Copyright Notice: This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here. Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.

1. Arianto Muditomo @2019
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-
commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from
Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent,
charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.

2. arianto.muditomo@2019
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§ Session #1: Introduction of Knowledge Management
§ Session #2: KM & Organizational Learning
§ Session #3: Knowledge Management Strategy & Implementation
§ Session #4: Introduction to Change Management
§ Session #5: Organizational Change Management & Cultural
Change Management
§ Session #6: Introduction of Innovation & Entrepreneurship
§ Session #7: Creativity & Innovation
§ Session #8: Entrepreneur & Innovation Leadership
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References:
• Kimiz Dalkir, Knowledge Management In Theory and Practice 1st Edition, Butterworth-Heinemann; 1 edition (June 30,
2005), ISBN-10: 075067864X, ISBN-13: 978-0750678643
• John Bessant and Joe Tidd (2015). Innovation and Entrepreneurship 3rd Edition. John Wiley & Sons, Ltd., ISBN-13: 978-
1118993095; ISBN-10: 1118993098
• John P. Kotter, Leading Change, With a New Preface by the Author, Harvard Business Review Press; 1R edition (November
6, 2012), ISBN-10: 9781422186435, ISBN-13: 978-1422186435
• Frank Voehl, H. James Harrington, Change Management: Manage the Change or It Will Manage You, Productivity Press; 1
edition (November 13, 2017), ISBN-10: 1138463957, ISBN-13: 978-1138463950
• Tidd, Joseph, 1960– Managing innovation : integrating technological, market and organizational change / Joe Tidd, John
Bessant, Keith Pavitt.– 3rd ed.
• David Horth, Center for Creative Leadership and Dan Buchner, Continuum, Innovation Leadership: How to use
innovation to lead effectively, work collaboratively and drive results, www.ccl.org

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Figure 1.1 The two modes of innovation
Source: Innovation leaders : how senior executives stimulate, steer, and sustain innovation/Jean-Philippe Deschamps.
There are two very different patterns of innovation generation and diffusion within
a company: ‘bottom up’ and ‘top down’
Leader’s Role

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10 Sifat Kepemimpinan Inovatif yang Millennials Harus Tahu
By: dr. Gamal Albinsaid/On: March 12, 2018
§ Apa kepemimpinan yang inovatif itu?
Kepemimpinan yang inovatif adalah karakter kepemimpinan yang memungkinkan
inovasi lahir dan tumbuh subur di organisasi atau perusahaan yang ia pimpin.
§ Mengapa pemimpin yang inovatif itu menjadi sebuah keharusan?
Karena dalam membangun inovasi itu penuh dengan resiko kegagalan dan kerugian,
serta terdapat kompleksitas masalah yang butuh kesabaran dan keberanian dalam
mengambil keputusan.
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1. strategic
vision
2. customer
oriented
3. mutual
trust
4. true 5. listen
6.
persuasive
7.
achievable
8. speed 9. open
10.
inspiring
Source: 10 Traits of Innovative Leaders oleh Jack Zenger dan Joseph Folkman

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Creativity People
Group of people
/ Organization
Creativity, People,
Organization
Innovation
Leadership
Innovative
Organization

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Innovation leadership? It is passion; it is learning; it is humility in front of mistakes
and errors – understanding that they are necessary elements to learn faster than the
others – and it is the target setting . . . yes, stretched targets!
Pekka Ala-Pietilä Former President of Nokia1
3M struggled to integrate the Six Sigma credo of its former CEO, James McNerney,
into its traditional innovation culture.
Apple experienced a performance roller-coaster before the return of Steve Jobs
as CEO.
Intel struggled to diversify its product line fast enough to face the growing
market of mobile devices.
Procter & Gamble had sluggish organic growth before the appointment of
A.G. Lafley as CEO.
Corning witnessed each of its blockbuster markets flounder and is constantly
trying to reinvent itself.
Dell had to kick-start its growth again after its highly praised direct business
model reached a plateau.
Others like Sony, Pfizer, Nokia and Airbus were put on a pedestal for their
innovativeness, and yet have gone through turbulent times in the past few years.

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The ‘Leadership for Innovation’ Conceptual Framework
Source: Leadership for Innovation - Summary Report from an AIM Management Research Forum in cooperation with the
Chartered Management Institute, Chartered Management Institute, aim Research. March 2005.

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TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP
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Bass and Avolio (1994)
Source: Leadership for Innovation - Summary Report from an AIM Management Research Forum in cooperation with the Chartered
Management Institute, Chartered Management Institute, aim Research. March 2005.

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THE LEADER AS ORGANISATIONAL ARCHITECT
The Structuralist approach is focus on the manner in which leaders undertake key
administrative coordination tasks, such as organisation design, the integration of
disparate activities, and the marshalling of resources.
§ Peter Senge (1990; 1996) argues that the leader’s task is designing
the learning processes whereby people throughout the organisation can deal
productively with the critical issues they face, and develop their mastery in
the learning disciplines.
§ Ghoshal and Bartlett (1994) draw on case study data to discuss the
role of leaders in creating an organisational context that encourages
innovation through attributes such as stretch, flexibility, trust and discipline.
§ Gibson and Birkinshaw explicitly test for the link between these
organisational context attributes and innovation outcomes, and find strong
links (Birkinshaw and Gibson, 2004; Gibson and Birkinshaw, 2004).
§ Ghoshal and Gratton (2004) focus on the role of senior managers in
designing ‘signature processes’- key organisational integration mechanisms
that are deeply rooted in and consistent with the existing values of the firm.
§ Tushman and O’Reilly (1996) suggested that organisations can
simultaneously pursue efficiency and innovation (i.e. achieve
‘ambidexterity’) if these activities are structurally segregated from each
other, but integrated at the very top level of management.
§ Leaders enable ambidexterity through their choices of organisation designs,
and through their role as integrators of different business processes. Recent
empirical research by O’Reilly, Tushman and colleagues broadly confirms
these notions
(Tushman et al., 2004; O’Reilly and Tushman, 2004)
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ORGANIZATIONAL ANTECEDENTS OF INNOVATION
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A. Leadership Processes, Systems and Structures
B. Culture and Competencies à Having an effective human resource policy that supports
innovation is a key practice that firms need to employ to manage innovation.
C. Networks à Networks play a crucial role in promoting innovation within and across
firms and they also assist the diffusion of innovations across and within sectors
Source: Leadership for Innovation - Summary Report from an AIM Management Research Forum in cooperation with the
Chartered Management Institute, Chartered Management Institute, aim Research. March 2005.

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Shared vision, leadership and the will to innovate
Appropriate structure
Key individuals
Effec9ve team working
Con9nuing and stretching individual development
Extensive communication
High involvement in innova9on
External focus à customer centric
Crea9ve climate
Learning organiza9on
Source: Tidd, Joseph, 1960– Managing innova;on : integra;ng technological, market
and organiza;onal change / Joe Tidd, John Bessant, Keith PaviE.– 3rd ed.

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in-depth
customer
insight;
leading-edge
technical
awareness;
inspirational
leadership;
motivational
organizational
rewards;
sharing
knowledge.
Jones and Austin, for example, have compiled a list of five core characteristics of
‘innovation leaders’ as follows:
1. Innovation Requires an Insatiable Urge to Try New Things
2. Innovation Requires an Obsession with Redefining Customer Value
3. Innovation Requires the Courage to Take Risks
4. Innovation Requires an Ability to Manage Risk
5. Innovation Requires Speed in Spotting Opportunities and in Project Execution
6. Innovation Requires a Shift in Focus and Mindset: From Optimizing Business to
Creating Business

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CEOs and leaders throughout organizations know they need to change the way they work. As they
seek to drive results at a tactical level, leaders are looking for new rules of the road to give them a
competitive edge and fuel new industries, markets, products and services.
Underlying the pressure to adapt — as individuals and organizations — is the NEED TO INNOVATE.
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1 An innova(ve approach to
leadership. This means to bring new
thinking and different ac(ons to how you
lead, manage and go about your work.
How can you think differently about your
role and the challenges you and your
organiza(on face? What can you do to
break open entrenched, intractable
problems? How can you be agile and
quick in the absence of
informa(on or predictability?
2 Leadership for innova(on.
Leaders must learn how to create an
organiza(onal climate where others
apply innova(ve thinking to solve
problems and develop new products and
services. It is about growing a culture of
innova(on, not just hiring a few crea(ve
outliers. How can you help others to
think differently and work in new ways to
face challenges? What can be done to
innovate when all resources are stressed
and constrained? How can you stay alive
and stay ahead of the compe((on?

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Business thinking is based on deep research, formulas and logical facts. Deductive and
inductive reasoning are favoured tools, as we look for proof or precedent to inform decisions.
Business thinkers are often quick to make decisions, looking for the right answer among the
wrong answers. Business thinking is about removing ambiguity and driving results. Because
the organization, team or individual does not know how to act, there is a need to slow down,
reflect and approach the situation in an unconventional way — using innovative thinking.

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1. Paying Attention
• The ability to notice what has gone unnoticed. It is about looking more deeply at a situation,
being a clear-eyed observer, perceiving details and seeing new patterns. Personalizing
2. Personalizing
• The ability to tap into (seemingly unrelated) personal experiences and passions introduces
fresh perspectives on challenges.
3. Imaging
• Imaging is a tool to help you process information. Using your imagination to answer the
question “what if ...” can lead to extraordinary images and possibilities.
4. Serious Play
• When you generate knowledge and insight through non-traditional ways — free
exploration, improvisation, experimentation, levity and rapid prototyping, limit-testing —
work feels like play but the results are serious business.
5. Collaborative Inquiry
• Innovations are rarely made by a “lone genius.” Insights come through thoughtful, non-
judgmental sharing of ideas. Collaborative inquiry is a process of sustained, effective
dialogue with those who have a stake in the situation.
6. Crafting
• Innovation requires us to shed either-or thinking and see the whole as inclusive of
opposition and open to a third (or fourth, or fifth) solution. The practice of crafting allows us
to live with and resolve paradox and contradiction.

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Reframe the challenge. Innovative thinking can be used to redefine, or
reframe, the problem. It is a process of re-examining the situation. Often the
problem we are focused on isn’t the important problem. Or, the challenge is
too big or too small. By looking at the problem in a different way, you gain
clarity and insight. By reframing problems, you uncover new places to innovate
or new angles to take.
Focus on the customer experience. For all the customer- focused efforts
in today’s organizations, very few start with a really deep, empathetic
understanding of the customer. Even the most sophisticated market research
operation does not replace first-hand understanding of what is going on in the
customer’s life and how it is affected by your product, process or service. Get
out and watch your customer work, live and play
Practice rapid prototyping. Finally, a hands-on, try-it-out approach is
invaluable to innovation. Rapid prototyping — building and testing
something new — jumps past information overload and endless analysis to
provide feedback and knowledge that in traditional business processes can
take months or years.

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Applying innovative thinking to your challenges as a leader is one step in creating an
innovative organizational response to change and challenge. But developing a culture of
innovation, where others throughout the organization apply innovative thinking to solve
problems and develop new products and services, requires additional work.
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Organizational
Encouragemen
t
Lack of
Organizational
Impediments
Leadership
Encouragemen
t
Sufficient
Resources
Realistic
Workload
Freedom
Challenging
Work
Teamwork &
Collaboration

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In sum we see two key leadership challenges for innovation
1) To recognise and develop appropriate leadership for the different
stages of the innovation process.
How leaders are selected, supported, evaluated, motivated and developed is likely to
differ depending upon which stage of the innovation process they are responsible for.
For instance
§ transformational leadership skills may be more useful in early-stage innovative
activity, such as R&D and product development.
§ transactional leadership skills are essential to the smooth functioning of
commercialisation.
§ In order to maintain separate organisational contexts with their own innovation
enablers for the different stages of the innovation process structuralist leadership is
required. Structuralist leadership is also essential for the key linking function
between these two sub-processes of innovation.
2) To create organisational contexts that support complete innovation
processes of different degrees of novelty.
At this level, the challenge to leaders is to understand various ambidextrous
organisational design options to enable coordination of activities across more and less
novel innovation processes. Becoming an ambidextrous organisation is itself a task for
transformational leadership.
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Source: Leadership for Innovation - Summary Report from an AIM Management Research Forum in cooperation with the
Chartered Management Institute, Chartered Management Institute, aim Research. March 2005.

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✓done
Contact
Perbanas Institute Jakarta
Jl. Perbanas, Karet Kuningan
Setiabudi, Jakarta, 12940
Telp: 021 525 2533 / 522 2501-4
Fax: 021 522 8460 / 522 3064
email: contact@perbanas.id
§ Session #1: Introduction of Knowledge Management
§ Session #2: KM & Organizational Learning
§ Session #3: Knowledge Management Strategy & Implementation
§ Session #4: Introduction to Change Management
§ Session #5: Organizational Change Management & Cultural
Change Management
§ Session #6: Introduction of Innovation & Entrepreneurship
§ Session #7: Creativity & Innovation
§ Session #8: Entrepreneur & Innovation Leadership