Y.W. Junardy shared his personal experiences and lessons learned over decades of leadership in various industries in Indonesia. He discussed 6 phases of learning: 1) survival skills in difficult early career, 2) transitioning with IBM, 3) moving to banking, 4) the story of XL telecom, 5) restructuring Bentoel tobacco, and 6) transforming Rajawali Corporation. Key lessons included adapting to change, managing transitions, cultural transformation, and the importance of continuous learning. Junardy emphasized developing leadership at multiple levels and managing through shared values and principles.
RURALENTREPRENEU~DEVELOPMENT:ASTUDY ON INDIAN HANDMADE PAPER INDUSTRYdwivedipgdm
ย
Dr. Amit Kumar Dwivedi
Academic Associate (Finance & Accounting Area) Indian Institute of Management (11M-A) Vastrapur, Ahmedabad (Gujarat) India
Mr. Punit Kumar Dwivedi
Ass!. Professor (Finance) Bankatlal Badruka College ofInformation Technology
Hyderabad, (Andhra Pradesh), India
RURALENTREPRENEU~DEVELOPMENT:ASTUDY ON INDIAN HANDMADE PAPER INDUSTRYdwivedipgdm
ย
Dr. Amit Kumar Dwivedi
Academic Associate (Finance & Accounting Area) Indian Institute of Management (11M-A) Vastrapur, Ahmedabad (Gujarat) India
Mr. Punit Kumar Dwivedi
Ass!. Professor (Finance) Bankatlal Badruka College ofInformation Technology
Hyderabad, (Andhra Pradesh), India
Hundred best companies they are; chosen through a rigorous methodology that evaluates each company across multiple dimensions, measured both quantitatively and qualitatively
CEO Study Insights; Career Resiliency In Time of ChangeIBMGovernmentCA
ย
From the Webcast in the Smarter Government Virtual Briefing Center. This presentation offers insights on how leading organizations are
preparing their workforces to seize opportunity whenever and wherever it arisesโin an increasingly borderless world. Through three main themes, learn what boundaries
may be preventing your organization from matching resources with opportunities,
and how your leaders can more rapidly develop workforce skills and capabilities.
Presentaciรณn de Charles Fombrun, Presidente del Reputation Institute, en le marco de la presentaciรณn del informe Reputation Pulse Espaรฑa 2010, el 7 de mayo 2010, en EOI, Escuela de Organizaciรณn Industrial.
Mantri Developers is one of India's leading real estate developers building world class residential properties, IT parks, shopping complexes, commercial buildings and educational institutions.
Global Services 100 is an annual study of Global Outsourcing Industry recognizing service provider leadership & excellence in service delivery on a global scale.
The outcome of GS100 study is an integrated program with multiple delivery media platforms including a digital magazine, microsite, webinars, webcasts, PDF reports to name a few.
Hundred best companies they are; chosen through a rigorous methodology that evaluates each company across multiple dimensions, measured both quantitatively and qualitatively
CEO Study Insights; Career Resiliency In Time of ChangeIBMGovernmentCA
ย
From the Webcast in the Smarter Government Virtual Briefing Center. This presentation offers insights on how leading organizations are
preparing their workforces to seize opportunity whenever and wherever it arisesโin an increasingly borderless world. Through three main themes, learn what boundaries
may be preventing your organization from matching resources with opportunities,
and how your leaders can more rapidly develop workforce skills and capabilities.
Presentaciรณn de Charles Fombrun, Presidente del Reputation Institute, en le marco de la presentaciรณn del informe Reputation Pulse Espaรฑa 2010, el 7 de mayo 2010, en EOI, Escuela de Organizaciรณn Industrial.
Mantri Developers is one of India's leading real estate developers building world class residential properties, IT parks, shopping complexes, commercial buildings and educational institutions.
Global Services 100 is an annual study of Global Outsourcing Industry recognizing service provider leadership & excellence in service delivery on a global scale.
The outcome of GS100 study is an integrated program with multiple delivery media platforms including a digital magazine, microsite, webinars, webcasts, PDF reports to name a few.
My personal learning journey with MaharaMahara Hui
ย
Keynote presentation by Sigi Jakob-Kรผhn at Mahara Hui UK in Southampton, UK, on 10 November 2015.
Recording: https://www.youtube.com/watch?v=b9YqYb6Yxuo
Economic conditions have shifted significantly since the last Wisdom Exchange. The program held in February 2009 aimed to give the presidents and CEOs of Ontario's most successful Small and Medium Enterprises the tools to both face these challenges and develop new opportunities.
Forging Strategic Partnerships to Innovate for future success
BITCON unites business and IT: enabling you to achieve value-driven change within your organisation.
Currently leading the discussion of business critical innovation with executive peers and exchange the strategies that define the future of enterprise in the technological age.
BITCON 2012: Business & IT Connections is the only platform for active dialogue focusing on innovative technology and strategy. The aim? To drive competitive improvement through business transformation, workforce engagement and a strong working relationship between business and IT leaders.
Whether you are starting out on your journey, or are looking at the next generation of integrated technologies, the launch of PEX Networkโs BITCON global series
Register for BITCOM for Free: http://tiny.cc/lgabbw
Sheet1project codeproject nameEmployeesQB280001Account Management Team for 3 yearsEngineer 1QB280002Test & Maintenance DesignEngineer 2QB280003Chino Jr MEER UpgradeEngineer 3QB280003Chino Phase 1Engineer 4QB280004PM & PA Dedicated ResourcesEngineer 5QB280005CISEP - LugoEngineer 6QB280006CISEP - VincentEngineer 7QB280007CISEP - MiralomaEngineer 8QB280008CISEP - El DoradoEngineer 9QB280009Ultra SE Test Engineer 10QB280010RCRO - Rancho Cucamonga Reg OfficeEngineer 11QB280011Santiago - ACSEngineer 12QB280012Red Bluff CRAS ACSEngineer 13QB280015Shawnee Substation ...Engineer 14QB280016Lugo Gate RemovalEngineer 15QB280017Valley DFR PMUEngineer 16QB280018Devers DFR PMUEngineer 17QB280019Devers PerimeterEngineer 18QB280020Palm Springs SC - ...Engineer 19QB280022Arrowhead Service CenterEngineer 20QB280023VictorvilleEngineer 21QB280024Menifee Door ReplacementEngineer 22QB280025Badge StockEngineer 23QB280026Redlands SCEngineer 24QB280027Devers Retrofit MEEREngineer 25QB280028Threat AssessmentEngineer 26QB280029San Bernardino DFR PMUEngineer 27QB280030Ontario SC- Security UpgradeEngineer 28QB280031Video WallEngineer 29QB280032Ontario SC- Garage DoorEngineer 30QB280033Valley ABEngineer 31QB280034Threat AssessmentEngineer 32QB280035Chino Air NVR RefreshEngineer 33QB280038Barstow (Upgrade)Engineer 34QB280039Rancho Vista Driving School PIDSEngineer 35QB280040Westminster SSID PedestalEngineer 36QB280041Mountainview 9 / 40 NVR RefreshEngineer 37QB280041Mt View Gen Stn NVR RefreshEngineer 38QB280041Mountainview SubEngineer 39QB280042Viejo Sub Telecom RackEngineer 40QB280043Miraloma Sub DFREngineer 41QB280044Westminster CF Gate AccessQB280045Rector Sub Test & MaintenanceQB280046 Mesa Sub RedesignQB280047Santa Ana Sub Lyon Gate Ped Gate AddQB280048PIV 1 Lobby Cam AddsQB280049PIV 2 Lobby Cam AddsQB280051Orange Coast SC Monitor AddQB280052Palm Springs SC Roll Up DrQB280053Fullerton SC Monitor Add
5 Adapt and Rejuvenate: Agile and Learning Organizations
iStock/Rawpixel Ltd/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Analyze key traits of successful change leaders.
2. Describe how agile organizations approach change compared to traditional ones.
3. Examine the characteristics, levels, and principles of learning organizations.
4. Explain the relationship between learning and change in organizations, the process a company goes
through to become a learning organization, and the importance of leadership.
5. Summarize the mind-set that both agile and learning organizations must have in the 21st century.
wei82650_05_c05_207-248.indd 207 12/15/15 9:46 AM
ยฉ 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Change is the status quo. Companies the world
over realize that success depends on their ability
to respond to new opportunities and threats as
they emerge, and to keep rethinking their
strategies, structures, and tactics to .
Sankalp Forum scheduled for May 5-6, 2011 in Mumbai, is a platform that catalyzes impact investments into scalable and sustainable MSMEs globally.
In its third year, Sankalp has been a definitive initiative to accelerate the flow of capital in the social business space, as well as recognize for-profit businesses that are creating widespread positive impact. The Forum has brought together over 500 MSMEs, investors, policymakers and business leaders each year across 5 sectors - Agriculture, food & rural innovation, Health, Education, Clean Energy, and Technology for Development.
GI Net 13 - Journey of Telkom CorpU | Telkom IndonesiaHora Tjitra
ย
Materials presented during the 13th GI Net: "Corporate Learning and Development" on October 30, 2013, by Mr. Tonda Priyanto, Senior GM of Telkom Corporate University
GI Net 13 - LTD The Chief Learning Officer | TjitraHora Tjitra
ย
Materials presented during the 13th GI Net: "Corporate Learning and Development" on October 30, 2013, by Prof. Dr. Hora Tjitra, Executive Director and Chief Consultant of Tjitra & associates (www.tjitra.com)
Be Global - 5th APIO | Mercu Buana University 20131005Hora Tjitra
ย
Material presented by Prof. Dr. Hora Tjitra, Executive Director of Tjitra & associates (www.tjitra.com) and also Associate Professor for Applied Psychology at Zhejiang University, China, during the 5th APIO Conference in Jakarta (October 5th, 2013)
Asian Leadership Across Borders - SAPIC 2013 UAD | Tjitra 2013.08Hora Tjitra
ย
Materials presented during The Southeast Asia Psychology International Conference 2013 - Yogyakarta, Indonesia, August 24 - August 26, 2013 - Prof. Dr. Hora Tjitra, Director of Tjitra & associates (www.tjitra.com) & Associate Professor for Applied Psychology at Zhejiang University
GI Net 12 - Building Indonesian Global Leaders | Unilever IndonesiaHora Tjitra
ย
Materials presented during the 12th GI Net: "Developing Global Competence for (Future) Indonesian Leaders" on August 30, 2013, by HR Director of Unilever Indonesia
Intercultural Competence - The 10th Biennial Conference of AASP | Tjitra 2013...Hora Tjitra
ย
Materials presented during The 10th Biennial Conference of Asian Association of Social Psychology - Yogyakarta - Indonesia, August 21 - August 24, 2013 - Prof. Dr. Hora Tjitra, Director of Tjitra & associates (www.tjitra.com) & Associate Professor for Applied Psychology at Zhejiang University
GI Net 11 - The Global Indonesian Surviving The Crisis in Global TalentHora Tjitra
ย
11th Roundtable Discussion of Global Indonesian Network
Dr. Hana Panggabean
Director, School of Graduate Program Atma Jaya Catholic University of Indonesia
July, 1st 2013
GI Net 10 - Ensuring Sustainability in Organizational TransformationHora Tjitra
ย
Materials presented during the 10th GI Net: "Ensuring Sustainability in Organizational Transformation" on May 07, 2013, by Prof. Dr. Hora Tjitra, Director of Tjitra & associates (www.tjitra.com) & Associate Professor for Applied Psychology at Zhejiang University
GI Net 10 - Business Roles in Sustainable DevelopmentHora Tjitra
ย
Materials presented during the 10th GI Net: "Ensuring Sustainability in Organizational Transformation" on May 07, 2013, by President Indonesia Global Compact Network
GI Net 9 - Servant Leadership Leading With HeartHora Tjitra
ย
This is a power point material from Global events Indonesian Network, held on 4 April 2013. The theme of this event is: Servant Leadership-Leading with heart, performed by Dr. Hana Panggabean with Mr. Erwin Tenggono, advisor Pt. Anugrah Argon Medica.
Suara Pembaruan: "Kepemimpinan Etis dalam Perubahan"Hora Tjitra
ย
An article based on book launching on "Pemimpin dan Perubahan" : Langgam terobosan profesional bisnis Indonesia, by Prof. Dr. Hora Tjitra, Dr. Hana Panggabean, and Dr. Juliana Murniati
GI Net 7 - Global mind, local act: The art of change leadershipHora Tjitra
ย
Best practices on change leadership on Indonesian context, based on interview with 20+ Indonesian C - level executives. Materials presented during the 7th GI Net: on December 18, 2012, by Dr. Hana Panggabean
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
ย
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
ย
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Memorandum Of Association Constitution of Company.pptseri bangash
ย
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
ย
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
"๐ฉ๐ฌ๐ฎ๐ผ๐ต ๐พ๐ฐ๐ป๐ฏ ๐ป๐ฑ ๐ฐ๐บ ๐ฏ๐จ๐ณ๐ญ ๐ซ๐ถ๐ต๐ฌ"
๐๐ ๐๐จ๐ฆ๐ฌ (๐๐ ๐๐จ๐ฆ๐ฆ๐ฎ๐ง๐ข๐๐๐ญ๐ข๐จ๐ง๐ฌ) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
๐๐ ๐๐จ๐ฆ๐ฌ provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
โญ ๐ ๐๐๐ญ๐ฎ๐ซ๐๐ ๐ฉ๐ซ๐จ๐ฃ๐๐๐ญ๐ฌ:
โข 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
โข SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
โขFreenBecky 1st Fan Meeting in Vietnam
โขCHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
โข WOW K-Music Festival 2023
โข Winner [CROSS] Tour in HCM
โข Super Show 9 in HCM with Super Junior
โข HCMC - Gyeongsangbuk-do Culture and Tourism Festival
โข Korean Vietnam Partnership - Fair with LG
โข Korean President visits Samsung Electronics R&D Center
โข Vietnam Food Expo with Lotte Wellfood
"๐๐ฏ๐๐ซ๐ฒ ๐๐ฏ๐๐ง๐ญ ๐ข๐ฌ ๐ ๐ฌ๐ญ๐จ๐ซ๐ฒ, ๐ ๐ฌ๐ฉ๐๐๐ข๐๐ฅ ๐ฃ๐จ๐ฎ๐ซ๐ง๐๐ฒ. ๐๐ ๐๐ฅ๐ฐ๐๐ฒ๐ฌ ๐๐๐ฅ๐ข๐๐ฏ๐ ๐ญ๐ก๐๐ญ ๐ฌ๐ก๐จ๐ซ๐ญ๐ฅ๐ฒ ๐ฒ๐จ๐ฎ ๐ฐ๐ข๐ฅ๐ฅ ๐๐ ๐ ๐ฉ๐๐ซ๐ญ ๐จ๐ ๐จ๐ฎ๐ซ ๐ฌ๐ญ๐จ๐ซ๐ข๐๐ฌ."
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
ย
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
ย
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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. Learning 1 โ The art of survival (1968)
Student & Lecture Assistant - Univ. Krisnadwipayana (1968-1970)
Casino Worker - Jakarta Fair(1968-1969)
Cigarette โcanvasserโ - 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. Learning 2 โ From IBM to IBM MDT*
(1970 โ 1995)
From most admired to nearly breakup
1983 1992 โฆto new IBM
2000
*)Market Driven Transformation
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 โsnow whiteโ to many players
* From proprietary to open system environment
* From mainframe to personal systems
* From big customers to personal users
5. Business Strategy and Leadership Challenge
๏ Business Strategy โ โGO TO MARKETโ
* 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 โDefenderโ
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 โ Integration of finance, retail and
technology
๏ Support Palm Plantation development
๏ Branch expansion and technology deployment
๏ Learning the importance of โfundingโ in
business.
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
Customerโs 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 โnew challengerโ
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
Bentoelโs products: Bentoel Biru, Indonesiaโs 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. 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
11. Why โTurn Aroundโ ?
Economic
Diversification Crisis Interpolation
Developing
The Beginning Future Vision
New Paradigms
Knowledge Economy
Innovation and Breakthrough
Decline โ Loss โ 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. 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,
friendsโฆLearn 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 โ Managing
Through Learning Leading and
13. "I donโt 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. 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. Leadership 2 - Leadership and Management
Deploy Effective Leadership & Management.
Both are necessary for success of the company.
Leadership is about โcoping with growth/changeโ
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 โDo the Right Thingโ.
Management is about โcoping with complexityโ
It deals with practices and procedures in order to ensure effective operation
โ โDo Thing Rightโ
16. Leadership 3 โ Managing by Values (MBV)
In a company that truly managed by its values, there is only one
โbossโ โ 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. 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. Leadership 4 - Cultural Transformation Leadership
Transforming a โswamp-likeโ culture (adversaries, legalism,
protectionism, politics, and distrust) into an โoasisโ culture
(openness, trust, accountability, respect).
TRANSFORMATION FUNDAMENTAL CHANGE
STRATEGIC INTENTION
HOLISTIC APPROACH
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. 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. 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 โ Managing Through Learning Leading and Serving
22. Serving the Community
Profession Comdev/CSR Arts
Current
Pondok Kasih
ATSI
Past Permanin
23. We make a living by what we get
We make a live by what we give
Winston Churchill
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. (Global) Leadership Characters
๏ถ Clear vision and global strategic mindset
๏ถ Long term view orientation
๏ถ Sensitivity to different culture
๏ถ Outgoing, adaptive and flexible personality
๏ถ Entrepreneurial spirit
๏ถ Goal and growth oriented
๏ถ Teamwork
๏ถ Live by Corporate Values and Culture
๏ถ Commitment to the Ethical Leadership Principles
๏ถ Caring to the Environment and Community
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. 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 ๏ถ Human Rights (2 Principles)
๏ถ Labor (4 Principles)
๏ถ Environment (3 Principles)
๏ถ Anti-Corruption (1 Principles)
28. Global Leadership Skills
๏ถ Understanding of local business practices.
๏ถ In depth Industry knowledge
๏ถ Interpersonal and organizational leadership
๏ถ Communication ability (English and or Mandarin)
๏ถ Visibility to those who makes decision.
๏ถ Exposure to local culture and environment
๏ถ International education is advantage
๏ถ Broaden knowledge in order to be able to relate with
others about any subject
Summary:
Characters โ Ethical Principles - Skills
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 โ 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 โ 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 journeyโฆnot the ending purpose
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-