GI Net 5 - Best Practices on Change Leadership

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

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

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

Objectives,
Methodology
and

Participating
C-‐Executives

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.

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

Grounded
Theory
Analysis

supported
with
Atlas.ti
QDA
Software
7

Some
(preliminary)
Insights

from
our
CEO’s
study
on
Change

Global Indonesian Network / 2012, July 18 9
The
DifKiculty
and
the
Cost
of

the
Different
Types
of
Change

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

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

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

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

Which
side
of
the
“coin”,
where
the
CEO

of
your
organization
(you)
would
put

most
of
his/her
(your)
energy?

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

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

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

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

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

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

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
• Buy-in

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
• Buy-in

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

Thank You
Contact us via …
Email: h.tjitra@tjitra.com
Follow: twitter@htjitra
Website: www.tjitra.com

GI Net 5 - Best Practices on Change Leadership

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