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Strategic Change Leader MM Eksekutif – 46

Strategic Change Leader MM Eksekutif – 46. Tjahjono Soerjodibroto 14 Augustus, 2010. CHANGE FOR BUSINESS SURVIVAL. Industri Telekomunikasi: operator, hardware supplier Industri Infrastruktur: PLN Industri Airline: budget airline Industri Mobil: hybrid car Industri Peternakan: integrasi

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Strategic Change Leader MM Eksekutif – 46

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  1. Strategic Change LeaderMM Eksekutif – 46 Tjahjono Soerjodibroto 14 Augustus, 2010

  2. CHANGE FOR BUSINESS SURVIVAL • Industri Telekomunikasi: operator, hardware supplier • Industri Infrastruktur: PLN • Industri Airline: budget airline • Industri Mobil: hybrid car • Industri Peternakan: integrasi • Industri Farmasi: obat generik, kemasan • Industri Perbankan: UMKM • Industri Pertanian: organik, bio-fuel

  3. Total Kredit dan Kredit UMKM Per-Bank 4

  4. Pertumbuhan Total Kredit UMKM dari Tahun 2007-2008 Rata-rata pertumbuhan kredit UMKM 28,7% 5 Sumber : Biro Riset InfoBank (birl), 2008

  5. Wrong Thing Right Thing • Target market • Products/Services • Technology • Cost Structure • Competency, etc Done Well Right Products/Services Business Adjustment/ Recovery Done Poorly Death Trap Detour Business Challenge Matrix

  6. What is your reaction and response? NORMAL CONDITION (happen gradually): Anticipative, or Unaware / Neglected and Denying GLOBAL CRISIS (taken by surprise): Quick response thru Restructuring and Alignment, or Denying and think we are still OK

  7. STaRS Model Reallignment Turnaround Gagal Gagal Gagal Berhasil Berhasil Divest Gagal (New S-Curve) ? Gagal (Start-Up) Start-up/ New S-curve Berhasil Sustaining-success Berhasil Michael Watkins, The first 90 days

  8. UNDESTANDING THE CEO MIND

  9. What do they want? Can we compete? Can we differentiate? Is there any other alternative? Customers will have a choice Do I know my customers? Can we enter new markets? Should we go for IPO? Will share-holders agree for additional capital? Should we form alliances or acquire? Is there enough market to grow? New geographies Should we expand or diversify How should we finance the expansion plan? Should we stick with the current business only? Can we lock our customers? Can the business evolve fast enough? Impact of the coming deregulation? New market opening up Will they support our new expansion plan? Shareholder expectation? How can I motivate and get commit-ment? Do I have the right team to cope with this change? CEO That I don’t know Is my organization structured to evolve? What should it look like? How fast? Who are my competitors? That I do know Existing and new markets Are we ready to enter new business? Should we continue to support low end market? Impact of new technology on my cost base? How should roles be defined? Is there enough market opportunity? Where should I source future funds? What should I do about my cost of capital? How can we restructure the cost? What will be needed for preparation? Should we apply cross-subsidy? Can I compete? Driver for Change from CEO perspective

  10. Driver for Change Productivity Strategy Growth Strategy Long-Term Shareholder Value Financial Enhanced Customer Value Improved Cost Structure Increased Asset Utilization Expand Revenue Opportunities Customer Value Proposition Customer Price Quality Availability Selection Functionality Service Partnership Brand Relationship Brand Product / Service Attributes Operation Management Processes Customer Management Processes Innovation Processes Regulatory and Social Processes Internal Process • Supply • Production • Distribution • Risk Management • Selection • Acquisition • Retention • Growth • Opportunity ID • R&D portfolio • Design/develop • Launch • Environment • Safety and Health • Employment • Community Human Capital Information Capital Learning and Growth Organization Capital Culture Leadership Teamwork Alignment

  11. Business Process in Monetary Terms PEOPLE LISTEN ! MONEY TALKS ! Source: Chase, et. al

  12. UNDERSTANDING THE CONSQUENCES

  13. Kita Harus Segera Berubah! Membangun Koalisi Merumuskan Visi dan Strategi Perubahan Mengkomunikasikan Visi dan Strategi Memberdayakan Setiap Orang Ciptakan Kemenangan-kemenangan Kecil Menjaga Keberhasilan Membangun Budaya Baru DELAPAN LANGKAH PERUBAHAN APAKAH SUDAH DIANTISIPASI KONSEKUENSINYA?

  14. As Director Change Manager As Navigator As Coach/ Nurturer As Interpreter As Caretaker

  15. Length of each exercise Ambiguity of results Expenses of single exercise Change type Continuous process improvement Smallest Shortest (could be days) Clearest Process revolution Product/service improvement Strategic changes Largest Longest (could be years) Most ambiguous Characteristics of four different types of Change:

  16. Change Must be Complete • Compelling Reason for change • Vision, Direction and Blessing • Champion and solid change team • Infrastructures and interactions • Supporting systems

  17. Huawei’s Management Transformation CEO’s wisdom: Be prepared since winter is coming

  18. Huawei’s Management Transformation Huawei’s Value Transformation World class management practice China-based Strong innovation of Products & solutions Low cost R&D resources Widely accepted by high-end markets Leading supplier in emerging market Global delivery capabilities with speed to market Fully audited by multi- National operators Brings the best TCO benefits to customers High quality, reliability & large-scale deployment

  19. Huawei’s Management Transformation Huawei works with top management consultancies to bring World-class expertise to the company Integrated Product Development and Integrated Supply Chain IBM consulting HayGroup Towers Perrin Human Resources & ESOP PriceWaterhouseCoopers IBM consulting Financial Management FhG Quality Control M E R C E R Organization Transformation

  20. 1. Website (DQ) 2. Call Center (DE) 3. Sales Office (DI) 4. GFF Center (DI) 5. Service Center (DI) Pre-journey 6. Ticket Sales (Airport) (DF) 7. Customer Service Desk (DI) 8. GFF Membership Service (DQ) 9. Check-in Service (DN) 10. Transfer Service/Desk (DF) 11. Executive Lounge (DF) 12. Boarding Gate (DO) Customer Touch Points Pre-flight • Layanan ke customer dapat melalui beberapa service area : • Pre-journey • Pre-flight • In-flight • Post-flight • Post-journey • 13. Cabin Service (DN) • 14. Cabin Comfort (DE) • Lavatory (DE) • Onboard Catering (DN) • In-flight Entertainment/IFE (DN) • Amenity Kit (DE) • 19. Sales on Board (DF) In-flight • Arrival Assistance (DO) • Baggage Delivery (DO) • 22. Lost and Found (DO) Post-flight • Customer Affairs (DQ) • Loyalty Program (DQ) Post-journey 24 Customer Touch Points

  21. Strategy Map Sustainable Growth Growth 2010+ Competitiveness & Expansion To Intercontinental • 2008 • Finalize debt • restructuring, start of privatization process • Improvement in product and service • 2009 • Domestic/ regional competitiveness & expansion • Effective Privatization Turnaround Focus on Turnaround 2008 - 2009 2006 Consolidation 2007 Rehabilitation Survival • Cost efficiency/revenue improvement • Reduce negative cash flow • Pre arrange routes • Capital injection approved by government • On going debt restructuring • Product & service enhancement • Cost efficiency/revenue improvement • Positive cash flow/strengthen capital base

  22. FLY - HI Profitable Growth Brand Image Healthy Capital Structure Revenue Growth Financial Perspective Optimize Subsidiaries of Increase value Cost Efficiency Asset Utilization Increase Traffic International Domestic Cargo Chartered/Hajj Indonesian Hospitality Convenience Reliability Reliable & Competitive Customer Perspective Reliable On Time Best Value For Money Value For Money Safety Indonesia Culture/ Service Manage Channel Effectively Expand Network Effectively Assured Aircraft Supply Advertising Subsidiary Internal Perspective Reduce Waste Synergy With Operation Reliable & Effective IT Sharpen Segmented Pricing Well Planned Maintenance Acquire New Aircraft Increase Resources Utilization Process Streamlining Conserve Fuel Supplier SLA High Productivity Learning & Growth Perspective Recruit New Staff with Right skills High Motivation & Discipline Conclusive Work Environment Develop Leadership/ Managerial Skills Change Culture/ Mind Set

  23. Restrukturisasi Keuangan (Debt Restructuring Completion) Restrukturisasi Neraca (Balance Sheet Restructuring) Restrukturisasi Organisasi dan Human Capital (Organizational & Behavior Restructuring) Reliability dan Keselamatan Pesawat (Aircraft Reliability and Safety) Kenyamanan Pesawat (Aircraft Comfortability) Meningkatkan Kualitas Pelayanan (Service Quality) Konsep Baru dan peningkatan Kapabilitas Pemasaran (New Concept and Enhanced Capability of Marketing) Image Recovery

  24. Problem with middle management? The most demanding part of company reform was to change the mindset of themiddle management. The reason for this was simply that changes proposed by the senior management were acclaimed by the ordinary staff, while for the people in the middle, the changes meant that they would either lose somethingorbe forced to make some changes. Therefore, the most challenging part was to transform the attitudes of the middle management. Louis V. Gerstner Jr., the former CEO of IBM

  25. Remember Pendulum Effect

  26. 7-S McKinsey STRATEGY SKILL STRUCTURE SHARED VALUES STAFF SYSTEMS STYLE

  27. UNDERSTANDING THE REJECTION (THE PSYCHOLOGY OF CHANGE)

  28. # OF PEOPLE LATE ADOPTERS EARLY ADOPTERS EARLY MAJORITY LATE MAJORITY INNOVATORS DIEHARDS TIME People and Change

  29. Stakeholders = Customers Executive, CEO Transform the business Leads in the competition Reduce Cycle Time Stay nimble and innovative Line Manager Make my numbers Increase customer satisfaction Better controls Stamp the competition Training/HR Manager Get them trained Cut cost Satisfy the user department Meet my plan target Worker/Learner Improve my skill Earn more money Keep at leading edge Simple procedure And not confusing

  30. Every individual are different…. Different treatment is the logical consequence… Counseled, Incentives, Special Treatment Not Willing Educated and Trained Not Able Communicated and Involved Not Knowing Douglas K. SmithTaking Charge of Change

  31. How long and when it’ll be finished? Emotional Responses to Corporate Changes • Denial The ‘It won’t happen’ syndrome • Fear ‘When will it happen?’ ‘What will happen to me?’ • Anger ‘We’ve been sold out’ - Resentment towards those considered responsible • Sadness Mourning and grieving for what’s past • Acceptance Recognition of futility - positive approach starts to develop • Relief Things actually better than expected • Interest Increasing feeling of security • Linking Recognition of new opportunities • Enjoyment ‘It is really working out well’

  32. Committed Human Energy FOUR KINDS of COMMITMENTS at FOUR LEVELS SPIRITUAL COMMITMENT INTELLECTUAL COMMITMENT and EMOTIONAL COMMITMENT INTELLECTUAL COMMITMENT or EMOTIONAL COMMITMENT POLITICAL COMMITMENT Source: DICK RICHARDS, The Art of Winning Commitment

  33. RELA - PAKSA • DIPAKSA untuk BERUBAH agar menjadi TERPAKSA • Karena TERPAKSA harus BERUBAH, maka menjadi BISA BERUBAH • Setelah BISA BERUBAH, lama kelamaan menjadi BIASA dengan yang baru • Karena sudah menjadi BIASA maka tidak akan merasa ada PERUBAHAN

  34. Sense of Urgency Delisting dari WHO, Okt 2004 Visi: Rubah budaya indoor ke outdoor Upaya: Pengenalan Budaya di luar industri farmasi Benchmark ke industri farmasi lain K/s dengan pihak asing Short wins: Kepercayaan Arabio, Japan Polio Research, Bexter Diakui kembali oleh WHO, Okt 2005 PENGALAMAN PENERAPAN PERUBAHAN:BIOFARMA

  35. Sense of Urgency Pegadaian sebagai ukuran kemiskinan Visi: Menjadi Lembaga Keuangan yang modern & dinamis Upaya: Perbaikan sistem keuangan, sdm, logistik Benchmark ke perusahaan lain Perbaikan citra Budaya: “Merasa Dibutuhkan” ke “Kami Membutuhkan Masyarakat” Pertumbuhan adalah harga mati Short wins: Hasil audit Wajar Tanpa Syarat pertama kali Logo dan tampilan baru kantor Pegadaian Motto “Melayani Masalah Tanpa Masalah” PENGALAMAN PENERAPAN PERUBAHAN:PEGADAIAN

  36. Sense of Urgency Persaingan antar BUMN dan dengan swasta Visi: WIKA STAR 2010, Menjadi Pelopor di Jasa Konstruksi Upaya: Rubah pendekatan Human Resources ke Human apital Karyawan sebagai aset untuk didorong “Kekuatannya” Penerapan gaji dengan sistem merit, komponen insentifnya lebih besar Kultur Paksa Rela: Dipaksa agar jadi Terpaksa; Karena Terpaksa jadi Bisa; Karena Bisa alkhirnya jadi Biasa Penerapan NLP Short wins: Prestasi meningkat secara bertahap PENGALAMAN PENERAPAN PERUBAHAN:WIJAYA KARYA (WIKA)

  37. Sense of Urgency Banyak bank bangkrut setelah krismon, BLBI jadi beban Visi: Perubahan dalam Good Governance secara timbal balik BI dan industri Upaya: Pengawas: “Know your Bank” Bankir: “Know Your Customer” Pengawasan: dari “compliance based” ke “risk based approach” Benchmark: konsep baik dari satu bank dijual ke bank lain Kebijakan BI: dari Top Down (pemikiran BI semata) ke “diwacanakan” dahulu ke pasar Penerapan kewajiban sertifikasi “Risk Officer” untuk tiap bank dan diulang/update PENGALAMAN PENERAPAN PERUBAHAN:PENGAWAS BANK INDONESIA

  38. Sense of Urgency Saling berebut pasar padahal harus hadapi Kompetisi luar Visi: Defragmentasi untuk tingkatkan margin & cegah over-supply Upaya: Restrukturisasi Perbaikan Revenue Management, Cost Management dan Utilization Menghapus iklim “silo” Penerapan KPI yang jelas Motto: “Lakukan dari sekarang, lakukan diri sendiri, dan lakukan dari yang kecil” Short wins: Progress dari Restrukturisasi Peningkatan profit melalui efisiensi dan harga saham Persetujuan Rencana Pabrik baru Persetujuan Rencana Power Plant PENGALAMAN PENERAPAN PERUBAHAN:SEMEN GRESIK GROUP

  39. Sense of Urgency Distribusi ke Agen telat sehingga sering ditinggal Visi: Menjadikan bisnis Koran Tempo sebagai “cash cow” Upaya: Menghilangkan mitos ”cetak tengah malam” Ubah jam kerja Redaksi sehingga bisa naik cetak jam 23 Adakan Piket (hanya 5% dari Redaksi) untuk tampung bila masih ada berita malam yang penting (meledak) Short win: Koran Tempo tiba di Agen paling pagi Oplag di beberapa lokasi naik 2 kali Tantangan Baru: Pesaing bayar Agen untuk menahan Koran Tempo PENGALAMAN PENERAPAN PERUBAHAN:KORAN TEMPO

  40. Hope this sharing is a useful session

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