Let me at this stage turn to more open questions and give more personal reflections on how to increase this optionality: 3/5  BIS central bankers' speeches  The first option we’ll have to consider – at our March meeting – is the calendar of net asset purchases. Keeping them open ended from October would not be appropriate, as (i) as a principle, it ties our hands for too long: I said earlier that calendar based guidance shouldn’t go beyond some months in the prevailing uncertainty (ii) in substance, there is now much less reason to continue pressing the gas pedal while increasing our asset stock, as inflation is converging towards our 2 % target “from above”. I still believe it’s useful to have some transition between the end of net PEPP purchases in March and the end of net APP purchases: but this reduction could follow a bimonthly or monthly pace instead of a quarterly one, and APP purchases could therefore end in Q3, at some point to be discussed. In parallel, another way to enhance optionality could be to remove the word “shortly” from the forward guidance on asset purchases. This would be a possibility to break the quasi automatic temporal link between the two instruments whilst retaining the sequencing. Optionality would mean that the lift-off could possibly take more time, if warranted. This temporal decoupling could give more scope for fine-tuning, which is an advantage in uncertain times.
These include critical thinking and analysis, problem-solving, and skills in self-management such as active learning, resilience, stress tolerance and flexibility. For any organisation to grow and sustain change, strong, wellrounded leadership is critical. Not all these aspects can be gained through formal learning alone. It has to be reinforced through robust on-the-job mentoring and organisational-wide coaching culture. Finally, culture is at the heart of any organisation’s ability to transform and remain relevant. Ron Kaufman once said that when you “convince people, you will win their minds. Inspire people and you will win their hearts”. For organisations seeking to transform and become more adaptive and innovative, culture change is often the most challenging part of the journey. Any attempt to drive transformation is unlikely to succeed if there is resistance to the call for action. 2/3  BIS central bankers' speeches  As an organisation, Bank Negara Malaysia has also had to assess and reflect on how we work, and consider better ways to instil the desired norms and corporate culture. What we have consciously nurtured over time has been a strong collaborative culture. What we want to keep getting better at is to be open to experimenting more, learning from mistakes quicker, and deepening our coaching and feedback culture. Our policy mandates are stress-tested internally by a work culture where colleagues are encouraged to speak up and challenge one another so that we reduce blind spots.