Redefining Human-Centric Leadership in the Digital Age
Dr. Murugappan
Chief Human Resources Officer,
Malaysian Communications and Multimedia Commission (MCMC)
As global calls for more people-centric workplace policies grow louder, Dr. Murugappan, Chief Human Resources Officer at the Malaysian Communications and Multimedia Commission (MCMC), leads with an old yet effective belief:
“True leadership begins by understanding the human behind the role.”
He has spent over three decades refining the art of connecting with people—not just through words but by cultivating environments where employees feel seen, heard, and valued. As leadership shifts from authority to empathy, he is balancing emotional intelligence and strategic vision to ensure unparalleled growth for his people and organisation. With initiatives like the innovative MetaHRise—a metaverse-powered onboarding experience—he is merging technology with human connection to craft engaging, futureforward solutions for today’s workforce. A leader who believes that “successful transformations are not about the tools you implement but about empowering people to embrace change with confidence,” Dr. Murugappan’s work in human capital financial reporting and digital leadership is shaping the future of HR in Asia. Recently, TradeFlock had the privilege of interviewing him to delve deeper into his unique approach to leadership and innovation in HR and his vision.
How has working with diverse teams in the Asia Pacific improved your leadership in multicultural organisations?
Working with diverse multinational teams across the Asia Pacific has truly been a transformative experience for me. While my exposure to different countries may be limited, leading talented individuals from various cultures in my previous organisations has been deeply enriching. Every culture carries its own unique rhythm, and navigating this diversity has taught me the art of adaptability and empathy
“If you talk to a man in a language he understands, that goes to his head. If you talk to him in his language, that goes to his heart.”
That’s exactly how I approach leadership in diverse cultures—understanding not just how people work but why they work and how they do it. For example, in Malaysia, decision-making is often about consensus, while in the U.S., a more direct approach is appreciated. Balancing these cultural differences has helped me create stronger, more cohesive teams where everyone feels heard and valued. It’s a dynamic journey, but it’s one that has shaped me into a more flexible and culturally attuned leader.
Can you share a career crisis and the HR strategies you used to overcome it?
The COVID-19 pandemic was one of the toughest crises in my career, forcing rapid, strategic decisions. I embraced the principle that “in every crisis lies an opportunity” and focused on two priorities: employee well-being and maintaining productivity. We introduced mental health programs, flexible working options, and one-on-one check-ins to keep the human connection alive. At the same time, we used digital tools to stay connected and crafted a compassionate rewards strategy. Balancing empathy with practicality helped ensure that our team felt supported and unified during a challenging time.
How do you adapt your leadership style to different cultures across Asia?
Leading across diverse cultures is like navigating a dynamic landscape—what works in one place may not work in another. I live by the mantra, “Flexibility is the key to stability.” In cultures like Malaysia or India, I provide clear direction and structure, as teams often look to leaders for guidance. But in egalitarian settings like the U.S., I shift to a more collaborative style, encouraging open dialogue and shared decision-making. It’s all about listening, adapting, and knowing when to lead and when to step back, ensuring every team member thrives.
Can you share insights on upcoming projects like your work with DTLBB and its impact on HR?
I’m deeply involved in a fascinating project with the Digital Transformation Leadership Black Box (DTLBB), where we’re reimagining leadership in the digital age. My research explores how investors perceive leadership during digital transformations, resulting in a fresh framework that breaks down the transformation journey into clear phases. This new approach equips leaders to better navigate the complexities of digital change and successfully implement initiatives. Another area I’m passionate about is the Human Capital Financial Statement (HCFS), a game-changer in HR reporting. Supported by ISO 30414 standards, it offers a transparent view of human capital’s value, helping investors assess its true impact on performance. By positioning human capital as a strategic asset, HCFS enhances decision-making and drives success in today’s digital landscape.
What core principles guide your HR leadership, and how do they show in your daily work?
My HR leadership philosophy is anchored in passionate energy, continuous learning, and adaptability. I believe that when you take care of your people, they’ll take care of the business. This means creating an environment where everyone can grow, learn, and thrive. In my daily leadership, I keep an open door for my team, encourage constant learning, and promote innovation. A prime example is MetaHRise, our Metaverse onboarding project,which immerses new hires into our culture from day one. I also emphasise continuous improvement, always looking for ways to elevate both individual and team performance, shaping a future of growth and collaboration.
Can you share a memorable experience from your pro-bono work in developing young talent?
“It started with a hesitant smile.” That’s what I remember most vividly about one student in a group of underprivileged youths I had the privilege to mentor. He was bright, no doubt about that, but burdened with self-doubt as if every step forward came with two questions: Can I do this? Do I even deserve to try? Over time, our mentoring sessions became a journey of rediscovery for him. Slowly but surely, I watched as that hesitant smile turned into confidence—he began to believe in his abilities and his future. The breakthrough moment? When he applied for a scholarship, something that once felt impossibly out of reach for him. When he secured it, I saw more than just joy in his eyes. It was a spark—proof that his world had shifted from hope to possibility. This experience echoed a quote that has stayed with me:
“The best way to predict your future is to create it.” For me, the heart of mentorship lies in this truth—empowering young people to craft their own stories. The thrill of watching someone realise their potential, watching them achieve what they once thought was unattainable, is beyond words. Moments like these fuel my passion for developing young talent–because every young mind we uplift is an investment in the future we all share.
How do you balance global HR practices with local strategies in Asia?
When it comes to HR strategy, “Think globally, act locally” is a principle I live by. While global best practices offer a strong foundation, they need to be adapted to fit local cultures across Asia. For example, feedback delivery must be sensitive in markets where saving face is important, ensuring it’s constructive and respectful. Wellness programs also need to resonate culturally, meaning a one-size-fitsall approach won’t work. Balancing global frameworks with local nuances requires ongoing learning and adaptation, ensuring HR strategies align with the unique values of each market.
