3. www.WahanaTatar.com
CV Anna Maria 1
CURRICULUM VITAE
ANNA MARIA, MEng, Ph.D Jl. Pulau Bira II C4 No. 12A
Taman Permata Buana, Jakarta 11610
T: +62 818 898 765
E: amariagk@gmail.com
Education
Education Background:
• Ph.D. in Knowledge Management (Multimedia University, Malaysia),
graduated September 2011
• MEng. in Computer Science (Asian Institute of Technology, Thailand),
graduated December 1990
• Bachelor in Compter Science (Bina Nusantara University), graduated
November 1989
Professional Certification
Organization Learning Technologist Certification
• DACUM Architect
• ISD Specialist
• Performance Consultant
• Certified Action Learning Coach
Selected Career Highlight
October 2017 – Now : PT Wahana Tatar Wirakelola
Title: Principal Consultant and Managing Director of PT Wahana Tatar Wirakelola
A. Implement Corporate University at:
1. PT Telekomunikasi Indonesia / Indonesia Telecommunication Company
2. PT Perusahaan Listrik Negara / Indonesia Electricity Company
3. PT Pertamina / Indonesia Oil & Gas Company
4. PT Semen Indonesia / Indonesia Cement Company
5. BPJS Ketenagakerjaan / Indonesia Social Security Company
6. PT Angkasa Pura 2 / Indonesia Airport Management
CV Anna Maria 2
7. BPPK Kementerian Keuangan / Ministry of Finance
8. Perum BULOG / Indonesia National Logistic Agency
9. PT Alfaria Sumber Trijaya / Indonesia Largest Convenient Store Chain
10. Bina Nusantara University
11. PT Djarum / Indonesia Largest Cigarette Kretek Company
12. PT Trakindo / Indonesia Caterpillar Sole Distributor
13. PT Pembangkitan Jawa & Bali (PJB)
14. PT Indonesia Power
15. PT Adhi Karya
16. PT Waskita Karya
17. PT Waskita Beton Precast
18. PT Pupuk Indonesia
19. PT Rajawali Nusantara Indonesia (RNI)
20. PT Komatsu Indonesia
21. PT Bumitama Gunajaya Agro
22. PT Perkebunan Nusantara
23. PT Pupuk Indonesia
24. BPKP Pusdiklatwas
25. Pemda DKI Jakarta
B. International Funded Projects
1. Anti Corruption Learning Center KPK (project funded by GIZ); Jun 2016 –
Jan 2018
2. GIA Corpu BPKP (project funded by ADB); Nov 2018 – Mar 2019
C. International Event
1. Design, Conduct & Lead in Revolution Industry 4.0 International Seminar
(hosted by Perum Bulog), dated September 2018.
2. Design, Conduct & Chief Facilitator in 2nd to 5th Corporate University
Summit (collaboration with PT Telkom, PT PLN, PT Pertamina, BPJS
Ketenagakerjaan and Central Bank of Indonesia); December 2011, March
2013, May 2015, and November 2016.
3. Facilitate Corporate University Workshop at Haoman Enterprises, Beijing,
China, October 2014
D. Organization Learning Technology
Coach Organization Learning Technologist Certification Program:
1. PT Telekomunikasi Indonesia (25 certified OLT and Advanced OLT)
2. PT PLN (22 certified OLT and Advanced OLT)
3. PT IPC / Pelindo 2 (22 certified OLT)
E. Organization Learning Design & System
Develop Learning Design &:
1. DACUM (Developing A Curriculum) based on Job Competency Model for
67 Jobs at PT PLN (Persero); Mei – August 2012
2. DACUM (Developing A Curriculum) based on Job Competency Model for
55 Jobs at PT Telekomunikasi Indonesia; Sept 2012 – March 2013
3. DACUM (Developing A Curriculum) for Bank BTPN; April – Sept 2013
7. www.WahanaTatar.com
Definisi Corporate University
CORPORATE UNIVERSITY ADALAH :
Salah satu ‘engine’ strategis organisasi
yang mengintegrasikan semua yang telah
tersedia, yaitu
“Sumber daya, proses dan orang-orang yang
terlibat dalam Learning” di dalam organsasi,
untuk menciptakan performasi yang terbaik
(best-in-class), dengan secara terus menerus
meningkatkan KSA (knowledge, skill, dan
attitude) dari orang-orang yang berada dalam
“eko-sistem organisasi”.
8. www.WahanaTatar.com
10 Karakteristik Corpu
1. Secara proaktif menggali dan menyelesaikan masalah
performanasi bisnis yang terkait dengan peningkatan kompetensi
karyawan.
2. Mendukung baik pembelajaran yang terkait dengan kebutuhan
bisnis, maupun untuk pengembangan individu karyawan.
3. Memberikan orientasi, induksi, training, pengembangan dan
edukasi kepada: Karyawan, Supplier, Customer, dan kadang-
kadang Masyarakat
4. Secara fisik dan virtual terkoneksi melalui fasilitas yang
teringreasi dengan Learning Management System (LMS) dan
Knowledge management system (KMS)
5. Bekerja sama dengan pihak “Institusi dan universitas” untuk
mendukung pengembangan individu karyawan
6. Menjadi “Brand” yang menjadi daya tarik untuk mempertahankan
karyawan dan customer.
7. Menjadi wadah dimana knolwedge organisasi ‘disalurkan’ melalui
program Leaders as Teachers (LAT) dan “retired faculty” program
8. Menjadi “pengawal” transformasi nilai-nilai dan budaya organisasi
9. Selaras, sejalan, dan terintegrasi dengan semua inisiatif HRD.
10. Dikelola oleh profesional “Learning Technologist”
ü Strategic
ü Help
organizatio
n to achieve
its mission
ü Focus on
employee
and
organizatio
n & its
business
eco-system
ü Do Training
and many
more
12. www.WahanaTatar.com
TRANSFORMASI MENJADI CORPU
Sebelum
CorpU
Ownership of Learning
Pusdiklat
Banyak jenisnya tapi
belum sepenuhnya
sejalan dgn Visi dan
Misi Organisasi
Program belum link
dengan Peningkatan
Karir
Program umumnya
dalam bentuk class
room
Setelah
CorpU
Ownership: Seluruh Fungsi di Organisasi sebagai sebuah
institusi dengan governance body yg dipimpin oleh Pimpinan
Organisasi (Rektor adalah Pimpinan Tertinggi Organisasi)
Fokus pada program yg mendukung pencapaian Visi dan
Misi Organisasi
Program Pembelajaran terkait dengan peningkatan
kinerja dan karir
Blended learning dalam bentuk forum & field untuk menjamin
penerapannya dan adanya coaching & mentoring yg
berkelanjutan (10:20:70)
15. www.WahanaTatar.com
LEARNING ENABLERS
TO DRIVE BUSINESS
TRANSFORMATION
TARGET
LEARNERS &
LEARNING
CULTURE
TOP MANAGEMENT
SUPPORT
LEARNING
TEAM
(Technologist
Capabilities)
LEARNING
INFRASTRUCTURE
(Digital & Smart
Learning)
LEARNING
PROCESS
LEARNING BLUEPRINT
CORPORATE
UNIVERSITY
16. www.WahanaTatar.com
TRAINING MANDAYS FOR MAYBANK STAFF (YEAR 2003)
2204
5452
12905
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Mandays
Target : 50,000
% OF ABSENTEEISM
2.53
5.59
4.25
0.00
1.00
2.00
3.00
4.00
5.00
6.00
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Percentage
%
% ABSENTEEISM
TOTAL NOOF STAFF WHOHAVE NOT ATTENDED ANYPROGRAMS
3115
2633
4295
3613
5898
4972
0
1000
2000
3000
4000
5000
6000
7000
Dec 02 Mar Apr May Jun Jul Aug Sep Oct Nov Dec
No
of
Staff
3 Years
2 Years
1 Year
DELIGHT NOTES 2003
0 0 0
2
5 5 5 5 5 5 5 5 5 5 5 5
0
1
2
3
4
5
6
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
No
of
Delight
Notes
No of Notes Received Target Per Month
TARGET
KUMPULAN MAYBANK STAFF TRAINING EXPENSES 2003
2202
4028
5756
1789
3572
5361
7150
8939
10728
12517
14306
16095
17884
19673
21457
000
5000
10000
15000
20000
25000
JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC
RM
'000
ACCUMULATIVEEXPENSES ('000) BUDGET PROVISION ('000)
Course Evaluation - Defect Rate (OVERALL) 2003
0
2
4
6
8
10
12
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Defect
Rate
Overall
Learning Agility Knowledge Retention
Cost of Ignorance
Learning Brand Value
Successors Readiness
Learning ROI
BEFORE AND AFTER CORPORATE UNIVERSITY
NEW LEARNING KPI
1. Lack of
Business
Impact
2. Low
Alignment to
Business
Need
3. Low
Participation
of Trainee &
Supervisor
4. Classroom
Learning
FROM
the$70'20'10$Learning$and$Development$Model$$
by#Michael#Lombardo#and#Robert#Eichinger#(2000)#
70:20:10 LEARNING METHODOLOGY
CORPU
17. www.WahanaTatar.com
4. TERKAIT DENGAN
PENGEMBANGAN INDIVIDU
1. LINK LEARNING KEPADA
STRATEGI ORGANISASI
3. MEMBANGUN LEARNING SISTEM
(bukan hanya Modul Training)
2. KETERLIBATAN & SUPPORT
DARI BISNIS LEADER
KUNCI SUKSES PENERAPAN CORPU
19. www.WahanaTatar.com
Point-Point Penting
• CorpU harus mendapatkan dukungan dari pimpinan puncak dan
dikelola dengan baik oleh Pusdiklat selaku pengelola CorpU,
artinya dengan adanya CorpU maka beban kerja Pusdiklat
meningkat, karena peran Pusdiklat adalah menjadi pengelola
CorpU.
• Kegiatan Launching CorpU harus dirancang secara baik
sehingga terlihat apa yang akan dicapai dan kaitannya dengan
kinerja organisasi dengan adanya Implementasi CorpU.
• Perlu dirancang apa yang menjadi program unggulan dengan adanya
implementasi corpu, yang langsung berkontribusi pada peningkatan kinerja
organisasi
• Perlu keterlibatan dari seluruh unit Es1, Es2, dan Es dibawahnya, agar
CorpU ini menjadi program bersama.
• Harus diidentifikasi program pembelajaran atau kurikulum yang
mendukung program talent / kepemimpinan
20. www.WahanaTatar.com
FEATURES OF A COMPLETE CORPU
KNOWLEDGE
MANAGEMENT
LEARNING
INFRASTRUCTURE
BUSINESS
ACADEMY
COMPETENCY
SCHOOL
ORGANIZATION
CULTURE
SCHOOL
LEADERSHIP
&
TALENT
DEV.
INSTITUTE
ASSESSMENT
CENTER
ORGANIZATIONAL
RESEARCH
CENTER
SUPPLIER
/
CUSTOMER
DEV.
SCHOOL
SUPPLIER
/
CUSTOMER
DEV.
SCHOOL
LEARNING SOLUTION ARCHITECTURE
LEARNING SOLUTION DELIVERY SYSTEM
Biz.
Learning
Solutions
Comp
Learning
Programs
Req.
Manpower
supply
Future
Org
Leader
Dev.
Gap
Analysis
Learning
Innovations
Support
Learning
Programs
Str
Learning
Partnership
LEARNING STRATEGY GOVERNANCE
LEARNING FOCUS
21. www.WahanaTatar.com
INTRODUCE INSTITUTIONALIZE
Current System Analysis
(ELS, CU Framework, CU
Implementation Readiness)
Semester 1 – Y1 Semester 2 – Y1 Semester 1 - Y2 Semester 2 – Y2
DESIGN CU
STRATEGY &
MASTERPLAN
CORPORATE UNIVERSITY TRANSFORMATION MASTERPLAN
IMPLEMENT
SETTING-UP LEARNING
FOCUS & ACADEMY
BRIEF ON CU STRATEGY
& GET APPROVAL
CU
SOFT-LAUNCHING
OUTPUT:
• Current Learning
System Assessed
• Masterplan /
Strategy & Learning
Blueprint Developed
& Approved
• Business Academies
& Competency
School Developed
• Ownership of
Learning to Deans
of Academies
22. www.WahanaTatar.com
INTRODUCE INSTITUTIONALIZE
Current System Analysis
(ELS, CU Framework, CU
Implementation Readiness)
Semester 1 – Y1 Semester 2 – Y1 Semester 1 - Y2 Semester 2 – Y2
DESIGN CU
STRATEGY &
MASTERPLAN
CORPORATE UNIVERSITY TRANSFORMATION MASTERPLAN
IMPLEMENT
SETTING-UP LEARNING
FOCUS & ACADEMY
BRIEF ON CU STRATEGY
& GET APPROVAL
CU
SOFT-LAUNCHING
DEVELOP
CU ORGANIZATON
STRUCTURE
DEVELOP CU QUALITY
MANUAL SYSTEM
(QMS)
INTRUCTIONAL SYSTEM
DESIGN
(ISD)
LEARNING NEED ANALYSIS
(LNA)
DELIVERY
&
DEPLOYMENT
LEARNING
IMPACT
MEASUREMENT
CU
BALANCE
SCORECARD
CU
LAUNCHING
OUTPUT:
• Learning Content &
Methodology
• Learning Facilitator
(Certified Instructor)
• Learning Policy (Link
to HR Strategy)
• Learning Facilities
• Learning Center
Staff Capabilities
(Certified OLT)
23. www.WahanaTatar.com
INTRODUCE INSTITUTIONALIZE
Current System Analysis
(ELS, CU Framework, CU
Implementation Readiness)
Semester 1 – Y1 Semester 2 – Y1 Semester 1 - Y2 Semester 2 – Y2
DESIGN CU
STRATEGY &
MASTERPLAN
CORPORATE UNIVERSITY TRANSFORMATION MASTERPLAN
IMPLEMENT
SETTING-UP LEARNING
FOCUS & ACADEMY
BRIEF ON CU STRATEGY
& GET APPROVAL
CU
SOFT-LAUNCHING
DEVELOP
CU ORGANIZATON
STRUCTURE
DEVELOP CU QUALITY
MANUAL SYSTEM
(QMS)
INTRUCTIONAL SYSTEM
DESIGN
(ISD)
LEARNING NEED ANALYSIS
(LNA)
DELIVERY
&
DEPLOYMENT
LEARNING
IMPACT
MEASUREMENT
CU
BALANCE
SCORECARD
CU
LAUNCHING
QUARTERLY
CU PERFORMANCE &
CAPABILITY REVIEW
YEARLY
CU PERFORMANCE &
CAPABILITY REVIEW
OUTPUT:
• Learning System
Institutionalized
• Learning
Performance
Assess, Audit,
and Monitor
Regurally
CU QUALITY
SYSTEM AUDIT
