In 2016, two years after leading OCBC through its largest acquisition of Wing Hang Bank, Group CEO Samuel Tsien settled into his flight home from a townhall meeting with his new colleagues in Hong Kong. Addressing them in Cantonese, he felt that the session went well, and that the cultural fit was good. Tsien continued the OCBC tradition of being sensitive to the concerns of staff in the acquired entities and their local business and regulatory requirements, even as OCBC integrated them to group standards in finance, compliance, audit and risk management. In the previous decade, OCBC had also acquired Bank NISP in Indonesia, and ING Asia Private Bank (IAPB) to spur the group's regional growth. Looking back, Tsien was satisfied that OCBC had successfully integrated them to achieve its strategic intent. Key executives in the acquired banks had stayed with the new owner. Major customers were successfully retained and had expanded their business with the OCBC Group. The growth trajectory of the acquired banks accelerated and new horizons opened. How did OCBC execute its acquisition strategy? What was its approach to integrating its acquisitions?

【書誌情報】

ページ数：29ページ

サイズ：A4

商品番号：HBSP-NTU109

発行日：2017/4/13

登録日：2017/7/6