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A Journey of Learning, Leading and Serving(Personal Experience)
GI Net Seminar, Universitas ATMA JayaJakarta, 15 May 2012
Y.W.JunardyPresident Commissioner - PT Rajawali CorporaPresident - Indonesia Global Compact Network
Learning 1 – The art of survival (1968)
Student & Lecture Assistant - Univ. Krisnadwipayana (1968-1970)
Casino Worker - Jakarta Fair(1968-1969)
Cigarette ‘canvasser’ - Street Rombong (1968-1969)
Teacher in biology - SMA Sari Putra (1969-1970)
Learning:
Survival forces you to be decisive
Adapting to multi-environments
Managing multi-tasks
Living in 3C (Casino, Cigarette, Cafe)
From most admired to nearly breakup
1983 1992
Learning 2 – From IBM to IBM MDT*(1970 – 1995)
…to new IBM
2000
*)Market Driven Transformation
Going thru the Waves of Change
Personal experience in the wave of transformation from IBM Indonesia to PT USI/IBM to PT IBM Indonesia (1970-1995)
* Shifting from Systems Engineering to Management* International assignments (HK, NYC, TYO)* From Systems Operator to CEO
Learning from difficult times:* Pertamina collapse (1974)* Transition to PT USI/IBM (1978)* Devaluation (1986)* IBM shake up (1993)
Learning from Business Environments* From “snow white” to many players * From proprietary to open system environment* From mainframe to personal systems* From big customers to personal users
Business Strategy and Leadership Challenge
Business Strategy – “GO TO MARKET”* From Defensive Strategy to Survival to Offensive * From Technology push to Market-Driven oriented* From Hardware to Software Services* From Service excellence to delighting customer* From Telling to Listening
Leadership Challenges:* Managing transition * Managing workforce morale esp. during difficult time* Managing communication country - HQ* Managing customer expectation* Managing image
Transformational Leadership as “Defender”
Learning 3 - Moving to Banking (1995)
Learning to manage self-change: From MNC to National CompanyFrom technology to bankingFrom solution provider to user
Retail banking – Integration of finance, retail and technology
Support Palm Plantation development Branch expansion and technology deployment Learning the importance of “funding” in
business.
C&C Revolution continued
End of monopoly, more players
Highly competitive market, Capital intensive
Total mobile users in Indonesia was 5 mio with potential of 100 by 2010.
Technology innovation
Customer’s focus : Price, Quality and Coverage with a strong focus on Price
ARPU trends lower, Business Solutions up
From Voice to Contents
Not Equal Playing Field in terms of Regulations (Most Regulated Business)
Learning 4 -The XL Story (1997) Returning to technology
Positioning XL as the “new challenger”
Indonesia Cellular Industry
Cigarette ManufacturerManufacturing & Distribution of Bentoel’s products: Bentoel Biru,
Bentoel Mild, Bentoel Merah, Star Mild, Prinsip, Country, Inter Biru
Cigarette DistributorSole distributor of Philip Morris
Indonesia’s products : Marlboro, Long Beach, L & M
Bentoel Group
Vol Approx 50% Vol Approx 50%.
X-mild, Sejati, Rawit, Ravvit. Club Mild+
Learning 5 - The Bentoel Story (2000)The Art of Business Restructuring
Company Turn-around - Spin off to BAT on 2009
1. Comprehensive Marketing Strategy (CMS)
2. Quest For Innovation (QFI)
3. Digital Business Design (DBD)
Launching Strategic Initiatives
4. Total Production Maintenance (TPM)
5. Human Resource Development (HRD)
6. Operation Excellence
7. Good Corporate Governance (GCG)
8. Baldrige Assessment for Performance Excellence
Learning 6 – Rajawali Transformation
The Beginning
Developing
Restructuring 1
EconomicCrisis
Institutionalization
Diversification
Rajawali Corp.BentoelXLMetroExpressSheraton/NovotelNet2CyberRCTI
BentoelXLMetroExpressSheraton/NovotelRCTIGuardianTelekomindoBank PosLTDC
RWBU (Timah)
1980 2000 2010
InternationalPlayer
RajawaliCorp.
Rajawali HoldingPlantationMiningTransportationHotel/PropertyInfrastructureServicesCement
Entrepreneurial Conglomeration Corporation Investment Holding
Restructuring 2
1990
Why “Turn Around” ?
Future VisionNew ParadigmsKnowledge EconomyInnovation and Breakthrough
Interpolation
The Beginning
Developing
EconomicCrisisDiversification
Decline – Loss – BankruptProduct obsolescenceIneffective operationsMismanagementCompetitionRegulationsEnvironmental issuesProject fiasco
New StrategiesProduct InnovationExploit technologyConducive cultureSustainability (ESG)
Leadership Problem
Leadership Challenge
BELAJAR atau bekerja dengan passion dan sepenuh hati menciptakantenaga yang luar biasa untuk melakukan sesuatu extra-mile. Sukses bukandiukur dari kenaikan pangkat, tapi dari prestasi kerja (hal 81)
Kita bisa belajar dari masa-masa yang bagus, tapi kita justru diuji danbelajar lebih banyak pada masa sulit (hal 135)
LEARN from your customers, competitors, partners, boss, staffs, friends…Learn from your kids!
LEARN beyond your assigned responsibility
Formal education vs On the job training
Passion to Learn
Y.W.Junardy: Full Circle – Managing
Through Learning Leading and
Serving
LEARNING is a lifetime efforts. It is the source of knowledge and wisdom
"I don’t divide the world into the weak and the strong,
or the successes and the failures... I divide the world
into the learners and non-learners"
Benjamin Barber
Leadership 1 - Developing leadership capability
1. Personal LeadershipPrinciple-centered, 7-Habits (Covey), Leadership Challenges (Kouzes & Posner),
On Becoming A Leader (Bennis)
2. Interpersonal LeadershipPrinciple-centered, 7-Habits (Covey), Leadership Challenges (Kouzes & Posner),
On Becoming A Leader (Bennis), Articulate Executive (Chris Argyris), Creative Leadership (CCL)
3. Organizational Leadership4-Roles of Leadership (Covey), Effective Executive (Peter Drucker), On Leadership
(Kotter), Leadership Development Model (DDI), Creative Leadership (CCL)
Deploy Effective Leadership & Management. Both are necessary for success of the company.
Leadership is about “coping with growth/change”It deals with the need to respond to the more competitive and more volatile business environment. More change always demands more leadership in order to ensure to “Do the Right Thing”.
Management is about “coping with complexity”It deals with practices and procedures in order to ensure effective operation – “Do Thing Right”
Leadership 2 - Leadership and Management
Leadership 3 – Managing by Values (MBV)
Board of Directors
President
Rest of the organization
COMPANY VALUESBuilding new culture by inculcating the new company values:
1.Redefining the VALUES.
2.Teach the VALUES.
3.Implement the VALUES.
4.Live by the VALUES.
In a company that truly managed by its values, there is only one ‘boss’ – the company values.
(As opposed to Managing By Rules)
Values as the Company Guiding Principles
Vision/Mission
Business Strategies & Plans
Initiatives / programs
Business Results
Audit
Corporate Values
Business Conduct & Operating Guidelines
Socialization / Buy in
Implementation
Audit
Transforming a ‘swamp-like’ culture (adversaries, legalism,protectionism, politics, and distrust) into an ‘oasis’ culture
(openness, trust, accountability, respect).
TRANSFORMATION FUNDAMENTAL CHANGE
STRATEGIC INTENTION
HOLISTIC APPROACH
Leadership 4 - Cultural Transformation Leadership
IBM Survival Period - Transactional Leadership - Transformation Leadership
XL - Growth Leadership- Creating the culture
Bentoel Group - Renewal, revitalization- System-forced cultural transformation
Sheraton/Metro - Managing Global BrandExpress Taxi - Societal LeadershipRajawali Corp. - Institutional Leadership
- Entrepreneurial LeadershipPlantation - Investment & organization set upSemen Gresik - Value creation
Leadership 5 - Deploying Leadership Style
The Creative Challenger Brands that Work:
The XL Story
The Art of Business Restructuring:
The Bentoel Story
Managing Global Admired Brand:
The Sheraton/St Regis Story
Creating Value in Partnership with BUMN:
The Cement Gresik Story
Corporate Social Responsibility Linkage:
The Express Taxi Story
Global Partnership for Development:
The Rajawali Foundation
The Execution
Hakekat perubahan bukan hanya memindahkan atau mengubahsuatu benda, tetapi mengubah dan membawa manusia ke dalamsuatu lingkungan baru yang diinginkan (hal 221)Dalam sebuah perubahan, pemimpin haruslah berada di barisanterdepan. Dia mungkin tidak mengerti hingga aspek teknis dandetail, tapi kehadirannya akan meninggikan moral karyawan (hal224)Motivasi akan tumbuh jika ada persepsi yang sama, nilai-nilai yang sama, serta harapan-harapan yang sama pula (hal 169)Dalam keadaan krisis, kita akan mengetahui siapa leader yang sebenarnya (hal 170)Dalam proses memimpin, saya berusaha memberi pelayanan yang terbaik kepada karyawan dan pelanggan (hal 195)
Leadership Wisdom
Y.W.Junardy: Full Circle – Managing Through Learning Leading and Serving
ATSI
Permanin
Current
Past
Profession Comdev/CSR Arts
Serving the Community
Pondok Kasih
We make a living by what we getWe make a live by what we give
Winston Churchill
What influences Your Leadership?
Education Background
CommunityLocal/CityOverseas
Corporate EducationProgram
Hard/Soft skillsCorporate
Values/CultureWork Env.
Corporate Works
Cross Functions
Cross Boarder
Social Env.
CulturalBackground
FamilySociety
Religion, etc
Your Leadership Philosophy
Q. Are Global Leaders made or born?
Serve Lead
Learn
Source: Managing Corporation Through Learning, Leading and Serving - Junardy
(Global) Leadership Characters
Clear vision and global strategic mindset Long term view orientation Sensitivity to different culture Outgoing, adaptive and flexible personality Entrepreneurial spirit Goal and growth oriented Teamwork Live by Corporate Values and Culture Commitment to the Ethical Leadership Principles Caring to the Environment and Community
National Laws Regulations
International Laws
Human Rights Principles
Labor Rights
Corporate Values and Business Conducts
Fair and Transparent Business Deal
Norms and Tradition of the Community
Environmental Protection
1
3
2
8
6
5
4
7
Ethical Leadership Principles
Understanding and compliance to:
People
Planet
Profit
Making Profit with Principles
United Nations Global CompactVoluntary movement, Corporate Leaders, Educational
Institutions and NGOs in the world who are committed to implement the UN Global Compact 10 principles and
supporting the UN program.
Business Ethics Human Rights (2 Principles)
Labor (4 Principles)
Environment (3 Principles)
Anti-Corruption (1 Principles)
Global Leadership Skills
Understanding of local business practices. In depth Industry knowledge Interpersonal and organizational leadership Communication ability (English and or Mandarin) Visibility to those who makes decision. Exposure to local culture and environment International education is advantage Broaden knowledge in order to be able to relate with
others about any subject
Summary:
Characters – Ethical Principles - Skills
1. Understand your own personality - Be yourself !
2. Set your personal vision and values as your direction (Review and update periodically!)
3. Leader is an ordinary person with extraordinary action – courageous, consistent and persistent.
Leadership characters of bonsai artist: nurturing, caring, endurance, adaptive to change, attention to detail, ethical
4. Leader Leads people make thing happen – motivation, loyalty, dedication and competence
5. Continuous learning is essential for personal growth (sharpening the saw)
6. When you lead, you serve your people, customers and community etc (Servant leadership)
7. Common culture and values create sense of unity & pride.
8. Success is a journey…not the ending purpose
Leadership start from your inner-self
Today, in theAge of the Individual,
you have to beyour own brand.
You are the CEO of Me Inc.
To be successful, you have to market yourself
-Tom Peters-
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