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Priyantono rudito, ph.d
1. Priyantono Rudito, Ph.D
Tenaga Ahli Menteri Pariwisata Republik Indonesia
MENYIAPKAN SUMBER DAYA MANUSIA
UNTUK MENGHADAPI INDUSTRI 4.0
DENGAN MENGEMBANGKAN
DIGITAL MASTERY
Seminar Nasional Telekomunikasi dan Informatika
SELISIK 2018
3. Managing Human Capital with
New Paradigm
Developing people: From Best Practice
to New Practice
Quadrant-9 Spirit and
Collaborative Digital Leadership
Sustainable
Growth
Accelerated
Digitalisation
Disruption
Transfor-
mation
3C: CONTEXT, CONCEPT AND CONTENT
Context Concept
Content
8. Time
Digitalisation
INDUSTRI 2.0
Terjadi lebih cepat
INDUSTRI 4.0
EXPONENTIAL DIGITALISATION
INDUSTRI 3.0INDUSTRI 1.0
Source: George Westerman, Claire Calmejane, Didier Bonnet, Patrick Ferraris, and Andrew McAffee, “Digital Transformation: A Roadmap for
Billion-Dollar Organizations,” Capgemini Consulting and MIT Center for Digital Business, November 2011.
Broadband
Internet
Open source
Personal device
Social Media
DIGITAL STEROIDS
10. Replaces large delivery trucks with a
platform that enables anyone to deliver
packages in their own car
http://veho-technologies.com/
peer-to-peer delivery to let you coordinate how and when a package
will be delivered
Next Peer to peer delivery
11. TITIPAN KILAT
Reducing risk of crashes meaning fewer
law suits or insurance costs
happily work 24/7, every day of the year
with no breaks
Reliable, constantly alert and behave
rationally without emotion eliminating
human error.
it can be easily improved with new
software updates, the on-board
computers and sensors will continually
Self driving cars
12. Next, Big Data : The use of digital technologies in
Health Industry
For instance, Validic, is the healthcare industry's leading cloud-based, digital health
platform for convenient and quick access to patient data from in-home clinical
devices, wearables and patient healthcare applications
Real-time information, flagged by
over half of respondents as one of
the top benefits of digital data,
supports early decision-making in
drug development.
Chronic conditions, particularly
cardiovascular disease and
metabolic disorders, are a focus for
many pharma and biotech
companies because of the size of
the market and the increasing aging
population. People thought digital
health data could have the greatest
impact in improving care for chronic
Chronic disease remains importa
Real-time data access is an
important benefit
13. PERSONAL HOSPITAL: Digital healthcare apps
No administration, No Queue, Practical, Prevent disease getting worse due to
delayed handling, Anytime and Anywhere
15. The Digital Vortex
Source : Andy Norohna, Michael Wade, James Macaulay, Jeff Loucks, Digital Vortex: How Today's
Market Leaders Can Beat Disruptive Competitors at Their Own Game, 2016.
Digital Disruption is redefining many Industries
20. AI, IOT and Robotic: Today and Tomorrow’s Agriculture
• Crop and Soil Monitoring
Companies are leveraging
sensors and various IoT-
based technologies to
monitor crop and soil health.
• Predictive Agricultural
Analytics
Various AI and machine
learning tools are being used
to predict the optimal time to
sow seeds, get alerts on risks
from pest attacks, and more.
• Supply Chain Efficiencies
Companies are using real-
time data analytics on data-
streams coming from
multiple sources to build an
efficient and smart supply
chain.
21. Source : Andy Norohna, Michael Wade, James Macaulay, Jeff Loucks, Digital Vortex: How Today's Market Leaders Can Beat
Disruptive Competitors at Their Own Game, 2016.
The Digital Vortex
#12
Pharmaceuticals
#7
Hospitality
& travel
#8
CPG/
Manufacturin
g
#9
Healthcare
#10
utilities
#11
Oil & Gas
#1
Technology
#2
Media &
Entertainment
#3
Retail
#4
Financial
Services
#5
Telecommunications
#6
Education
is accelerated
23. Three Revolutions forging a more complex World
1. A Technological and Economic Revolution
2. A Social and democratic revolution
3. A Geopolitical Revolution
24.
25. THREE WAYS OF THINKING
1. LINEAR
2. EXPONENTIAL
3. PROGRESSIVE
26.
27. Sustaining versus Disruptive Innovation
through Technology
Product
Performance
Time
CUSTOMER
EXPECTATION
Performance
demanded at a
new emerging
segment
SUSTAINING
TECHNOLOGY
The successive
incremental
improvements of
performance that
market incumbents
incorporate into their
existing product
A new technological
innovation, product
or service that
eventually overturns
the existing dominant
technology or
product in the
market
Adapted from Christensen
DISRUPTIVE
TECHNOLOGY
29. Sustaining versus Disruptive Innovation
through Technology
Product
Performance
Time
Customer Satisfaction
Performance
demanded at the
low end of the
market or in a new
emerging segment
SUSTAINING
TECHNOLOGY
The successive
incremental
improvements of
performance that
market incumbents
incorporate into their
existing product
A new technological
innovation, product
or service that
eventually overturns
the existing dominant
technology or
product in the
market
Source: Christensen
DISRUPTIVE
TECHNOLOGY
31. $
Cost Value Experience Value Network Effect
(Platform) Value
15 Digital disruptive business
models by 3 forms of value
1. Free / Ultra low
cost
2. Consumption-
based pricing
3. Reverse auctions
4. Buyer aggregation
5. Price Transparency
6. Customer
Empowerment
7. Customization
8. Automation
9. Instant
Gratification
10. Reduced Friction
11. Digital
Marketplaces
12. Crowdsourcing
13. Communities
14. Ecosystem
15. Data
orchestrator
Source : Andy Norohna, Michael Wade, James Macaulay, Jeff Loucks, Digital Vortex: How Today's
Market Leaders Can Beat Disruptive Competitors at Their Own Game, 2016.
38. Going from BEST to NEXT PRACTICES
Source: Vulling and Heleven,NIH
Self-Disruption/Hack the BAU
39. DIGITALCAPABILITY
DIGITAL LEADERSHIP CAPABILITY
LOW
HIGH
LOW HIGH
Revenue / Employees
Fixed Assets Turnover
Revenue Generating
Efficiency
Profitability
• Net Profit
Margin
• EBIT Margin
DIGITAL TRANSFORMATION
Doing Nothing VS Doing Something implication
DC
DL
DIGITALCAPABILITY
DIGITAL LEADERSHIP CAPABILITY
LOW
HIGH
LOW HIGH
DC
DL
+6%
-10% +9%
-11%
Source: Westerman, Bonnet & McAfee, 2014 LEADING DIGITAL Turning Technology into Business
n = 189 companies, revenue above $500million
-4%
+9
%
-24%
+26
%
Digital mastery
Digital mastery
40. 1
Digital Master
strongly
depending on two
dimensions:
Digital Capability
and Digital
Leadership
Capability
Variance
explained =
0.675
3
2
Digital
Capability
determined by
DIGITAL
LEADERSHIP
CAPABILITY
Discovered
levers of DL :
Digital Culture
(DCT)
Leadership Skills
(LS)
Digital Attitude/
Readiness (DA)
4
D
C
GOODNESS OF FIT
CFI & NFI = close to 1
RMSEA = 0.078 < 0.08
Chi-Square/Dof = 553.476/496
=1.12 < 2
DCT : Digital Culture
DA : Digital Attitude / Digital
Readiness
LS : Leadership Skills
DL : Digital Leadership
Capabilities
DC : Digital Capabilities
RES : Resources
LEGEND
STRONG AND ROBUST MODEL
Digital Mastery Conceptual Model
41. Digital Transformation is multi Dimensional,
but the core dimension is Human Capital
(Priyantono Rudito)
42. Digital Attitude
DIGITAL LEADERSHIP
(DL)
DIGITAL CAPABILITIES
(DC)
Leadership skill
DIGITAL MASTERY MODEL - Digital Capability determined
by Digital Leadership
BUSINESS PERFORMANCE
Digital Culture
43. The
Levers
of Digital
Mastery
DIGITAL CULTURE
AGILITY INNOVATION CREATIVITYANTICIPATORY EXPERIMENTALOPEN MINDSET
ability to
be
creative
ability to
anticipate
and act fast
in urgent
circumstanc
es
The
capacity
to
constantly
transform
and
experimen
t
Innovation
concerns
The
willingness
to seek
and try
something
new
Availability
of
information
and
freedom to
communica
te
NETWORKING
the
developme
nt of
networks of
relations
between all
of the
company’s
stakeholders
TECHNOLOGY
LEADERSHIP
DIGITAL
VISIONING
DIGITAL
EXECUTION
VISIONARY
LEADERSHIP
TRANSFORMATIONAL
LEADERSHIP
DIGITAL
KNOWLEDGE
DIGITAL
EXPERIENCE
knowled
ge
based
on
digital
applicati
on
Skills
needed
to
create
digital
vision
Skills to
create
digital
business
Skills to
create
vision,
mission,
objectives
and goals
Skills to
manage
changes
Experience
on using
business
application
that is
relevant
with the
General
knowled
ge
about
digital
applicati
on
DIGITAL
LEADERSHIP
CAPABILITY
LEADERSHIP SKILLDIGITAL ATTITUDE
45. Kompetensi dibutuhkan oleh PELAKU BISNIS KE DEPAN
Secara spesifik, untuk menghadapinya diperlukan
kompetensi:
• Memilih Portofolio Bisnis yang benar
• Menjalankan Korporasi dengan proses
Strategic Management yang profesional
berdasarkan pemahaman yang benar atas
Business Value, secara organik dan un-organic
(EV/EBITDA à Mutiple EBITDA)
• Konsistensi dalam melakukan alokasi sumber
daya yang benar, sesuai dengan Inisiatif
Strategis yang telah disepakati
• Determinasi dalam melakukan
TRANSFORMASI DIGITAL
• PROGRESSIVE WAY OF THINKING
(PROGRESSIVE INVESTMENT)
• Memiliki DIGITAL MASTERY
(DIGITAL LEADERSHIP)
Kompetensi yang diperlukan
adalah kemampuan untuk
memahami Context bisnis
yang terjadi di Ecosystem
Industri nya dimana saat ini
tengah terjadi ”pertempuran”
model bisnis dengan
menggunakan cara berpikir
(way of thinking)
Linear/Incremental vs
Eksponensial.
KEYWORDS:
1. Linear/Incremental Way of Thinking
2. Exponential Way of Thinking
3. Progressive Way of Thinking
48. Why Silicon Valley?
Silicon Valley Mindset/ Model
Dynamic
capabilities
A continually changing
organization
A people-centric
approach
An ambidextrous
organization
An open organization that
networks with its
surroundings
A system approach
Choice of people,
culture and their way of
organizing and leading
their business allows the
firms to be highly
dynamic.
every aspect of the
organization is designed and
geared not only to “react” to
change but to initiate it,
proactively, by constantly
generating new ideas and
seizing new opportunities
Emphasis on attracting,
retaining, and nurturing
the “right people” for
the kinds of work they
do.
Current operations must be
tuned to deliver the goods
efficiently while innovation
proceeds constantly as
well.
The Silicon Valley Model is
viewed as highly open and
networking
Embedding the belief of
speed, adaptability,
innovation in their culture
and in everything they do,
such as selection of people,
desired leadership style, and
choice of structures and
processes.Source : Silicon Valley model, Annika Steiber and Sverker Alange, 2015
55. Project
Sponsor
(BoD)
Scr
um
Mas
ter
Project
Leader
Project Team
Members
Training on
Agile,
Design
Thinking,
etc.
DM Booster
(Project
Managemen
t Office )
Digital
Expedition
(understan
d the
ecosystem
)
Activation,
(preparing
Investor
pitch,
Investable
business
case) Digital Mindset Summit (learning experience, culture change initiatives)
DM
Committee
KPIs, Digital
GPS
tracking,
learning
progress,
evidence of
growing
confidence
Spiritual
Awakening
Culture
Assessments /
Surveys
Relevant
Corporate
University
Program
Individual
Coaching
Communicatio
ns Channel,
Verification &
Engagement
ALIGNED AND COMMON
LANGUAGE
Digital Rig
Key
Res
ourc
es
DM approach : Disruptive approach for organising talent
and resources
Scrum
Master
Training
Project
Sponsor
(BoD)
Meetings
Top 150
BootCamp
(Projects, Agile,
Design
Thinking,
Prototyping,
Canvases)
Source : Deloitte
Knowledge
sharingDigital GPS
57. The lost of Corporate
Entrepreneurship
and
Failure to build
Self-Renewable DNA
58. The 1st
curve
The 2nd
curve
A
B
Start up
Growth
Maturity
Decline
Survival
RENEWAL
1 2
Explore and
experiment
Scale and
replicate
Protect and
perpetuate
1
The right time to change.
More challenge in dealing
with resistance to change
Start to realizing the
urgency to change
Too late already
2
LEADERSHIP CHALLENGE
The key is to pick the weak signal of
change in the market, and lead
organisational before a crisis hit
Source : Dr. Jeffrey Kuhn, Growthleaders, 2015
SUSTAINABLE
GROWTH
61. PROGRESSIVE WAY OF THINKING:
“Kemampuan Mengembangkan SELF-RENEWABLE
DNA”
EX: Progressive Investment Policy Google 70/20/10
62. 70/20/10 : to ensure that the crazy ideas
got some support too (investment)
70%
20%
10%
of resources
dedicated to
the core
business
on emerging, and
on new skills
SELF RENEWABLE DNA DEVELOPMENT
STRATEGY
64. Unlocking the best potential
Highest DL
+6%
-10% +9%
-11%
-4%
+9%
-24%
+26%
Revenue / Employees
Fixed Assets Turnover
REVENUE GENERATING
EFFICIENCY
• Net Profit Margin
• EBIT Margin
PROFITABILITY
DIGITAL
MASTERY
DIGITAL
MASTERY
Low
DIGITALCAPABILITY
D C High
Low
DIGITAL LEADERSHIP CAPABILITY
High
D L
Highest
Low
DIGITALCAPABILITY
D C High
Low
DIGITAL LEADERSHIP CAPABILITY
High
D L
Highest
(Rahmatan Lil Alamin/
blessing for the world)
(Rahmatan Lil Alamin/
blessing for the world)
Highest Highest
65. Unlocking their best potential from
within
Entertain personal value with corporate values
66. And also touch them from within to unlocking their best
potential
Spirituality @work : from money to meaning
Unlock best
potential
Workingbeyond
KPI
Sustainability and
transformational
TRUE
HAPPINES
S
• PURPOSE
• VALUES
• MEANING
70. - Priyantono Rudito, Ph.D -
Untuk menghadapi Industri 4.0, aspek utama
yang harus segera disiapkan adalah Human
Capital (SDM)
Secara khusus, penyiapan Human Capital
dilakukan dengan mengembangkan Digital
Mastery (Digital Leadership dan Digital
Capability)
Pendekatan membangun Digital Mastery
dengan pendekatan TRILOGI:
1. Experiential Learning
2. Coaching
3. Unlocking from Within
Implementasi trilogy memerlukan kolaborasi
antar Generasi
Untuk mengakselerasi dan mencapai hasil
yang maksimal, perlu di bentuk Spirit
Quadrant ke-9
71. SELISIK
Bandung, 1 September 2018
Quadrant-9 Spirit
“Hidup terlalu berharga untuk dilalui
tanpa karya besar bagi sesama”
(Priyantono Rudito, 2018)
Terima kasih
