Organisation Dynamic

1. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
By Muhammad Hanif IPMI
EMBA 15221023
Leading Organization Dynamic
Individual Case
IPMI EMM 216
Landau Media Company

2. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
• Was he still hiring the right kind of people ?
• Has he build the right organizational architectures ?
• Had he been able to create the most effective
organizational cultures ?
• What, if any, changes should he made ?
• What should be his messages to his employees ?
• Was there a future for this industry at all ?
Lothar Landau Questions

3. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
• 1995 Landau hired as CEO as expert media monitoring
• Company monitoring German media and gathered information for specific
client needs
• Owe mommert, 25 years old sales person hired by Landau to join
Auschnitt’s IT team.
• Michael Busch was hired as CFO accounting and Finance
• Too many dispute and to much friction among employee
• 1997 - Landau set up new company with Michael Busch and Owe
Mommert.
• EUR 5 Mio debt from bank as their start up
• 48% share from Landau and 26% for Busch and Mommert.
History

4. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
PARTICIPATION
CONTINUITY
TRANSPARENCY
LEARNING
CONTINUOUS IMPROVEMENT
FAMILY ORIENTATION
LEADERSHIP PHILOSOPY

5. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
COMPANY PURPOSE
BEHAVIORAL GUIDELINES
COOPERATION AND COMMUNICATION
TRANSPARENCY AND COMPANY STYLE
DECISION MAKING
EMPLOYMENT PROTECTION
COMPANY ACTIVITIES
PERSONNEL DEVELOPMENT
INTERNET BROWSING
VALUE
Community of Values rather than company, employee had to sign 25 pages manifesto
covered;

6. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
PARTICIPATION
Participate
Flexible
Open to Motivation
Dedicated
Continuous Improvement
Open to Motivation
CUSTOMER
IMPACT
Employee
Hasto
support

7. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
CONTINUITY
Promotion
& Training
Promotion
Within
Strategic
Leadership
Train to be a
Leader

8. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
TRANPARENCY
PRINCIPLE OF
TRANSPARENCY
QUALITY
CUSTOMER
ORIENTATION

9. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
CHALANGE AHEAD
Anticipate Media usage of IPhones and Ipads ?
How media usage evolve in 5 to 10 years ?
How They (Customer) want to be informed ?
PRINT MARKETS WERE SHRINKING
DIGITAL MEDIA IS COMING
NEED NEW COMPETENCY
CUSTOMER NEEDS CHANGES
COMPETITOR BEGIN TO ENTER

10. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
END OF SLIDE