Category People Development Update

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BVC.asia Trusted by MEA to Lead the “MEA SMART People” Project

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BVC.asia Trusted by MEA to Lead the “MEA SMART People” Project – Empowering Talent Towards Global Utility Standards

BVC.asia has been entrusted by the Metropolitan Electricity Authority (MEA) to drive the “MEA SMART People” initiative — a strategic project aimed at enhancing the capabilities of MEA People to meet the standards of leading global smart utilities.

This transformative program is a cornerstone in MEA’s long-term vision to build an organization that excels in innovation, service excellence, and workforce readiness. The “MEA SMART People” project focuses on holistic development, covering areas such as leadership, communication, digital adaptation, and progressive organizational culture.

“We are honored to be chosen by MEA for this pivotal initiative. BVC.asia is committed to being a thinking partner and helping MEA’s people embrace the future with competence and confidence.”
— BVC.asia Executive Representative, Panit Thanya.

BVC.asia has collaborated closely with MEA leadership to design and deliver tailored learning experiences that align with the organization’s strategic goals and operational context.

More details:

To successfully elevate the capabilities of its workforce to a world-class standard, a structured, globally benchmarked approach is essential. The process begins with identifying and studying successful models from global metropolitan utilities, particularly in cities renowned for innovation and efficiency such as Singapore, Tokyo, and New York. These leading utilities offer valuable examples in areas such as Digital Utility Transformation, Workforce Upskilling and Reskilling, and the cultivation of a Customer-Centric Culture. By analyzing their strategies, it becomes clear that true transformation lies not just in technology adoption but in people readiness and cultural alignment. Once the exemplars are selected, the next step is to analyze their best practices and decode their success factors in detail. For example, global utilities have implemented robust Leadership Pipeline systems to ensure long-term continuity and strength in management. They have also embraced Agile Working Cultures, which allow for faster adaptation to market and technological shifts. In terms of technical capability, many employ a structured comparison of Strategic Competencies and Core Functional Knowledge to ensure their workforce is not only technically skilled but also strategically aligned with long-term organizational goals. These principles must then be carefully compared against the local organizational context to tailor an effective capability enhancement strategy suitable for the Thai utility sector.

Building on this analysis, organizations can then move forward by developing a capability-building framework aligned with global standards. A proven and effective model for workforce development is the 70:20:10 approach, which recommends that 70% of employee learning comes from hands-on job experiences, 20% from learning through others (e.g., coaching and mentoring), and 10% from formal training programs. This model ensures learning is continuous, embedded in daily work, and enriched by both structured instruction and collaborative environments. Complementing this is the design of a Learning Journey that aligns with a clearly defined Competency Map, tailored to different roles and growth stages. Central to this journey are future-oriented concepts such as Digital Literacy, Data Thinking, and a Sustainability Mindset, which are essential competencies for modern utility employees operating in an increasingly digital and environmentally conscious world.

To ensure that development initiatives are producing measurable results, it is crucial to establish Key Performance Indicators (KPIs) and Talent Indicators that are benchmarkable. Some globally recognized indicators include the Digital Maturity Index, which assesses how well individuals and teams apply digital tools and systems in their roles; the Leadership Readiness Score, which evaluates the strength and preparedness of leadership pipelines; and the Service Excellence Index, which monitors the effectiveness and customer-centricity of frontline operations. These indicators provide data-driven insights into where development efforts are succeeding and where further investment is needed.

Finally, sustainable transformation requires not only systems and training but also strong internal communication and the cultivation of a future-ready culture. Organizations must embed the concept of “SMART People” into everyday narratives, encouraging a shared vision that connects individual development to broader organizational goals. This includes consistent messaging from leadership, storytelling that celebrates progress and impact, and initiatives that reinforce new values and behaviors. A visible shift in culture—where learning, agility, and innovation are embraced at every level—becomes the foundation for long-term success. By integrating these five pillars—global benchmarking, strategic practice adaptation, competency-aligned frameworks, measurable outcomes, and cultural alignment—organizations can confidently uplift their people to operate at par with the best in the world.



BVC.asia ได้รับความไว้วางใจจาก MEA เดินหน้าขับเคลื่อนโครงการ “MEA SMART People” เสริมศักยภาพบุคลากร สู่มาตรฐานสากล

บริษัท บีวีซี เอเชีย จำกัด (BVC.asia) ได้รับความไว้วางใจจากการไฟฟ้านครหลวง (MEA) ในการร่วมดำเนินโครงการ “MEA SMART People” ซึ่งมีเป้าหมายเพื่อ ยกระดับขีดความสามารถของบุคลากรภายในองค์กร ให้มีศักยภาพทัดเทียมกับการไฟฟ้าของเมืองชั้นนำระดับโลก โดยโครงการดังกล่าวถือเป็นหนึ่งในยุทธศาสตร์หลักของ MEA ในการขับเคลื่อนองค์กรสู่ความเป็นเลิศทั้งด้านนวัตกรรม การบริการ และความสามารถของคน

โครงการ MEA SMART People ได้รับการออกแบบอย่างรอบด้าน ทั้งในด้านการพัฒนา แนวคิด ทักษะการเป็นผู้นำ การสื่อสาร การปรับตัวสู่ยุคดิจิทัล และการสร้างวัฒนธรรมองค์กรเชิงบวก โดยทีม BVC.asia ได้ร่วมวางแผนและออกแบบหลักสูตรอย่างใกล้ชิดกับหน่วยงานของ MEA เพื่อให้สอดคล้องกับบริบทขององค์กรและวิสัยทัศน์ระยะยาว

องค์ประกอบทางความรู้ที่เกี่ยวข้อง

1. ศึกษาและเลือกต้นแบบจากมหานครชั้นนำที่ประสบความสำเร็จ

  • Digital Utility Transformation
  • Workforce Upskilling & Reskilling
  • Customer-centric Culture

2. วิเคราะห์ Best Practices และถอดรหัสความสำเร็จ
นำเอาแนวทางที่พิสูจน์แล้วจากเมืองเหล่านี้ เช่น:

  • ระบบการพัฒนาผู้นำ (Leadership & Hot Skills Pipeline)
  • Agile Working Culture
  • Comparative the Strategic Competency and Core Functional Knowledge Training มาเทียบกับบริบทขององค์กรไทย และประยุกต์การยกระดับให้เหมาะสม

3. วาง Framework การพัฒนาศักยภาพ สอดคล้องกับ Global Standard

  • โมเดล 70:20:10 ในการพัฒนา (70% งานจริง / 20% การเรียนรู้ผ่านผู้อื่น / 10% การอบรม)
  • จัด Learning Journey ที่สอดคล้องกับ Competency Map
  • บูรณาการแนวคิด Digital Literacy, Data Thinking, Sustainability Mindset

4. สร้างตัวชี้วัด (KPI & Talent Indicators) ที่เทียบเคียงได้

  • Digital Maturity Index
  • Leadership Readiness Score
  • Service Excellence Index

5. สื่อสารและสร้างวัฒนธรรม SMART People อย่างต่อเนื่อง
เน้นการสร้างวิสัยทัศน์ร่วมให้บุคลากรเห็นภาพการเปลี่ยนแปลงชัดเจน เช่น

Future Skills, People Development Update

ทำความรู้จัก “Visual Recording” สกิลเทพ 2018 แค่กระดาษกับปากกาก็เปลี่ยนโลกได้ [Brand Buffet 2018 Apr]

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Panit was honored to give an interview to “Brand Buffet” after participating in important major events like Techsauce Global Summit 2017-2018, TEDx Bangkok, Startups Thailand and many other notable events in Thailand. (Visit Brand Buffet Archive page)
BVC Asia by Panit in Brand Buffetปุ่น พนิต วาดรูปถอดประเด็นจากรองนายกรัฐมนตรี ในงานด้านนวัตกรรม เขาได้ถ่ายทอดความคิดของภาพวาดหลังจากได้จับประเด็นเสร็จ
BVC Asia Graphic Facilitation, Visual Note, Visual Summary
Graphic Record, Visual Note
Graphic SummaryGraphic Record, Graphic FacilitationBrand Buffet, Panit Thanya, Graphic Facilitator Pioneer
Panit Draw his Visual Summary for Kbank in the Major Event of Digital DNA, and he also one of the Speaker in this event. This news from Popular Post in Brand Buffet

People Development Update

“Values”, Sensitive Matters CEOs Should Aware

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The COVID crisis has forced employees and executives to work from distinct locations, and employees start learning to work with a virtual team. Many corporate values focus on building beliefs in everyone in the company and tending to make decisions in the same direction to create consistency in work as well as to make it easier to manage change.

“Change happens faster than managing organizational change.”

Amornrat Suksayan

The key factor that makes corporate values is not just propaganda for leading organizational change or just a symbol of mass beliefs. But it is a crucial tool that leaders must apply by looking at the following “post-Covid” variables:

  1. Hybrid Workplace: Today’s workers don’t come together in real places every day. They have another private world that may shape their beliefs. In the past, we may only see differences in ethnicity or place of residence or professional beliefs, but today, their “family” is clearly contributing to their personal beliefs.
  2. Gender Diversity, Personal Taste and Self Confident: Preserving the individual right to believe something is an increasingly important concern for the new generation. Self-confidence is forged by a more expressive framework of self-confidence than any generation. Strategies for communicating values and making beliefs without coercion are especially important.
  3. Rapid business expansion or reduction: Core values in Asia emphasize stability and trust in the organization. “Unity” is the heart of success in many organizations. The volatility of mergers and acquisitions or even business dissolution/expansion creates situations that are contrary to the values that leaders are trying to refer to.
  4. Multiple Core Values: Employees in a temporary contract that hold the values of the parent organization.

Transformational trends require organizations to share common values that enable them to cope with business challenges in a way that people in their organizations feel empowered and believe they are always doing good for the organization.

Panit Thanya
Photo by Elina Fairytale from Pexels

However, having shared values ​​seems difficult because the above factors clearly indicate that employees value individual values ​​over shared values ​​of the organization. The key is that leaders do not view corporate values as corporate values but view them as personal values of everyone.