share on
"Today’s employees are looking for more than promotions; they want meaningful opportunities to learn, gain exposure, and contribute across different functions and markets," says Bruce Lee, Group CEO of MKA Group.
As MKA Group expanded across nine countries and four business divisions, the organisation learned that employee experience is shaped by far more than engagement programmes and benefits. Employees ultimately experience the business through the clarity, opportunities and support systems available to them every day.
Recognising that its traditional reporting-line structure was no longer sufficient to support future growth, MKA Group set out to redesign its operating model around capability development, talent mobility, and leadership growth. The goal was to give employees clearer career pathways, greater visibility into opportunities, and more meaningful ways to develop across functions and markets.
The Group's approach earned it the bronze award for 'Best Workforce Innovation' at the Employee Experience Awards 2026, Malaysia.
Catching up with HRO, Bruce Lee, Group CEO, MKA Group, shares why aligning organisational design with career development and talent mobility is key to building a future-ready workforce — and how clarity, trust and transparency can help employees embrace change.
Q Tell us about the biggest insight or lesson that influenced your EX approach this past year.
One of the biggest lessons we learned is that employee experience is heavily influenced by organisational design. While engagement programmes and benefits remain important, employees ultimately experience the organisation through the clarity, opportunities, and support systems available to them.
As MKA expanded across nine countries and four business divisions, we recognised that our traditional reporting-line structure was no longer sufficient to support future growth. Employees wanted clearer career pathways, greater visibility, and more opportunities to develop across functions and markets.
This led us to redesign our operating model around capability development, talent mobility, and leadership growth. By aligning organisational structure with people development, we discovered that workforce innovation can strengthen both business performance and employee experience simultaneously.
Q How did you bring leaders, managers, and employees together to support the execution and success of the initiative?
We approached the initiative as a business transformation rather than an HR project. From the beginning, leaders played an active role in communicating the vision and explaining why organisational change was necessary to support MKA’s continued expansion.
Managers helped translate the new structure into practical ways of working, while employees were engaged through regular communication and discussions about career growth, mobility, and future opportunities. Transparency was a key success factor throughout the process.
By helping people understand both the purpose and benefits of the transformation, we were able to build trust and encourage participation across the organisation. This collective ownership ensured smoother implementation and stronger alignment between business goals and employee aspirations.
Q What challenge behind the scenes tested your team the most, and what did it teach you about building stronger employee experience programmes?
The greatest challenge was not redesigning the structure itself, but helping people embrace a different way of thinking about growth and success. Many employees and leaders were accustomed to viewing career progression through traditional reporting lines and hierarchical structures.
To support the transition, we invested significant effort in communication, alignment, and education. We wanted employees to see opportunities beyond their immediate roles and understand how capability development and mobility could support long-term career growth.
The experience taught us that meaningful employee experience initiatives are built on clarity and trust.
"When people understand how they contribute to a larger vision and can see a pathway for development, they become more engaged, adaptable, and willing to embrace change."
Q As you reflect on the journey, what this recognition at the Employee Experience Awards 2026 mean to you and your team?
This recognition is a meaningful affirmation of the work our leaders, managers, and employees have invested in building a future-ready organisation. It validates our belief that workforce innovation is not simply about introducing new initiatives, but about creating an environment where people can grow alongside the business.
The transformation required collaboration, commitment, and a willingness to challenge traditional approaches. Receiving this award reinforces the importance of aligning organisational design with employee development and business strategy.
Most importantly, this achievement belongs to everyone who embraced the journey and contributed to making the change successful. It inspires us to continue innovating, strengthening our leadership pipeline, and creating opportunities that support both employee growth and organisational success.
Q Finally, as employee expectations continue to evolve, what is one area of EX you believe HR teams will need to rethink in the year ahead?
I believe organisations will need to rethink career development and internal mobility. Today’s employees are looking for more than promotions; they want meaningful opportunities to learn, gain exposure, and contribute across different functions and markets.
As organisations become increasingly interconnected, employee experience will be shaped by how effectively companies create visibility into these opportunities. Employees want to understand how they can grow, what capabilities they need to develop, and where future opportunities may exist.
"Moving forward, organisations will need to create more flexible talent ecosystems rather than relying solely on traditional career ladders."
Those that successfully unlock talent mobility and continuous development will be better positioned to attract, engage, and retain top talent.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
Images / Provided
share on
