs to be restructured to adapt to the digital environment. This is the reason why the phrase “digital culture” is increasingly familiar in the human resource development strategy of commercial banks.

According to Mr. La Thien Tu, Director of Loc Phat Commercial Joint Stock Bank ( LPBank ) Ca Mau branch, digital transformation is not just about changing software or deploying new apps. If employees do not change their thinking and behavior to master technology, digital initiatives will not be effective. Digital culture is the factor that helps create that. When employees are inspired to innovate, encouraged to share initiatives and collaborate on digital platforms, then the transformation will truly permeate the organization.

In the new approach, instead of forcing employees to adapt to technology, many banks are shifting to creating an environment for each individual to maximize their capacity through technology. Programs such as: “Digitalize a working day”, or “Innovation Days”, show the effort to turn technology into a tool to stimulate creativity.

Military Bank (MB) is a typical example of linking corporate culture with digital transformation strategy. Not only changing the way of operation, MB has reshaped the entire organizational structure and human resource strategy. Ms. Dang Minh Huyen, MB's Human Resources Director, shared: "We do not consider digital transformation as a temporary trend, but it is an inevitable path for MB to adapt and develop in the new era".

With that mindset, MB has increased the recruitment of young personnel, especially in the fields of technology and digitalization. At the same time, the bank has deployed a flexible and creative working ecosystem where individuals are not constrained by traditional management models, but are encouraged to share ideas and proactively innovate.

A special highlight in MB's development strategy is the "very MB" corporate culture, which is not imposed or formal, but promotes volunteerism and personal responsibility. Ms. Huyen shared: "When employees feel that they are an indispensable part, they will not be afraid of technology, but will proactively develop skills that machines cannot replace, which are creative thinking and problem-solving ability."

Techcombank also has its own direction, with the spirit of "Dare to think big - Dare to be different". The bank invests heavily in data infrastructure to empower employees to make quick and accurate decisions. Innovation initiatives from employees are recognized by the bank through emulation programs with rewards, linked to work measurement indicators. The management model based on goals and results, which is rare in the banking industry, helps Techcombank maintain transparency and focus on collective performance.

Meanwhile, Asia Commercial Bank ( ACB ) has chosen a humanistic approach when building a digital culture. ACB has implemented the ACB NextGen program since 2021, focusing on developing technological capacity in parallel with human skills. Mr. Tu Tien Phat, General Director of ACB, has repeatedly emphasized: "Technology is the foundation, but the human factor determines the speed and quality of transformation".

ACB's corporate culture is built on work-life balance, encouraging continuous learning and development of employees.

ACB's corporate culture is built on work-life balance, encouraging continuous learning and development of employees.

With that philosophy, ACB has built an internal training ecosystem through the digital platform ACB Learning Hub, allowing employees to self-study according to a personalized roadmap. At the same time, ACB organizes internal coaching programs with senior technology experts. In particular, “ACB Talk” events, where leaders directly dialogue with employees via livestream, have become regular activities, helping the bank maintain connections, empower and inspire creativity.

One of the biggest challenges for commercial banks today is maintaining employee engagement in a distributed work environment with multiple branches across the province, even with employees working remotely. Digital culture, if designed correctly, can become an effective bridge.

Mr. Mach Quoc Phong, Director of Kienlong Commercial Joint Stock Bank (Kienlong-bank) Ca Mau Branch, recalled: “Previously, centralized training sessions were only applicable to big cities. Now, with the E-learning and virtual reality (VR) platforms, we can organize transaction simulation classes for all bank employees.”

Many local commercial banks are also creative in digital internal activities from online team building, gamification competitions, to organizing system-wide Hackathons. This is not only a means of connection but also helps banks "activate" the creative potential of each individual in the new working environment.

The change in digital culture not only helps increase the internal strength of the organization, but also brings positive effects to customers - the ultimate goal of every bank. Mr. Le Chi Tam, Director of LPBank Thoi Binh Transaction Office, shared: "Since implementing the digital culture training program, the quality of service among branches has been more consistent. Customers feel cared for and satisfied much more than before."

According to reports from some commercial banks, customer satisfaction index (CSAT) has increased by 12-18% after implementing digital culture initiatives. Not stopping there, artificial intelligence (AI) and big data analysis are being integrated to personalize services from consulting to financial management to better suit each customer segment.

Digital culture is no longer a side-effect of a transformation strategy, but rather the new “operating system” for the entire organization. When every employee feels like they are part of the transformation journey, empowered, inspired and recognized, digital transformation will truly permeate and be effective. A bank cannot digitalize successfully without consensus from within. Only when the spirit of innovation, initiative and engagement spreads throughout the organization, will the digital future of the banking industry be truly sustainable./.

Vietnam America

Source: https://baocamau.vn/van-hoa-so-nen-tang-cua-ngan-hang-hien-dai-a39373.html