Through the steady execution of oufr New Horizons I (2003 – 2005) and New Horizons II (2006 – 2010) strategies, we have made good progress in transforming OCBC into a larger, stronger and more diversified financial services group. As we adapt to an ever evolving business environment, the core pillars of our strategy that have served us well over the past several years will remain relevant.
OCBC’s strategy going forward will focus on the following key elements:
Continue our disciplined approach to drive performance improvement through a balanced business scorecard, focusing on customers, products, risk management, productivity, people and shareholder value.
Maintain focus on delivering a superior and differentiated customer experience to gain a sustainable competitive advantage.
Deepen business presence in Malaysia, Indonesia and Greater China.
Harness the synergies of the Group’s various entities to differentiate OCBC and broaden our relationships with our customers.
OCBC’s progress against New Horizons III is highlighted in the presentations to media and analysts.
New Horizons II was a 5-year strategy from 2006 to 2010. It continued the broad strategic direction and successes of New Horizons (2003 – 2005). The emphasis was on embedding OCBC in the region through a build-and-transfer approach, and on continuing our efforts to build a high-performance bank through a balanced scorecard discipline.
OCBC’s progress against New Horizons II is highlighted in the annual reports and presentations to media and analysts from 2006 to 2010.
New Horizons was our 3-year strategy from 2003 to 2005. The goal was to seek international growth via a build-and-transfer approach, and to build a high-performance bank by focusing our efforts and utilising a balanced business scorecard approach.
OCBC’s progress against New Horizons is highlighted in the annual reports and presentations to media and analysts from 2003 to 2005.