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Act Like A Startup!
Transforming A Lumbering Elephant
into A Nimble Butterfly
SRI SAFITRI
Project Director of Customer
Experience &
Board of Advisor Digital AMOEBA
Telkom Indonesia
APMF
Bali, 2 - 4 May 2018
Digital Industry Phenomenon
OUTLINE
EXPLOITING
NEW
OPPORTUNITIES
CAPITALIZING ON
INCUMBENT
WEAKNESSES
Disruption is Everywhere
Source: Gartner
Source: Visual Capitalist, 2017
The oil barons have been replaced by the whiz kids of Silicon Valley
Top 5 Companies of the World Today are ‘Digital Natives’
Source: Accenture, CB Insight; World Economic Forum Report, 2016-2017
Rise of the Unicorns
The unicorns are achieving scale far quicker than analog companies ever did. Whereas the
average Fortune 500 company took 20 years to reach a market capitalization of $1 billion.
Telkom Digital
Transformation
OUTLINE
Why You Need to Transform?
Volatility
Uncertainty
Complexity
Ambiguity
Launch New Products
Seek New Sources of
Growth
Enter New Markets
INTERNAL
Challenges
EXTERNAL
Challenges
Source: BMC & PSTK Labs, 2018
Digital Transformation represents a
potential value opportunity of as much
as $100 trillion by 2025 for both
industry and society
Digital business currently
accounts for 18% of overall
revenue, and predicts a jump to
43% by 2020
Companies that become digital
enterprises can look forward to
• 26% increase in profitability
• 12% increase in valuation
• 9% increase in revenue to asset
ratio
Since 2000, 52% of companies in
the Fortune 500 have either gone
bankrupt, been acquired or ceased
to exist
Why Digital Transformation Now?
Source: Delta Partners, 2016
Telecom Industry in Transition
Source:
AT Kearney, Delta Partner & Internal Analysis, 2017
Telkom Digital Transformation
Digital Transformation Challenges
Source: NetSolution; Altimeter; & Business2Community, 2018
3 main challenges for company as enablers of digital transformation
It’s important that the company
culture align with the new values
dictated by the digital transformation
and the digital economy.
DIGITAL
CULTURE
Resistance to Change
DIGITAL
ORGANIZATION
Unit Collaboration
Cooperation between departments
and team silos. Digital
Transformation will impact how
you engage and interact with your
partners. How to find cross
department collaboration difficult.
DIGITAL
STRATEGY
Biz Leader Onboard
Thinking beyond a “campaign
mentality” in digital strategy efforts.
Real transformation requires business
leaders at all levels to be onboard
with the journey and what it means to
all segments of the business.
Telkom Startup
Way
OUTLINE
Disruptive
Innovation!
What do Davids
have that Goliaths
don’t have???
Foundership
(passion, believe & persistence for the unseen)
For a lumbering elephant, failure is
not an option. It is very good at
operating huge programs with
functional silos and detailed
procedures in high level of hierarchy .
A nimble Butterfly
recognizes
entrepreneurship as an
internal core discipline and
it leaves competitors in the
dust through continuous
innovation.
Elephant VS Butterfly
Transformation is not about reinventing elephants as butterflies but how we are breeding huge,
successful butterflies that never become elephants.
Source:
Donald Laurie, Venture Catalyst, Tersues Books, 2001
Telkom
Innovation
Strategies
5 Innovation Strategy
Pillars
It’s about finding ways to best
implement lean & design
thinking for best innovations WITHIN STRUCTURE
CERTAIN INNOVATIONS
Known Problems
Known or Unknown Solutions
•Waterfall
•Analytical thinking
• Planning & decision making
• High demand of resources
Implementation phase KPIs setting
& achievement
• Size & cost-benefit mgt.
• Activities & resources mgt.
• Project management
• Confidential intelligence
High level of success historically
BUSINESS AS USUAL
WITHIN EMPOWERED
INDEPENDENT SMALL TEAMS
DIGITAL AMOEBA PROGRAM
•Lean
•Design thinking
• Clear cut opportunity costs
• Separate policies&procedures
Fail fast, fail small,
success faster, success bigger
• Collaborative network
High level of success historically
DISRUPTIVE, not easy for big corporate
Most successful dicos and digital
masters are used to
use this modes
• Small & quick experiments
• Autonomic activities
• Intense change management
“If you’re not embarrassed by your first product release, you’ve released it too late” – Reid Hoffman LinkedIn Co Founder
Lean Startup Methodology as AMOEBA Way of Thinking
• Space for experiments
• Learn to make investment base on vision, experimentation and evidence
• Create milestones that can work
• Provide professional, mentor/coach, board of advisors and networks
• Separate and rational way to attract talent
• Create new incentive and advancement
Building Internal Entrepreneurship
The Rise of Team Based Organization &
Experts Optimization
SELECT
DEVELOP
INCUBATE
ACCELERATE
GRADUATE
158+ teams
913+ persons
39 teams
188+ persons
17 teams
41 persons
5 teams
13 persons
2 teams
3 persons
Developing digital startups ecosystem through
C2C (Creativity to Commerce) model
Proses Nurturing Quality Talent Scouting Incubation Acceleration Commerce
Facility Creative Camp Creative Centers Creative Capital
FEB 2018 23 Startups
Pre-Indigo Indigo Post-Indigo
Output 1. Digital talentdevelopment
2. Idea exploration&
foundermatchmaking
3. Startup forming
1. Idea validation
2. Product& bizmodel
development
3. Start to integrateinto
bizunits environment
1. Productready to market
2. Marketing& channeling to
acquiremarket growth
1. CompanyBuilding
2. Acquirenew& bigger
funding/ investment
18 Locations
18 Startups102 Startups
4.266
Talents
20.000
Talents
Partnership with Ycombinator
(Silicon Valley)
Thank you

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Act Like A StartUp!

  • 1. Act Like A Startup! Transforming A Lumbering Elephant into A Nimble Butterfly SRI SAFITRI Project Director of Customer Experience & Board of Advisor Digital AMOEBA Telkom Indonesia APMF Bali, 2 - 4 May 2018
  • 4. Source: Visual Capitalist, 2017 The oil barons have been replaced by the whiz kids of Silicon Valley Top 5 Companies of the World Today are ‘Digital Natives’
  • 5. Source: Accenture, CB Insight; World Economic Forum Report, 2016-2017 Rise of the Unicorns The unicorns are achieving scale far quicker than analog companies ever did. Whereas the average Fortune 500 company took 20 years to reach a market capitalization of $1 billion.
  • 7. Why You Need to Transform? Volatility Uncertainty Complexity Ambiguity Launch New Products Seek New Sources of Growth Enter New Markets INTERNAL Challenges EXTERNAL Challenges
  • 8. Source: BMC & PSTK Labs, 2018 Digital Transformation represents a potential value opportunity of as much as $100 trillion by 2025 for both industry and society Digital business currently accounts for 18% of overall revenue, and predicts a jump to 43% by 2020 Companies that become digital enterprises can look forward to • 26% increase in profitability • 12% increase in valuation • 9% increase in revenue to asset ratio Since 2000, 52% of companies in the Fortune 500 have either gone bankrupt, been acquired or ceased to exist Why Digital Transformation Now?
  • 9.
  • 10. Source: Delta Partners, 2016 Telecom Industry in Transition
  • 11. Source: AT Kearney, Delta Partner & Internal Analysis, 2017 Telkom Digital Transformation
  • 12. Digital Transformation Challenges Source: NetSolution; Altimeter; & Business2Community, 2018 3 main challenges for company as enablers of digital transformation It’s important that the company culture align with the new values dictated by the digital transformation and the digital economy. DIGITAL CULTURE Resistance to Change DIGITAL ORGANIZATION Unit Collaboration Cooperation between departments and team silos. Digital Transformation will impact how you engage and interact with your partners. How to find cross department collaboration difficult. DIGITAL STRATEGY Biz Leader Onboard Thinking beyond a “campaign mentality” in digital strategy efforts. Real transformation requires business leaders at all levels to be onboard with the journey and what it means to all segments of the business.
  • 14. Disruptive Innovation! What do Davids have that Goliaths don’t have??? Foundership (passion, believe & persistence for the unseen)
  • 15. For a lumbering elephant, failure is not an option. It is very good at operating huge programs with functional silos and detailed procedures in high level of hierarchy . A nimble Butterfly recognizes entrepreneurship as an internal core discipline and it leaves competitors in the dust through continuous innovation. Elephant VS Butterfly Transformation is not about reinventing elephants as butterflies but how we are breeding huge, successful butterflies that never become elephants.
  • 16. Source: Donald Laurie, Venture Catalyst, Tersues Books, 2001 Telkom Innovation Strategies 5 Innovation Strategy Pillars
  • 17. It’s about finding ways to best implement lean & design thinking for best innovations WITHIN STRUCTURE CERTAIN INNOVATIONS Known Problems Known or Unknown Solutions •Waterfall •Analytical thinking • Planning & decision making • High demand of resources Implementation phase KPIs setting & achievement • Size & cost-benefit mgt. • Activities & resources mgt. • Project management • Confidential intelligence High level of success historically BUSINESS AS USUAL WITHIN EMPOWERED INDEPENDENT SMALL TEAMS DIGITAL AMOEBA PROGRAM •Lean •Design thinking • Clear cut opportunity costs • Separate policies&procedures Fail fast, fail small, success faster, success bigger • Collaborative network High level of success historically DISRUPTIVE, not easy for big corporate Most successful dicos and digital masters are used to use this modes • Small & quick experiments • Autonomic activities • Intense change management
  • 18. “If you’re not embarrassed by your first product release, you’ve released it too late” – Reid Hoffman LinkedIn Co Founder Lean Startup Methodology as AMOEBA Way of Thinking
  • 19. • Space for experiments • Learn to make investment base on vision, experimentation and evidence • Create milestones that can work • Provide professional, mentor/coach, board of advisors and networks • Separate and rational way to attract talent • Create new incentive and advancement Building Internal Entrepreneurship
  • 20. The Rise of Team Based Organization & Experts Optimization SELECT DEVELOP INCUBATE ACCELERATE GRADUATE 158+ teams 913+ persons 39 teams 188+ persons 17 teams 41 persons 5 teams 13 persons 2 teams 3 persons
  • 21. Developing digital startups ecosystem through C2C (Creativity to Commerce) model Proses Nurturing Quality Talent Scouting Incubation Acceleration Commerce Facility Creative Camp Creative Centers Creative Capital FEB 2018 23 Startups Pre-Indigo Indigo Post-Indigo Output 1. Digital talentdevelopment 2. Idea exploration& foundermatchmaking 3. Startup forming 1. Idea validation 2. Product& bizmodel development 3. Start to integrateinto bizunits environment 1. Productready to market 2. Marketing& channeling to acquiremarket growth 1. CompanyBuilding 2. Acquirenew& bigger funding/ investment 18 Locations 18 Startups102 Startups 4.266 Talents 20.000 Talents Partnership with Ycombinator (Silicon Valley)
  • 22.

Editor's Notes

  1. Akan di bold kata2 kuncinya