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Strategic Change LeaderMM Eksekutif – 46
Tjahjono Soerjodibroto14 Augustus, 2010
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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
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Total Kredit dan Kredit UMKM Per-Bank
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Sumber : Biro Riset InfoBank (birl), 2008
Tahun 2007
Tahun 2008
-20.000.000 40.000.000 60.000.000 80.000.000
100.000.000 120.000.000 140.000.000 160.000.000 180.000.000
(Jut
aRu
piah
)
Kredit yang diberikan Total kredit UMKM
-
20.000.000
40.000.000
60.000.000
80.000.000
100.000.000
120.000.000
140.000.000
160.000.000
180.000.000
(Jut
aRu
piah
)
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Pertumbuhan Total Kredit UMKM dari Tahun 2007-2008
Sumber : Biro Riset InfoBank (birl), 2008
28,7%
5
Rata-rata pertumbuha
n kredit UMKM
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Right Thing Wrong Thing
DoneWell
DonePoorly
RightProducts/Services
Death Trap DetourBusiness
Adjustment/Recovery
•Target market•Products/Services•Technology•Cost Structure•Competency, etc
Business Challenge Matrix
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What is your reaction and response?
NORMAL CONDITION (happen gradually):
A. Anticipative, orB. Unaware / Neglected and Denying
GLOBAL CRISIS (taken by surprise):A. Quick response thru Restructuring
and Alignment, orB. Denying and think we are still OK
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STaRS Model
Michael Watkins, The first 90 days
Reallignment
Sustaining-success
Turnaround
Start-up/New S-curve
DivestGagal Berhasil
Gagal
Berhasil
Gagal
Gagal (Start-Up)
Berhasil
Berhasil
Gagal (New S-Curve)
?
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UNDESTANDING THE CEO MIND
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Driver for Change from CEO perspective
Is there enough
market to grow?
CEO
Should we stick with the
current business
only?
Will share-holders agree for additional
capital?
Is there any other
alternative?
Should we go for IPO?
Can we enter new
markets?
Can we differentiate?
Should we form alliances
or acquire?
Do I know my customers?
Customers will have a
choice
Impact of the coming
deregulation?
How should we finance the expansion
plan?
Shareholder expectation?
Is my organization structured to
evolve?Should we continue to support low end market?
Are we ready to enter new business?
Who are my competitors?
Do I have the right team to cope with this
change?
New market opening up
Should we expand or diversify
Will they support our
new expansion
plan?
What should it look like? How fast?
How should roles be defined? How can we
restructure the cost?
Should we apply cross-
subsidy?
What should I do about my
cost of capital?
Can I compete?
Where should I source
future funds?
What will be needed for
preparation?
Is there enough market
opportunity? That I do know
How can I motivate and get commit-
ment?
That I don’t know
Can the business
evolve fast enough?
Can we lock our
customers?
New geographies
What do they want? Can we
compete?
Existing and new markets
Impact of new technology on
my cost base?
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Driver for Change
Organization Capital
Information Capital
Human Capital
TeamworkAlignmentLeadershipCulture
•Supply•Production•Distribution•Risk Management
Operation ManagementProcesses
•Selection•Acquisition•Retention•Growth
Customer ManagementProcesses
•Opportunity ID•R&D portfolio•Design/develop•Launch
InnovationProcesses
•Environment•Safety and Health•Employment•Community
Regulatory and SocialProcesses
Price Quality Availability Selection Functionality Service Partnership Brand
Product / Service Attributes Relationship Brand
Customer Value Proposition
Long-TermShareholder Value
Improved CostStructure
Increased AssetUtilization
Expand RevenueOpportunities
EnhancedCustomer Value
Lea
rnin
g
and
Gro
wth
Inte
rnal
Pro
cess
Cu
sto
mer
Fin
anci
al
Productivity Strategy Growth Strategy
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Business Process in Monetary Terms
MONEY TALKS ! PEOPLE LISTEN !
Source: Chase, et. al
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UNDERSTANDING THE CONSQUENCES
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DELAPAN LANGKAH PERUBAHAN
• 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
APAKAH SUDAH DIANTISIPASI KONSEKUENSINYA?
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ChangeChangeManagerManager
AsAsDirectorDirector
AsAsNavigatorNavigator
AsAsCaretakerCaretaker
As Coach/As Coach/NurturerNurturer
AsAsInterpreterInterpreter
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Characteristics of four different types of Change:
Change typeExpenses of
single exerciseLength of each
exerciseAmbiguity of
results
Continuous process improvement
Clearest Shortest (could be days)
Smallest
Process revolution
Product/service improvement
Strategic changes Largest Longest (could be years)
Most ambiguous
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Change Must be Complete
• Compelling Reason for change• Vision, Direction and Blessing• Champion and solid change team• Infrastructures and interactions• Supporting systems
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Huawei’s Management TransformationHuawei’s Management Transformation
CEO’s wisdom:
Be prepared since winter is coming
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Huawei’s Management TransformationHuawei’s Management Transformation
Huawei’s Value Transformation
China-based
Strong innovation ofProducts & solutions
Low cost R&Dresources
Leading supplier inemerging market
Global delivery capabilitieswith speed to market
Brings the best TCObenefits to customers
World class managementpractice
Widely accepted byhigh-end markets
Fully audited by multi-National operators
High quality, reliability& large-scale deployment
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Huawei’s Management TransformationHuawei’s Management Transformation
Huawei works with top management consultancies to bringWorld-class expertise to the company
IBM consulting
Human Resources & ESOPHayGroupTowers Perrin
PriceWaterhouseCoopers
IBM consulting
Integrated Product Developmentand Integrated Supply Chain
Financial Management
Quality Control
Organization Transformation
FhG
M E R C E R
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Customer Touch PointsCustomer Touch Points
Layanan ke customer dapat melalui beberapa service area :
Pre-journey Pre-flight In-flight Post-flight Post-journey
Layanan ke customer dapat melalui beberapa service area :
Pre-journey Pre-flight In-flight Post-flight Post-journey
Pre-journeyPre-journey
Pre-flightPre-flight
In-flightIn-flight
Post-flightPost-flight
Post-journeyPost-journey
1. Website (DQ) 2. Call Center (DE) 3. Sales Office (DI) 4. GFF Center (DI) 5. Service Center (DI) 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)13. Cabin Service (DN)14. Cabin Comfort (DE)15.Lavatory (DE)16.Onboard Catering (DN)17.In-flight Entertainment/IFE (DN)18.Amenity Kit (DE)19. Sales on Board (DF)20.Arrival Assistance (DO)21.Baggage Delivery (DO)22. Lost and Found (DO)
23.Customer Affairs (DQ)24.Loyalty Program (DQ)
SustainableGrowth
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
Focus on Turnaround 2008 - 2009
2006 Consolidation 2007 Rehabilitation
• 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
Strategy Map
Sur
viva
l
Tur
naro
und
Gro
wth
Revenue Growth
Increase Traffic
IndonesianHospitality
Best ValueFor Money
IndonesiaCulture/Service
Sharpen Segmented
Pricing
HighProductivity
ProfitableGrowth
Recruit NewStaff with
Right skills
ValueFor Money
AcquireNew Aircraft
ManageChannel
Effectively
On Time
Convenience
Safety
Reliable &Competitive
Reliable
AssetUtilization
OptimizeSubsidiaries ofIncrease value
BrandImageHealthy Capital
Structure
FLY - HI
ExpandNetwork
Effectively
Reliability
CostEfficiency
AssuredAircraftSupply
Well PlannedMaintenance
IncreaseResourcesUtilization
HighMotivation &
Discipline
ConserveFuel
SynergyWith Operation
ProcessStreamlining
ReduceWaste
SupplierSLA
ChangeCulture/Mind Set
DevelopLeadership/
Managerial Skills
ConclusiveWork
Environment
Reliable &Effective IT
Advertising Subsidiary
DomesticInternational Cargo Chartered/Hajj
Lear
ning
& G
row
thP
ersp
ectiv
eIn
tern
alP
ersp
ectiv
eC
usto
mer
Per
spec
tive
Fin
anci
alP
ersp
ectiv
e
1. Restrukturisasi Keuangan (Debt Restructuring Completion)
2. Restrukturisasi Neraca (Balance Sheet Restructuring)
3. Restrukturisasi Organisasi dan Human Capital (Organizational & Behavior Restructuring)
4. Reliability dan Keselamatan Pesawat (Aircraft Reliability and Safety)
5. Kenyamanan Pesawat (Aircraft Comfortability)
6. Meningkatkan Kualitas Pelayanan (Service Quality)
7. Konsep Baru dan peningkatan Kapabilitas Pemasaran (New Concept and Enhanced Capability of Marketing)
8. Image Recovery
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The most demanding part of company reform was to change the mindset of the middle 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 something or be 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
Problem with middle management?
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Remember Pendulum Effect
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7-S McKinsey
SHAREDVALUES
SKILL
STAFF
STYLE
STRATEGY
STRUCTURE
SYSTEMS
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UNDERSTANDING THE REJECTION(THE PSYCHOLOGY OF CHANGE)
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INN
OV
AT
OR
S
EA
RL
Y A
DO
PT
ER
S
EA
RL
Y M
AJ
OR
ITY
LA
TE
MA
JO
RIT
Y
LA
TE
AD
OP
TE
RS
DIE
HA
RD
S
# OF PEOPLE
TIME
People and Change
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Stakeholders = Customers
Executive, CEO
Transform the business
Leads in the competition
Reduce Cycle TimeStay nimble and
innovative
Line Manager
Make my numbersIncrease customer
satisfactionBetter controls
Stamp the competition
Training/HR Manager
Get them trained Cut cost
Satisfy the user department
Meet my plan target
Worker/Learner
Improve my skillEarn more money
Keep at leading edgeSimple procedure And not confusing
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Every individual are different…. Different treatment is the logical consequence…
Not AbleNot Able
Not KnowingNot Knowing
Not Not WillingWilling
Communicated and Involved
Educated and Trained
Counseled, Incentives, Special Treatment
Douglas K. SmithTaking Charge of Change
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’
How long and when it’ll be finished?
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FOUR KINDS of COMMITMENTS at FOUR LEVELS
SPIRITUAL COMMITMENT
INTELLECTUAL COMMITMENT and EMOTIONAL COMMITMENT
INTELLECTUAL COMMITMENT orEMOTIONAL COMMITMENT
POLITICAL COMMITMENT
CommittedHumanEnergy
Source: DICK RICHARDS, The Art of Winning Commitment
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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
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PENGALAMAN PENERAPAN PERUBAHAN: BIOFARMA
• 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
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PENGALAMAN PENERAPAN PERUBAHAN: PEGADAIAN• 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”
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PENGALAMAN PENERAPAN PERUBAHAN: WIJAYA KARYA (WIKA)• 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
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PENGALAMAN PENERAPAN PERUBAHAN: PENGAWAS BANK INDONESIA• 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
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PENGALAMAN PENERAPAN PERUBAHAN: SEMEN GRESIK GROUP• 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
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PENGALAMAN PENERAPAN PERUBAHAN: KORAN TEMPO• 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
Hope this sharing is a useful session