GI Net 5 - Best Practices on Change Leadership

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The preliminary insights from our recent studies of change leadership in Indonesia, China, Singapore, US, Germany and France covers:
- Insights from CEO and other C-Level Executives from Indonesia, Germany, US and France.
- 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.
- 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.
- The challenges of change as represented by both the leader and the organization.

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GI Net 5 - Best Practices on Change Leadership

  1. 1. Global Best Practices in Indonesian Context: Insights from CEO’s Studies on Change Leadership Prof. Dr. Hora Tjitra, Dr. Hana Panggabean & Dr. Juliana Murniati Jakarta, July 18 2012 AGlobalIndonesianNetworkSeries
  2. 2. Global Indonesian Network / 2012, July 18 Funding  Partner  -­‐  Global  Change  Alliance  (GCA) 2 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 Hangzhou, China Atma Jaya Catholic University Jakarta, Indonesia Columbia University New York, USA Tjitra Management Consulting Hong Kong ■ Shanghai ■ Jakarta ■ Hangzhou
  3. 3. Global Indonesian Network / 2012, July 18 Agenda 3 1 Methodology and Participating C-Executives 2 Insights from the CEO’s Study on Change 3 The “WHAT” in managing and leading large scale change 4 Leading large scale organizational transformation
  4. 4. Objectives,  Methodology  and   Participating  C-­‐Executives
  5. 5. Global Indonesian Network / 2012, July 18 Leading  &  Managing  Large  Scale  Change 5 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. Quantitative Online SurveyQualitative In-Depth Interviews 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.
  6. 6. Global Indonesian Network / 2012, July 18 Overview  of  the  respondents  in  Indonesia  and  Singapore 6 Job  Position Amount CEO / Chairman 18 C - Level / Commissioner 4 EVP,SVP & VP 3 Organizational  Type Amount Multinational Company 8 Asian SME 4 Asian Large Company 13 Industry Amount Finance / Banking 7 Conglomerates 2 FCMG 2 Manufacturing 3 Trading / Retail 4 Specialist (Construction,Pharmaceutical, Technical Services) 6
  7. 7. Global Indonesian Network / 2012, July 18 Grounded  Theory  Analysis   supported  with  Atlas.ti  QDA  Software 7
  8. 8. Some  (preliminary)  Insights   from  our  CEO’s  study  on  Change
  9. 9. Global Indonesian Network / 2012, July 18 9 The  DifKiculty  and  the  Cost  of    the  Different  Types  of  Change
  10. 10. Global Indonesian Network / 2012, July 18 9 The  DifKiculty  and  the  Cost  of    the  Different  Types  of  Change Easiest to get going Anticipatory Change Reactive Change Crisis Change Most difficult to get going Difficult to get going The difficulty of change
  11. 11. Global Indonesian Network / 2012, July 18 9 The  DifKiculty  and  the  Cost  of    the  Different  Types  of  Change Easiest to get going Anticipatory Change Reactive Change Crisis Change Most difficult to get going Difficult to get going The difficulty of change Anticipatory Change Reactive Change Crisis Change Most Costs Moderate Costs Least Costs The cost of change
  12. 12. Global Indonesian Network / 2012, July 18 SpeciKic  Context  of  Organizational  Transformation • Large Scale Change • Business Context in Indonesia • Non-Profit Organization (e.g.Government and Universities) • Subsidiary of MNC in Indonesia • Indonesian Change Leaders abroad • Global Best Practices of Change Leadership 10
  13. 13. Global Indonesian Network / 2012, July 18 CHANGE  Framework: Two-­‐Sides  of  One-­‐Coin  -­‐  Strategic  Planing  &  Change  Leadership 11 GEt the Buy-in from the TOP Stages of Change (WHY and WHAT) Change Leadership (HOW and WHO) Strategic Planing Sustainable System One Team One Voice Passionate Learning Bergaul Leadership Tools
  14. 14. Which  side  of  the  “coin”,  where  the  CEO   of  your  organization  (you)  would  put   most  of  his/her  (your)  energy?
  15. 15. Global Indonesian Network / 2012, July 18 Stages  of  Change  Process  -­‐  the  WHAT  and  WHY 13 Get the Buy-in from the TOP • Demonstrating the right Business Case • Managing Expectation • Avoiding conflicts and reducing unnecessary resistance Sustainable System • Establish strategic ecology system • Strong HR Involvement • Different Interest of Stakeholders • Word of Mouth (Change Agent) Strategic Planing • Designing the Strategy (What to Change) • Bring-in the right team • Simplify the Case and the right Measurement
  16. 16. Global Indonesian Network / 2012, July 18 Get  the  Buy-­‐in  from  the  TOP 14 “... six month itu prosesnya lah, untuk convince - lah, itu mesti cari selanya, I meant, kasarnya gini, if I cannot sell it, the idea, ya selling nya salah gitu aja deh, ... jadi harus cari jalan sellingnya yang betul.” “... karena kita mapping to be, visi dari top management, founder, itu musti didapatkan. Supaya gained consensus, manage their expectations. Untuk mendapatkan ini, kan bisa jadi kita beli satu software, kita nggak tanya owner, tapi owner sudah beli software ini dia bayanginnya abcdefg, kita cuma delivernya ab aja,begitu dia tahu ab loh kok, saya keluar segini.Nah itu penting sekali” “Jadi waktu the chairman minta saya terjun, itu pertama saya propose untuk kita melakukan yang dinamakan operational review, bukan audit. Karena pengaruh dengan audit sensitif.” • Demonstrating the right Business Case • Managing Expectation • Avoiding conflicts and reducing unnecessary resistance
  17. 17. Global Indonesian Network / 2012, July 18 Strategic  Planing  Design 15 “Saya nggak perlu bikin dia paling canggih, saya hanya perlu yang sangat applicable. Dan itu mereka masih pertahankan begitu. Nah terakhir IT ini sudah nggak saya pegang. Saya mau gimana mengubah ini menjadi service organization. Service organization ini selalu orang bicara adalah menyangkut daripada ramah, bersih, akhirnya setelah beberapa kali gagal proyek, saya punya kesimpulan service organization itu harus disupport oleh operations yang bagus.Tanpa operations yang bagus, you tidak bisa transaksi dengan baik, dengan akurat. Senyum hanya tambahan, bukan yang pertama terus terang pada waktu itu.” ... saya mengatakan bahwa kuncinya adalah kreativitas, kalau di Indonesia tuh buntu, hanya di dalam plan bagus, tapi di dalam implementasinya nol. Contoh lagi, saya terakhir, kita diguncangkan oleh seorang bupati atau walikota Solo, Joko Widodo. Kalau kita pelajari profil dia, sangat menariknya adalah dia merubah birokrasi, artinya dengan merubah birokrasi itu, plan menjadi implementasinya itu menjadi simple,fleksible.” • Designing the Strategy (What to Change) • Bring-in the right team • Simplify and Measurement
  18. 18. Global Indonesian Network / 2012, July 18 Creating  a  Sustainable  System 16 “Jadi, tahap-tahap awal itu memang gitu, kita disibukkan dengan menyusun apa yang mau diimplementasikan, filosofinya, values-nya, sistem ke-HRD-annya itu tahun 2004. Tahun 2005,kita membangun sistem manajemennya” “... jadi kalau misalnya ada kejadian safety harus dimasukkan ke recordnya, ada violation di bidang ethic, harus masuk ke recordnya. Dan DuPont itu sistemnya show up…jadi misalnya, ini loh ada kecelakaan di sini-sini-sini, wah, CEO- nya pasti malu kalau namanya muncul, ada kejadian ethics di sini-sini-sini, statistiknya ada. Jadi setiap quarterly muncul..diantara semua leaders itu. Nah itu menjadi santapan awal di setiap meeting besar, melihat statistic safety, statistic ethics, sama kesalahan di people treatment. Nah,itu cara-cara yang efektif.” “... saya percaya Human Resource yang sesungguhnya, bukan orang yang duduk di HRD. Tapi, setiap orang yang punya anak buah itulah,HRD Manager.“ • Establish supporting system • Strong HR Involvement • Different Interest of Stakeholders • Word of Mouth
  19. 19. Global Indonesian Network / 2012, July 18 Stages  of  Change  Process 17 One Team One Voice • Being Honest and demonstrate Confidence • One Voice with Clear Message • Be in-Charge Passionate Learning • Technical Competence • Having Courage on Calculated Risk • Flexible and Self Adaptation Leadership Tools • Panutan / Consistency • Spiritual Wisdom • Reward & Punishment • Buy-in from all Stake- holders Bergaul • Understand the Culture • The Feeling of WE • Being humble and involve • Aggressive and Patient
  20. 20. Global Indonesian Network / 2012, July 18 Involvement  and  Communication 18 “...ga bisa hanya memberikan dana, hanya memberikan perintah tapi boleh dibilang sixty percent of my time pada 2009 itu saya lakukan”. “Kalau lo mau lakukan perubahan seperti ini, you have to do it by yourself. Create message, be consistent. Sebab akan timbul pertanyaan. Orang lain yang berikan, jawabannya akan berbeda. Itu akan menimbulkan sesuatu,sebab nobody want to change”. “... But you need to have that clear thinker capability when you’re becoming a leader. Because when you don’t have direction, you gotta set direction. People cannot drive momentum if the direction is not clear”. One Team One Voice • Honest and Confidence • One Voice in Communication • Be in-Charge
  21. 21. Global Indonesian Network / 2012, July 18 Get  the  buy-­‐in  from  the  Team 19 “I need to design a system that is acceptable for everybody”. “... now we’re winning again, not because I’m a good leader but because we have a great team. And my job as a leader is not to exercise power, my job as a leader is to remove problem, that’s my job.“Tim ini bukan kerja individual, tapi kerja tim terus terang. Tim itu harus searah dengan you,semuanya”. “... harus punya gini nih, seperti onion, your onion circle ini harus ada. Kalau anda single fighter, ga bisa. Jadi, onion circle ini harus terjadi. Dalam arti positif loh bu, bukan kayak DPR korupsi berjamaah itu apa nooo tapi onion circle dalam arti positif. Ibu percaya sama dengan beberapa orang yang benar-benar seirama, tentunya bisa berbeda pendapat”. Leadership Tools • Panutan / Consistency • Spiritual Wisdom • Reward & Punishment • Buy-in
  22. 22. Global Indonesian Network / 2012, July 18 The  Role  of  Religion  in  Leading  Change 20 “One thing I cannot explain, God gives me wisdom and that to me I fully believe I cannot be separated from the equation of God and me.That one thing I tell you,I’m a blessed man. “... karena kita bisa bawa value, agama misalnya, apa sih gunanya kita bekerja dalam agama Islam, misalnya, sori saya bandingkan, salah satunya adalah kita ibadah. Nah kalau konsep itu yang dipakai kerja itu ya udahlah, rejeki itu sama aja kok dimana aja. Saya, bukan saya yang menentukan rejeki, gaji itu saya semua hanya perantara misalnya”. Leadership Tools • Panutan / Consistency • Spiritual Wisdom • Reward & Punishment • Buy-in
  23. 23. Global Indonesian Network / 2012, July 18 Speaker  ProKile  -­‐  Prof.  Dr.  Hora  Tjitra Professional Background Dr. Tjitra has performed international management consultancy, training, assessment, coaching and research in Asia and Europe. His working areas are focused on intercultural management as well as human resource, organizational and strategic development. Prior coming to China, he used to live and work in Germany for fourteen years and was responsible for the global diversity as well as Asian business and management development practices of leading HR consulting companies in Germany. In addition to his consulting works, he held a full-time position as associate professor for applied psychology at the Zhejiang University (China), and part-time visiting professor at the Atma Jaya University (Jakarta) and Padjajaran University (Bandung) Education and Professional Qualification Dr.-Phil. in cross-cultural psychology and strategic management from the University of Regensburg (Germany) Dipl.-psych. in organizational behavior and HR management from the Technical University of Braunschweig (Germany) Certification in Hogan Assessment System (China/US), Strategic Management from McKinsey&Co (Italy/ Germany) and HR Management from INSEAD (Singapore/France) Language and other qualification He is fluent in Indonesian, German, English, and can communicate in Chinese and is a member of the International Academy for Intercultural Research and International Association for Cross-Cultural Psychology. References / Sample Clients International project experiences for top and middle management at the global and national level in over ten countries in Europe and Asia. SAP, Saint-Gobain, Barco, Ameco Beijing, SCHOTT, Siemens, BASF, Dupont, Merck, Continental, DHL, Telkom Indonesia, Volkswagen etc. Executive Director and Founder • Intercultural Qualification,Training and Consulting • Executive Assessment and Coaching • Too Leadership Development and Talent Management • Managing Strategic Change and Organizational Development 21
  24. 24. Thank You Contact us via … Email: h.tjitra@tjitra.com Follow: twitter@htjitra Website: www.tjitra.com

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