Bank Mandiri Syariah - Transformation Change HO

7/29/2019 Bank Mandiri Syariah - Transformation Change HO

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Transformation .

Prof. Rhenald Kasali, PhD

2010

FreemiumEffect

(Free of Chargewith premium

quality)

180 million

Mobile Phone(50% Smart

Phone)

US$ 3000Income/Cap

(End of

2010)

Entrepreneurship

Power

Behavior Zone

50,7 million

Informal/microenterprises

Cracking Zone

Spending Power

Competition PowerSocial Net.

Power

New Era of

C-Generation

New Generation

Power


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When Income/Capita US$ 3000

Generasi Muda Indonesia 180 Juta Ponsel, 50% diantaranya Smart Phone

(Socialnet Power)


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Tukang SomayLebay

Guru Be-Go


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Bank-Bank Lain Juga Berubah

Apa Yang Mereka Ubah?

Cute, Pet

Feed

Slow, No Threats

Fat

Cooperation

Wild

Hungry, Eager

Fast, Fights

Lean

Compete

Cat Cheetah


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Why Do We Need To Change

A

SUK

SES

WAKTU

B1Transformasi Turnaround

Kurva Kedua

B

Paradox Of Change:

Berubah atau Diubah


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Crackership

Diperlukan Crackership

Manager

Leader

Cracker Merubah Wajah Industri(Membongkar Rule of the game)

Merubah Keteraturan

(Tanpa Syarat)

Menciptakan Keteraturan(Memelihara sistem)

Karyawan Meng-ganduli


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Hasnul

Suhaimi

(XL)

Hasnul

Suhaimi

(XL)

Ibnu Soetowo

(Pertamina)

Ibnu Soetowo

(Pertamina)

Sostrodjojo

(Teh Botol Sosro)

Sostrodjojo

(Teh Botol Sosro)

Cacuk

EX-Indosat

(Telkom )

Cacuk

EX-Indosat

(Telkom )

Priyono Sugiharto

(Astra International)

Priyono Sugiharto

(Astra International)

Agus Ruswendi

(Bank BJB)

Agus Ruswendi

(Bank BJB)Emirsyah Satar

(Garuda Indonesia)

Emirsyah Satar

(Garuda Indonesia)

Example of

Crackers

Vaughn Beals(Harley Davidson)

Herb Kelleher(Southwest)

Sam Walton( Wall Mart)


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Case:Garuda Indonesia


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Don't know much about the airline,beyond knowing friends andfamily who tell me they willnever fly this airline because ithas a terrible safety record,

Have not written about this airline but on a personal level, flew with

Garuda twice to Denpasar. While price-wise, it was the bestdeal at that time, service could have been better. They ranout of blankets, it was hard to get the stewardess

attention and last minute changes were made to thedeparture gate but little effort was made to relay this to

passengers

My perception of Garuda isnt a positive one. Theban from EU remains in effect and it isnt clear

understand it will retrofit its A330s but thisis just cosmetics, in my opinion. The

company says it plans to do an IPO but weve heardthis many times and few investors (if any) areinterested in Garuda. The arrival of the 8737-800s in2009 should help improve frequencies and possiblyreduce costs but is this nothing to shout about

Financial Analyst

Singapore


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Case Garuda Indonesia

GarudaAir Asia JetAirways

CathayPacific

KoreanAir

Revenue Growth (%) 2009

SQAir Asia Garuda Air

New Zealand

Qantas

EBITDA Margin(%) 2009

AirChina

VirginBlue

Asiana AirNew Zealand

MalaysiaAirlines

AsianaMalaysia

Airlines

Air

China

Jet

Airways

Virgin

Blue


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Passanger Load Factor (%) 2009

SQChina

Airlines

Air

China

Garuda Thai

Airways

Qantas

Airways

Air

New Zealand

Eva

Air

Virgin

Blue

Cathay

Pacific

But,Perubahan Tidak Bersifat Linear

AB

C

D

ZZZZ

Perubahan Linear

Informal

Formal

Centralized

Decentralized

Perubahan Baik


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Atau

Vicious Cycle

Centralized

Decentralized

Formal

Informal

Kembali ke titik Nol?

Ketika Garuda Menyatukan SistemOperasi


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Case:

XL


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Kondisi

2002-2006

Catatan: RPM = Revenue per Minuteatau Tarif per menit;MoU/sub/mth = Minutes of Use per Subscriber per month

Sumber: XL-Axiata

0

10

20

30

40

0 100 200 300 400 500

Total MoU/sub/mth(Waktu percakapan per pelanggan per bulan)

RPM*) (US )Tarif Per Menit

India

Taiwan

Singapore

Thailand

Indonesia

2002

2006

Relative Position The Three LargestMobile Operator

Operator# Customers

Q2 (2006)

Telkomsel 29,3 M(56,8%)

Indosat 13,9 M(26,9%)

XL 8,4 M(16,3 %)

Total 51,6 M(100%)


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Business Model

Low Price

Hi Volume

Hi Frequency

Low Cost

Lean & Simple

115

23

47

22

TelkomIndosatTelkomselXL

Sumber: Company Annual Report masing-masing operator, 2006-2009

Revenue Growth(%)

2006-2009


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142

2920 18

XL TelkomIndosatTelkomsel

Sumber: Compa ny Annual Report masing-masingope rator, 2006-2009

EBITDA Growth (%)2006-2009

136

153 11

XL TelkomIndosatTelkomsel

Sumber: Compa ny Annual Report masing-masingope rator, 2006-2009

EBIT Growth (%)

2006-2009

Jumlah Menara BTSMasing-masing Operator

2005 2006 2007 2008 2009

Telkomsel 9895 16057 20858 26872 30992

Indosat 5702 7221 10760 13662 16353

XL 4324 7260 11157 16729 19349

Tahun

Operator


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Organization & People

FEL

(Fast, Eager, Lean)


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Pemegang Saham&

Pemangku Kepentingan

Direksi&

Manajer-Karyawan

Titik KepercayaanCrackers Position:CEO dan Komisaris

Utama

Organization Model

(Tembok Yang Kuat)

Level ofLeadership

Level 1 Posisi (Anda jadi bos karena SK)

Bawahan bekerja karena diharuskan, diawasi(Anda memimpin dengan otoritas)

Level 2 Permission (Relationship)

Memimpin dengan hati, meaningful relationship(Memimpin dengan perhatian dan sentuhan)

Level 3 Production (Results)

Memimpin dengan hasil/kinerja

Level 4 People Development

(Reproduction)

Menumbuhkan pribadi-pribadi

menjadi pemimpin

Level 5 Personhood

Respek, Guru, Spiritual

Loyalitas&

Influence

Foundation:

Love

Admires

Loyal

Respect


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Luck is Somewhere when

opportunitymeets

preparation.

SenecaRoman dramatist, philosopher, & politician (5 BC - 65 AD)

Lakukan Change


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1. Melihat Bergerak Selesaikan

Melihat Bergerak Menyelesaikan

Gagal Melihat Gagal Bergerak Gagal Menyelesaikan

2. TransformasiBisnis Proses


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Myelin

Myelin


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VS.KA Jabotebek

KA Shinkansen

Brain Memory

(lokomotif di kepala)

Brain & Myelin(lokomotif di setiap titik)

5. Syarat Perubahan

Change = f(VxOxSxIxRxA1xA2)

Vision

Open Mind

Skills

Incentives

Resources

Alignment

Action Plans


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Vision

Open Mind

Skills

Incentives

Resources

Alignment

Action Plans

Vision

Open Mind

Skills

Incentives

Resources

Alignment

Action Plans


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Vision

Open Mind

Skills

Incentives

Resources

Alignment

Action Plans

Vision

Open Mind

Skills

Incentives

Resources

Alignment

Action Plans


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Vision

Open Mind

Skills

Incentives

Resources

Alignment

Action Plans

Terima Kasih

Documents

Bank Mandiri Syariah - Transformation Change HO