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A Journey of Learning, Leading & Serving


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Presented by Y.W. Junardy at the 2nd GI-Net Roundtable Discussion on May 15 at the Atma Jaya University, Jakarta

Asian economies have been growing impressively, most of the worldwide operating corporations are present and engaged actively in the region. The demand for Asian business leaders who are able to work effectively in multicultural environment and manage cross-borders with high-impact becomes much greater than ever.
Mr. Junardy, who has established himself as a successful Indonesian leader at home and abroad, will share his best practices and reflections on moment of truths and key learning experiences on his journey of learning, serving and leading (asah, asih and asuh). Dr. Panggabean will introduce key findings of our recent study of cross-cultural leadership* focused on best practices from Indonesian leaders who has proven themselves successfully working in the international environment, either in Indonesia or abroad, and instigating recommendations for organizational systems to support Indonesian culturally effective leaders.

Published in: Business, Technology

A Journey of Learning, Leading & Serving

  1. 1. A Journey of Learning, Leading and Serving (Personal Experience) GI Net Seminar, Universitas ATMA Jaya Jakarta, 15 May 2012 Y.W.Junardy President Commissioner - PT Rajawali Corpora President - Indonesia Global Compact Network
  2. 2. Learning 1 – The art of survival (1968) Student & Lecture Assistant - Univ. Krisnadwipayana (1968-1970) Casino Worker - Jakarta Fair(1968-1969) Cigarette ‘canvasser’ - Street Rombong (1968-1969) Teacher in biology - SMA Sari Putra (1969-1970) Learning:  Survival forces you to be decisive  Adapting to multi-environments  Managing multi-tasks  Living in 3C (Casino, Cigarette, Cafe)
  3. 3. Learning 2 – From IBM to IBM MDT* (1970 – 1995)From most admired to nearly breakup 1983 1992 …to new IBM 2000*)Market Driven Transformation
  4. 4. Going thru the Waves of Change  Personal experience in the wave of transformation from IBM Indonesia to PT USI/IBM to PT IBM Indonesia (1970-1995) * Shifting from Systems Engineering to Management * International assignments (HK, NYC, TYO) * From Systems Operator to CEO  Learning from difficult times: * Pertamina collapse (1974) * Transition to PT USI/IBM (1978) * Devaluation (1986) * IBM shake up (1993)  Learning from Business Environments * From “snow white” to many players * From proprietary to open system environment * From mainframe to personal systems * From big customers to personal users
  5. 5. Business Strategy and Leadership Challenge  Business Strategy – “GO TO MARKET” * From Defensive Strategy to Survival to Offensive * From Technology push to Market-Driven oriented * From Hardware to Software Services * From Service excellence to delighting customer * From Telling to Listening  Leadership Challenges: * Managing transition * Managing workforce morale esp. during difficult time * Managing communication country - HQ * Managing customer expectation * Managing image Transformational Leadership as “Defender”
  6. 6. Learning 3 - Moving to Banking (1995)  Learning to manage self-change: From MNC to National Company From technology to banking From solution provider to user  Retail banking – Integration of finance, retail and technology  Support Palm Plantation development  Branch expansion and technology deployment  Learning the importance of “funding” in business.
  7. 7. Learning 4 -The XL Story (1997)Returning to technology Indonesia Cellular Industry C&C Revolution continued End of monopoly, more players Highly competitive market, Capital intensive Total mobile users in Indonesia was 5 mio with potential of 100 by 2010. Technology innovation Customer’s focus : Price, Quality and Coverage with a strong focus on Price ARPU trends lower, Business Solutions up From Voice to Contents Not Equal Playing Field in terms of Regulations (Most Regulated Business) Positioning XL as the “new challenger”
  8. 8. Learning 5 - The Bentoel Story (2000)The Art of Business Restructuring Bentoel Group Vol Approx 50% Vol Approx 50%. Cigarette Manufacturer Cigarette Distributor Manufacturing & Distribution of Sole distributor of Philip Morris Bentoel’s products: Bentoel Biru, Indonesia’s products : Bentoel Mild, Bentoel Merah, Star Marlboro, Long Beach, L & M Mild, Prinsip, Country, Inter Biru + X-mild, Sejati, Rawit, Ravvit. Club Mild Company Turn-around - Spin off to BAT on 2009
  9. 9. Launching Strategic Initiatives 1. Comprehensive Marketing Strategy (CMS) 2. Quest For Innovation (QFI) 3. Digital Business Design (DBD) 4. Total Production Maintenance (TPM) 5. Human Resource Development (HRD) 6. Operation Excellence 7. Good Corporate Governance (GCG) 8. Baldrige Assessment for Performance Excellence
  10. 10. Learning 6 – Rajawali Transformation Restructuring 2 International Institutionalization Player Restructuring 1 Diversification Bentoel Economic Rajawali Holding Crisis Plantation XL Mining Metro Rajawali Corp. Transportation Express Bentoel Developing Hotel/Property Sheraton/Novotel XL Infrastructure RCTI Metro Services Rajawali Guardian ExpressThe Beginning Cement Corp. Telekomindo Sheraton/Novotel Bank Pos Net2Cyber RWBU (Timah) LTDC RCTI 1980 1990 2000 2010 Entrepreneurial Conglomeration Corporation Investment Holding
  11. 11. Why “Turn Around” ? Economic Diversification Crisis Interpolation Developing The Beginning Future Vision New Paradigms Knowledge Economy Innovation and Breakthrough Decline – Loss – Bankrupt New Strategies Product obsolescence Product Innovation Ineffective operations Exploit technology Mismanagement Conducive culture Competition Sustainability (ESG) Regulations Environmental issues Leadership Challenge Project fiasco Leadership Problem
  12. 12. Passion to Learn BELAJAR atau bekerja dengan passion dan sepenuh hati menciptakan tenaga yang luar biasa untuk melakukan sesuatu extra-mile. Sukses bukan diukur dari kenaikan pangkat, tapi dari prestasi kerja (hal 81) Kita bisa belajar dari masa-masa yang bagus, tapi kita justru diuji dan belajar lebih banyak pada masa sulit (hal 135) LEARN from your customers, competitors, partners, boss, staffs, friends…Learn from your kids! LEARN beyond your assigned responsibility Formal education vs On the job training LEARNING is a lifetime efforts. It is the source of knowledge and wisdom Y.W.Junardy: Full Circle – Managing Through Learning Leading and
  13. 13. "I don’t divide the world into the weak and the strong,or the successes and the failures... I divide the world into the learners and non-learners" Benjamin Barber
  14. 14. Leadership 1 - Developing leadership capability 1. Personal Leadership Principle-centered, 7-Habits (Covey), Leadership Challenges (Kouzes & Posner), On Becoming A Leader (Bennis) 2. Interpersonal Leadership Principle-centered, 7-Habits (Covey), Leadership Challenges (Kouzes & Posner), On Becoming A Leader (Bennis), Articulate Executive (Chris Argyris), Creative Leadership (CCL) 3. Organizational Leadership 4-Roles of Leadership (Covey), Effective Executive (Peter Drucker), On Leadership (Kotter), Leadership Development Model (DDI), Creative Leadership (CCL)
  15. 15. Leadership 2 - Leadership and Management Deploy Effective Leadership & Management. Both are necessary for success of the company. Leadership is about “coping with growth/change” It deals with the need to respond to the more competitive and more volatile business environment. More change always demands more leadership in order to ensure to “Do the Right Thing”. Management is about “coping with complexity” It deals with practices and procedures in order to ensure effective operation – “Do Thing Right”
  16. 16. Leadership 3 – Managing by Values (MBV) In a company that truly managed by its values, there is only one ‘boss’ – the company values. (As opposed to Managing By Rules) COMPANY VALUES Building new culture by inculcating the new company Board of Directors values: 1.Redefining the VALUES. President 2.Teach the VALUES. 3.Implement the VALUES. 4.Live by the VALUES. Rest of the organization
  17. 17. Values as the Company Guiding Principles Vision/Mission Corporate Values Business Conduct & Business Strategies & Plans Operating Guidelines Initiatives / programs Socialization / Buy in Business Results Implementation Audit Audit
  18. 18. Leadership 4 - Cultural Transformation Leadership Transforming a ‘swamp-like’ culture (adversaries, legalism, protectionism, politics, and distrust) into an ‘oasis’ culture (openness, trust, accountability, respect). TRANSFORMATION FUNDAMENTAL CHANGE STRATEGIC INTENTION HOLISTIC APPROACH
  19. 19. Leadership 5 - Deploying Leadership Style IBM Survival Period - Transactional Leadership - Transformation Leadership XL - Growth Leadership - Creating the culture Bentoel Group - Renewal, revitalization - System-forced cultural transformation Sheraton/Metro - Managing Global Brand Express Taxi - Societal Leadership Rajawali Corp. - Institutional Leadership - Entrepreneurial Leadership Plantation - Investment & organization set up Semen Gresik - Value creation
  20. 20. The Execution The Creative Challenger Brands that Work: The XL Story The Art of Business Restructuring: The Bentoel Story Managing Global Admired Brand: The Sheraton/St Regis Story Creating Value in Partnership with BUMN: The Cement Gresik Story Corporate Social Responsibility Linkage: The Express Taxi Story Global Partnership for Development: The Rajawali Foundation
  21. 21. Leadership Wisdom Hakekat perubahan bukan hanya memindahkan atau mengubah suatu benda, tetapi mengubah dan membawa manusia ke dalam suatu lingkungan baru yang diinginkan (hal 221) Dalam sebuah perubahan, pemimpin haruslah berada di barisan terdepan. Dia mungkin tidak mengerti hingga aspek teknis dan detail, tapi kehadirannya akan meninggikan moral karyawan (hal 224) Motivasi akan tumbuh jika ada persepsi yang sama, nilai-nilai yang sama, serta harapan-harapan yang sama pula (hal 169) Dalam keadaan krisis, kita akan mengetahui siapa leader yang sebenarnya (hal 170) Dalam proses memimpin, saya berusaha memberi pelayanan yang terbaik kepada karyawan dan pelanggan (hal 195)Y.W.Junardy: Full Circle – Managing Through Learning Leading and Serving
  22. 22. Serving the Community Profession Comdev/CSR ArtsCurrent Pondok Kasih ATSIPast Permanin
  23. 23. We make a living by what we getWe make a live by what we give Winston Churchill
  24. 24. What influences Your Leadership? Q. Are Global Education Leaders made Background or born? Community Local/City Learn Overseas Corporate Cultural Education Background Your Program Family Leadership Hard/Soft skills Society Philosophy Corporate Values/Culture Religion, etc Work Env. Corporate Works Serve Cross Functions Lead Cross Boarder Social Env.Source: Managing Corporation Through Learning, Leading and Serving - Junardy
  25. 25. (Global) Leadership Characters  Clear vision and global strategic mindset  Long term view orientation  Sensitivity to different culture  Outgoing, adaptive and flexible personality  Entrepreneurial spirit  Goal and growth oriented  Teamwork  Live by Corporate Values and Culture  Commitment to the Ethical Leadership Principles  Caring to the Environment and Community
  26. 26. Ethical Leadership Principles Understanding and compliance to: 1 National Laws Regulations 2 International Laws Profit 3 Human Rights Principles 4 Labor Rights People 5 Corporate Values and Business Conducts 6 Fair and Transparent Business Deal 7 Norms and Tradition of the Community Planet 8 Environmental Protection
  27. 27. Making Profit with Principles United Nations Global Compact Voluntary movement, Corporate Leaders, Educational Institutions and NGOs in the world who are committed to implement the UN Global Compact 10 principles and supporting the UN program. Business Ethics  Human Rights (2 Principles)  Labor (4 Principles)  Environment (3 Principles)  Anti-Corruption (1 Principles)
  28. 28. Global Leadership Skills  Understanding of local business practices.  In depth Industry knowledge  Interpersonal and organizational leadership  Communication ability (English and or Mandarin)  Visibility to those who makes decision.  Exposure to local culture and environment  International education is advantage  Broaden knowledge in order to be able to relate with others about any subject Summary: Characters – Ethical Principles - Skills
  29. 29. Leadership start from your inner-self 1. Understand your own personality - Be yourself ! 2. Set your personal vision and values as your direction (Review and update periodically!) 3. Leader is an ordinary person with extraordinary action – courageous, consistent and persistent. Leadership characters of bonsai artist: nurturing, caring, endurance, adaptive to change, attention to detail, ethical 4. Leader Leads people make thing happen – motivation, loyalty, dedication and competence 5. Continuous learning is essential for personal growth (sharpening the saw) 6. When you lead, you serve your people, customers and community etc (Servant leadership) 7. Common culture and values create sense of unity & pride. 8. Success is a journey…not the ending purpose
  30. 30. To be successful, you have to market yourself Today, in the Age of the Individual, you have to be your own brand. You are the CEO of Me Inc. -Tom Peters-