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GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
GI Net 7 - Global mind, local act: The art of change leadership
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GI Net 7 - Global mind, local act: The art of change leadership

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Best practices on change leadership on Indonesian context, based on interview with 20+ Indonesian C - level executives. Materials presented during the 7th GI Net: on December 18, 2012, by Dr. Hana …

Best practices on change leadership on Indonesian context, based on interview with 20+ Indonesian C - level executives. Materials presented during the 7th GI Net: on December 18, 2012, by Dr. Hana Panggabean

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  • 1. A Global Indonesian Network Series GLOBAL MIND, LOCAL ACT: THE ART OF CHANGE LEADERSHIP Dr. Hana Panggabean, Prof. Dr. Hora Tjitra, & Dr. Juliana Murniati December 2012Monday, December 17, 12
  • 2. FundingPartner-GlobalChangeAlliance(GCA) Global Change Alliance (GCA) •All consultancies of the GCA work on the basis of a Senior Expert structure of consultants •All in all the GCA-platform comprises about 125 people •Our work is based on the congruence model of organizational change (developed in the USA) •Our partners are: - C4 Consulting, Germany (Duesseldorf) - Ascend Partners, France (Paris) - Comma Consulting, Great Britain (London) - Veritas Partners, LLC, USA (New York) - Tjitra&associates, China (Shanghai) • www.globalchangealliance.com Zhejiang University Columbia University Atma Jaya Catholic University Hangzhou, China New York, USA Jakarta, Indonesia Tjitra Management Consulting Hong Kong ■ Shanghai ■ Jakarta ■ Hangzhou Global Indonesian Network / 2012, December 2Monday, December 17, 12
  • 3. Learningtoknoweachother Who are you and your role in your organization? What are the main interest of your organization on the topic of our roundtable discussion ? Would you mind to share some highlights of your recent experiences in leading and managing change ? Global Indonesian Network / 2012, December 3Monday, December 17, 12
  • 4. Agenda Our Research of 1 Leading & Managing Large Scale Change 2 Methodology and Participating C-Executives 3 Insights from the CEO: Art in Change Leadership 4 Grooming Global Leaders for Indonesia Global Indonesian Network / 2012, December 4Monday, December 17, 12
  • 5. Successfulorganizationaltransformationand changemanagementrequiremultipleapproaches Influencing factors in order of relevance to success (C4 Consulting, 2007) • Strategic change failures are commonly related to Insufficient commitment of the 61% human issues, not technical leadership team issues (Kotter & Cohen, 2002). Unclear objectives and visions 56% of the change process Lack of leaders’ competence in 56% • The study in Chinese professionally dealing with context reveals the most Disunity on the top leadership 56% challenge during the level (no one-woke approach) change management in Chinese enterprises is lack Lack of support from the line 52% management of competent talents (Wang, 2003). Incomplete or delayed 50% information to the employees • The survey from German Insufficient support in coping with fears and resistance 46% leading companies found the reasons for the failure Neglect of psychological 43% in managing large-scale factors during project planning change are relevant with soft issue, inconsistency of Insufficient human resources 37% change objectives Lack of trust in communication (C4 Consulting, 2007). between employees and 36% Very relevant or management essential 0 10 20 30 40 50 60 70 Global Indonesian Network / 2012, December 5Monday, December 17, 12
  • 6. TheEightCriticalStagesinTransformations 1 Establishing a sense of urgency 2 Forming a powerful guiding coalition 3 Creating a vision 4 Communicating the vision 5 Empowering others to act on vision 6 Planning for and creating short-term wins 7 Consolidating improvements and still producing changes 8 Institutionalizing new changes Source: Kotter, 2000, Leading Change:Why transformation efforts fail Harvard Business Review Global Indonesian Network / 2012, December 6Monday, December 17, 12
  • 7. “Bigstories”ofchangeinorganizations Garuda Indonesia IBM Mandiri Xerox Nintendo Change is Leader ! Global Indonesian Network / 2012, December 7Monday, December 17, 12
  • 8. Leadership is not culture free! ๏ Leaders grow up in specific cultural context, in which they learn and develop their value system. ๏ The influence of leaders own value system in behavior is inevitable. ๏ Leaders work in cultural contexts which may or may not be the same with theirs. Studies on leadership and culture Hofstede’s cultural dimensions GLOBE Studies:leadership across 61 cultures Global Indonesian Network / 2012, December 8Monday, December 17, 12
  • 9. IndonesianLeadershipStyle 77 78 80 73 Hierarchical Acceptance ? 60 53 66 90 83 46 44 % Yes 38 70 40 68 27 23 17 18 50 20 10 % Yes 42 43 45 31 34 34 0 30 26 en U ds SA k in Be land m Fr ny ce ly Sp ia n n ar ai pa 23 17 Ita ita s iu n a an ed ne m rla lg m Ja Br er en Sw do er he itz at D G In Sw et re N G 0 Country SA y en s Sp in n ly e n C ia Role of managers as experts ? an nd ai nc pa Ita PR ita es ed U m rla a Ja Br on Fr Sw er he d at G In et re N G Country “Ing ngarsa sung tulada The “Bapakism’ style Leader is a father figure, head of the family, supporting, Ing madya mangun karsa caring, unconditional acceptance rather than strong directing tut wuri handayani “ (Tjitra, Panggabean, Murniati, 2012; Brandt, 1997) Ki Hajar Dewantara Smoothness, calmness, subtle, avoid harshness –’halus’ (Tjitra, Panggabean, Murniati, 2012) Indonesian leaders scored highest in the dimension of consideration for others in comparison with leaders from ASEAN founder countries (Malaysia, Singapore, Thailand, and the Phillipines) Taormina and Salvarajah (2005). Global Indonesian Network / 2012, December 9Monday, December 17, 12
  • 10. Agenda Our Research of 1 Leading & Managing Large Scale Change 2 Methodology and Participating C-Executives 3 Insights from the CEO: Art in Change Leadership 4 Grooming Global Leaders for Indonesia Global Indonesian Network / 2012, December 10Monday, December 17, 12
  • 11. Leading&ManagingLargeScaleChange RESEARCH OBJECTIVES: •Attempting to understand more deeply where leaders’ successes and failures exist in leading large scale change – through their own report of self learning as well as their assessments of their organization’s capacity to change. •Understanding the human dilemmas the leaders faced when becoming the leader of a large scale change, also looking at the kinds of solutions that address these dilemmas. •Capturing the challenges of change as represented by both the leader and the organization. Qualitative In-Depth Interviews Quantitative Online Survey EXPECTED RESULT: •Systematic study on the challenges of change, especially success and failures in leading large scale change.Comprehensive and systematic findings on the current dilemmas and contradiction that leaders faced in leading large scale change, also with the potential solution. Global Indonesian Network / 2012, December 11Monday, December 17, 12
  • 12. ParticipatingCEOandC-LevelExecutivesinIndonesia Global Indonesian Network / 2012, December 12Monday, December 17, 12
  • 13. OverviewoftherespondentsinIndonesiaandSingapore Job$Position Amount Industry Amount CEO / Chairman 15 Finance / Banking 6 C - Level / Commissioner 4 Conglomerates 2 EVP, SVP & VP 3 FCMG 2 Organizational$Type Amount Manufacturing 1 Multinational Company 5 Trading / Retail 4 Asian SME 4 Specialist Asian Large Company 12 (Construction, Pharmaceutical, 6 Technical Services) Global Indonesian Network / 2012, December 13Monday, December 17, 12
  • 14. ParticipatingCEOandC-LevelExecutives inFrance,GermanyandtheUS Global Indonesian Network / 2012, December 14Monday, December 17, 12
  • 15. GroundedTheoryAnalysis supportedwithAtlas.tiQDASoftware Global Indonesian Network / 2012, December 15Monday, December 17, 12
  • 16. Agenda Our Research of 1 Leading & Managing Large Scale Change 2 Methodology and Participating C-Executives 3 Insights from the CEO: Art in Change Leadership 4 Grooming Global Leaders for Indonesia Global Indonesian Network / 2012, December 16Monday, December 17, 12
  • 17. CHANGEFRAMEWORK TwoSides  of  OneCoin   Strategic  Planning  &  Change  Leadership Stages of Change (WHY and WHAT) Strategic Planning Sustainable System Get the Buy-in from the TOP One Team, Merakyat Passion for One Voice Learning Leadership Tools Change Leadership (HOW and WHO) Global Indonesian Network / 2012, December 17Monday, December 17, 12
  • 18. PassionforLearning ๏ Change is identical with learning ๏ Technical excellence resulted from prior tracks pave the way for learning, provide sense of confident and esteem. ๏ Learning is adapting. ๏ Abundant learning strategies and patience. Becoming Role Model (Panutan)- ‘Start with me’ rather than “Me too” . Global Indonesian Network / 2012, December 18Monday, December 17, 12
  • 19. “Saya hadapi kenyataan pahit itu dan berani mengakui bahwa kita gagal, berani menyatakan bahwa kita tidak tahu. Contohnya pada saat kami mau mulai mengembangkan bisnis baru, divisi consumer. Pada saat itu kami berkumpul dalam satu ruangan dengan 200-an orang., lalu saya bicara dalam ruangan itu ‘Yang mengerti consumer business itu siapa sih?’ Yang jelas bukan saya, melainkan orang-orang baru yang kita rekrut. Orang- orang yang usianya masih muda.Tapi, baru ketemu kita saja mereka sudah takut. Sehingga akhirnya saya katakan, ’We must learn from them.” “Saya kan harus banyak belajar lagi. Saya tidak pernah belajar mengenai sekolahan. Kalau membangun gedungnya, saya tahu, gampang. Tetapi sekarang, saya diminta membangun sekolahan dan isinya. Waduh, Erwin Tenggono, kurikulumnya, guru-gurunya, tantangannya apa ya? Terus buat model bisnisnya Presiden Direktur PT Anugrah Argon Medica itu bagaimana ya? Minusnya berapa tahun ya? Nah, itu kan saya nggak tahu Pak, jadi itu yang harus saya pelajari.” Courage Janti Komadjaja CEO Total Bangun Persada to become “the learner” Global Indonesian Network / 2012, December 19Monday, December 17, 12
  • 20. GlocalCase: Technical)excellence)for)you “The next process is your customer” The culture-adequate motivation key Personal achievement with empathy Budi Setiadharma, Presiden Komisaris PT Astra International Global Indonesian Network / 2012, December 20Monday, December 17, 12
  • 21. OneTeamOneVoice ๏ Communicating the change, socialization is key. ๏ Critical issue: acceptance ๏ Be in Charge! – taking responsibility ‣ Personal encounters ‣ Road Show ‣ The presence of leader Relationship-oriented ๏ Management sharing ๏ Data as common language ๏ Authenticity & Self Confident Global Indonesian Network / 2012, December 21Monday, December 17, 12
  • 22. “Saya sampai harus menuntun (dan mengajak) mereka “Jangan tanggung, once you hit on the untuk bikin planning. ‘Ayo bikin planning sama-sama. gas pedal jangan (katakan): ‘Aduh, Yuk, kita susun sama-sama sampai keluar angkanya.’ kayaknya nggak jadi deh, kayaknya Begitu keluar angkanya, saya terus bilang ke mereka, nggak mungkin ini.’ ‘Oh, kalau angkanya seperti ini, berarti tahun ini berarti Jangan begitu. You just go full speed at it! harus mencapai sekian, tahun ketiga berarti harus sekian, Karena kalau ragu, mundur lagi, nanti dan tahun keempat sekian…” orang lain akan challenge you lagi. I think you just got to be certain, with a straight face and saying that this is the best thing that is going to happen to the Janti Komadjaja CEO Total Bangun Persada firm.” “Setiap kami mengadakan training, Pak Teddy selalu hadir. Terakhir itu tahun lalu, ketika kami mengadakan Triputra Executive Program. Tigor Siahaan, Semua eksekutif perusahaan kita kumpulkan lagi di Chief Country Officer Citibank Indonesia Bogor, dan Pak Teddy kira-kira hadir sampai waktu makan siang. Begitu makan siang selesai, beliau langsung pulang ke Jakarta; ya begitulah, kami butuh beliau hadir, karena figurnya penting untuk kami.” Aribowo Mondrowinduro, Direktur HRD Triputra Group Global Indonesian Network / 2012, December 22Monday, December 17, 12
  • 23. GlocalCase: Con1ident)and)authenticity ๏ Roll out failure in AAM ๏ Being honest ‣Open mind ‣Promoting ‘gotong royong’ ‣No Impression management! Erwin Tenggono, Presiden Direktur PT Anugrah Argon Medica Global Indonesian Network / 2012, December 23Monday, December 17, 12
  • 24. Merakyat ๏ Majority change problems are people issues. Leaders apply people-oriented problem solving strategies. ๏ Social investment of change leadership ๏ Human relation competence is imperative, yet regarded as skill rather than personal trait ๏ Understanding the culture: people & organization Global Indonesian Network / 2012, December 24Monday, December 17, 12
  • 25. “Kesulitan itu selalu datang dari orang-orang yang berada di sekitar,” “…yang paling sulit biasanya itu: people just don’t wanna change. Janti Komadjaja CEO Total Bangun Persada Tigor Siahaan Chief Country Officer Citibank Pemimpin tidak bisa hanya mengandalkan komitmen dari pimpinan puncak. Agar perubahan berjalan mulus, penerimaan dan komitmen karyawan tidak bisa dianggap remeh. Pada saat resistensi muncul, strategi menghadapinya juga harus disesuaikan dengan budaya organisasi. Gaya IBM yang impersonal pasti berbeda dengan gaya ASTRA yang berorientasi kuat pada unsur manusia. Jadi kalau ada masalah, gaya IBM yang lugas pasti gagal kalau diterapkan di ASTRA yang mengutamakan pelibatan. Y.W. Junardy President Komisaris Rajawali Group Global Indonesian Network / 2012, December 25Monday, December 17, 12
  • 26. GlocalCase: Social)investment)in)leading)change ๏ Delivering the bad news ๏ Make time for people ๏ Know your people ‣ The social investment smoothened decisions in critical situations. Rudi Pesik, DHL Indonesia Kopi Kamu Global Indonesian Network / 2012, December 26Monday, December 17, 12
  • 27. LeadershipTools ๏ Role Modelling (Panutan) ๏ Reward & Punishment: ‣ Intangible rewards: recognitions, support. ‣ Reluctance to use punishments, tend to perceive sanctions as reward for good employees. ๏ Buy In ๏ Spirituality ‣ Work as divine responsibility ‣ Faith in God serve as strength , especially for critical decisions Culture-specific Indonesian style: ๏ Ing ngarsa sung tulada ๏ Motivating leadership ๏ Relying in Supreme Being rather than individual competence. Global Indonesian Network / 2012, December 27Monday, December 17, 12
  • 28. “Keberhasilan itu hanya bisa kalau si leader kasih contoh. Jadi, saya mau nggak mau, saya harus pakai belt “Panutan, ya… mentor… Kalau tidak ada mentor, kalau sehari-hari, saya harus datang tepat waktu. bawahan mau bertanya, mereka mau cari ke mana?” Rully Basana T.P. Rachmat CEO TUV Rheinland Indonesia Chairman Triputra Group Kerja sukses, kemudian bergerak cepat semuanya, tapi kalau “Anda harus benar-benar menghitung kalau terjadi nggak diikuti dengan wisdom, jadinya ya nggak keluar perubahan, maka stakeholders tidak dirugikan, itu dengan maksimal. Ada yang seperti itu. Makanya saya bilang, langkah awal. Kita harus yakin betul. Hitung- seminggu sekali tuh disempatkan untuk... ya itu... itungannya harus jelas di dalam kepala kita. pendekatan agama… Makmur Jaury Cyrillus Harinowo CEO Mensa Group. Komisaris BCA, mantan direktur BI Global Indonesian Network / 2012, December 28Monday, December 17, 12
  • 29. GlocalCase: Legacy)of)a)leader:)Becoming)an)inspiring)role)model ๏ Becoming a model for hands on leadership ๏ Commitment in developing people ๏ “Tak kenal maka tak sayang” ๏ Ultimate legacy of Indonesian leader: an inspiring mentor Suhartono, CEO FIF Global Indonesian Network / 2012, December 29Monday, December 17, 12
  • 30. Agenda Our Research of 1 Leading & Managing Large Scale Change 2 Methodology and Participating C-Executives 3 Insights from the CEO: Art in Change Leadership 4 Grooming Global Leaders for Indonesia Global Indonesian Network / 2012, December 30Monday, December 17, 12
  • 31. GroominggloballeadershipforIndonesia ๏ Leadership is regarded more as skill than personality traits. ๏ Leadership development program should focus more on: ‣ Interpersonal skill, which is evidently a competitive advantage for the global Indonesians. ‣ Awareness on cultural influence in leadership, both individual and organizational level. ๏ Facilitate passion for learning: learning courage and capacity ๏ Mentoring system Global Indonesian Network / 2012, December 31Monday, December 17, 12
  • 32. Book$Launch 19$January$2013 Global Indonesian Network / 2012, December 32Monday, December 17, 12
  • 33. A Global Indonesian Network Series Thank You Contact us via … Mail to: hana.panggabean@atmajaya.ac.id hanaatmoko@yahoo.com id.linkedin.com/pub/hana-panggabean Global Indonesian Network Follow us at Twitter @Glob_indonesian Visit us at http://globalindonesian.net 33Monday, December 17, 12

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