Emerging Management Issues

1. Emerging Management Issues
and Challenges
in Global Marketplace
MM USD
10 Februari 2016
B.B. Triatmoko, SJ, MA, MBA

2. Emerging Management Challenges
• Effects of Globalization
• Black Swan Event vs Predictability
• Knowledge Based Management
• Ethics and Social Responsibility
• Development of Environment
• Empowerment of Employees

3. Executive Summary
• Semenjak krisis keuangan global di tahun 2008, semakin
disadari bahwa kita tidak bisa memprediksi masa depan
dan tantangannya, oleh karena itu kita harus mampu
mengembangkan system manajemen organisasi yang siap
menghadapi ketidakpastian (robust management)
• Model organisasi yang akan melahirkan inovasi adalah
organisasi yang amat mirip dengan kondisi biologis kita:
berskala kecil, secara ekologis (=interaksi) kaya, tidak
bermain spekulasi; yang anggotanya bersemangat
entrepreneur dan memiliki passion yang tinggi untuk terus
mencari peluang.

4. What is Globalisation?
• Proses pengembangan jaringan bisnis
melampaui batas satu negara
• Penyebabnya:
– Semakin meluasnya perkembangan ekonomi berbasis
pasar
– Hilangnya batas-batas perdagangan internasional dan
FDI (Foreign Direct Investment)
– Semakin rendahnya biaya komunikasi dan transportasi

5. Focus of
Business Technology Structure
Who is
expected to
initiate change?
1980s
1990s
2000s
serving the
customer
electronic teams
middle
managers
production mechanical hierarchic
senior
managers
Global Competition forced changes in focus strategy
speed and
profitability of
innovation
integrated networks
Problem solving
innovation environmental
International
networks
2010

6. Effects
• Globalization creates interlocking fragility, while reducing volatility and
giving the appearance of stability. In other words it creates devastating Black
Swans. We have never lived before under the threat of a global collapse.
Financial institutions have been merging into a smaller number of very large
banks. Almost all banks are now interrelated. So the financial ecology is
swelling into gigantic, incestuous, bureaucratic banks (often Gaussianized in
their risk measurement) – when one falls, they all fall. The increase
concentration among banks seems to have the effect of making financial crisis
less likely, but when they happen they are more global in scale and hit us very
hard. We have moved from a diversified ecology of small banks, with varied
lending policies, to a more homogenous framework of firms that all resemble
one another. True, we now have fewer failures, but when they occur….I shiver
at the thought (NNT page 225-226)

7. What is a Black Swan Event?

10. Black Swan – 3 Komponen
1. First, it is an outlier, as it lies outside the realm of regular expectations,
because nothing in the past can convincingly point to its possibility.
2. Second, it carries an extreme 'impact'.
3. Third, in spite of its outlier status, human nature makes us concoct
explanations for its occurrence after the fact, making it explainable and
predictable.

11. Examples : Negative Black Swan
• September 11 2011 terrorist attacks
• Fukushima Nuclear Power Plant
• Asteroid impact on earth

14. Examples : Positive Black Swan
• Penemuan Personal Computer
• Lahirnya Internet
• Penemuan Laser
• Penemuan Pinicilin
• Other EUREKA

15. STRATEGY MENGHADAPI KETIDAKPASTIAN
The Great Asymmetry: Put yourself in
situations where favorable consequences are
much larger than unfavorable ones
I will never get to know the unknown since, by definition, it is unknown.
However, I can always guess how it might affect me, and I should base my
decisions around that.
In order to make a decision you need to focus on the consequences (which you can
know) rather than the probability (which you can’t know) is the central idea of
uncertainty

16. Strategy..
1. Make a distinction between positive Black Swan and negative one. Learn to
distinguish between those human undertakings in which the lack of
predictability can be extremely beneficial and those where the failure to
understand the future cause harm.
2. Jangan “narrow-minded” – invest in preparedness, not in prediction
3. Seize any opportunity, or anything that looks like opportunity. Remember
that positive Black Swans have a necessary first step: you need to be
exposed to them. Work hard in chasing such opportunities and maximasing
exposure to them.

17. PERTANYAAN BESAR?
• MENGAPA KITA TIDAK BISA
MEMPREDIKSI BLACK SWAN?
• JAWABANNYA:
– EPISTEMIC ARROGANCY
– INFORMATION “NOISE”

19. Heuristic Judgement
• Heuristic adalah prosedur sederhana yang membantu
benak kita untuk menemukan jawaban yang memadai
untuk pertanyaan-pertanyaan sulit, meskipun tidak
sempurna.
• Cara yang paling umum adalah dengan subsitusi.
• Cara itu sering kali efektif, namun kadang kala juga
membawa kepada kesimpulan yang salah, dan bahkan
tanpa disadari sebenarnya kita tidak menjawab pertanyaan
yang diajukan.
• Essensi: Ketika kita dihadapkan pada pertanyaan sulit, kita
sering menjawab yang lebih mudah, biasanya tanpa kita
sadar bahwa kita sudah menggunakan subsitusi

20. Contoh
TARGET QUESTION HEURISTIC QUESTION
- Seberapa besar kamu akan
berkontribusi untuk melindungi satwa
langka?
- Seberapa besar perasaanmu terlibat
ketika memikirkan lumba-lumba yang
sekarat?
- Seberapa bahagia kamu dalam
hidupmu akhir-akhir ini?
- Bagaimana “mood” mu sekarang?
- Seberapa popular presiden Jokowi
dalam enam bulan dari sekarang?
- Seberapa popular presiden Jokowi
sekarang ini?

21. Dua Agen pengambil keputusan di benak kita
(System 1 & System 2)
• System 1: bekerja secara otomatis dan cepat,
dengan sedikit atau bahkan tanpa perlu usaha dan
tidak ada kendali kehendak
• System 2: agen ini mengarahkan perhatian pada
kerja mental yang menuntutnya, termasuk
perhitungan yang kompleks. Pekerjaan system 2
sering diasosiasikan dengan pengalaman
subyektif, pilihan dan konsentrasi

22. Ketika kita berpikir tentang diri kita, kita mengidentifikasi diri dengan
System 2, diri yang sadar dan bernalar, yang memiliki nilai-nilai, pilihan-
pilihan dan memutuskan apa yang harus dipikirkan dan diperbuat.
Meskipun System 2 meyakini bahwa dirinya yang menentukan tindakan,
akan tetapi sebenarnya System 1 yang bertindak secara otomatis. Operasi
otomatis System 1 menghasilkan pola-pola ide yang luar biasa kompleks,
akan tetapi hanya System 2 yang lebih lambat yang bisa mengkonstruksi
pikiran-pikiran melalui tahap-tahap yang teratur.

23. Information vs Knowledge
• The more information you give someone, the more hypotheses they
will formulate along the way, and the worse off they will be. They see
more random noise and mistake it for information (fire hydrant
experiement)
• The problem is that our ideas are sticky: once we produce a theory, we
are not likely to change our minds – so those who delay developing
their theories are better off. When you develop your opinions on the
basis of weak evidence, you will have difficulty interpreting
subsequent information that contradicts these opinions, even if this
new information is obviously more accurate.
• Information proved to be toxic. More is sometimes, but not always,
better.

24. KNOWLEDGE MANAGEMENT
• Knowledge management (KM) is the
process of capturing, developing, sharing,
and effectively using organizational
knowledge. It refers to a multi-disciplinary
approach to achieving organizational
objectives by making the best use of
knowledge.

25. Different focuses
• Techno-centric with a focus on technology, ideally those
that enhance knowledge sharing and creation.
• Organisational with a focus on how an organisation can
be designed to facilitate knowledge processes best.
• Ecological with a focus on the interaction of people,
identity, knowledge, and environmental factors as a
complex adaptive system akin to a natural ecosystem.

26. Typical considerations driving a KM effort:
• Making available increased knowledge content in the development and
provision of products and services
• Achieving shorter new product development cycles
• Facilitating and managing innovation and organisational learning
• Leveraging the expertise of people across the organisation
• Increasing network connectivity between internal and external individuals
• Managing business environments and allowing employees to obtain relevant
insights and ideas appropriate to their work
• Solving intractable or wicked problems
• Managing intellectual capital and intellectual assets in the workforce (such as
the expertise and know-how possessed by key individuals or stored in
repositories)

27. KM Technology
1. Groupware
– Groupware refers to technologies that facilitate collaboration and sharing of organizational
information. One of the earliest very successful products in this category was Lotus Notes.
2. Workflow
– Workflow tools allow the representation of processes associated with the creation, use, and
maintenance of organizational knowledge. For example the process to create and utilize forms
and documents within an organization.
3. Content/Document Management
– Content/Document Management systems are systems designed to automate the process of
creating web content and/or documents within an organization.
4. Enterprise Portals
– Enterprise Portals are web sites that aggregate information across the entire organization or for
groups within the organization such as project teams.
5. eLearning
– eLearning technology enables organizations to create customized training and education
software. Scheduling and planning

28. KM Technology
1. Scheduling and planning
• tools automate the creation and maintenance of an organization's schedule:
scheduling meetings,notifying people of a meeting, etc.
1. Telepresence
• Telepresence technology enables individuals to have virtual meetings rather
than having to be in the same place. Videoconferencing is the most obvious
example.

29. The Extreme Future
• The Innovation Economy: IT and Network,
Biotech, Nanotech, and Neurotech
• The Future of the Workforce should not be defined
by geography, but by talent. A global war for
talent will be the top driver of competitive
advantage.
• Cultures in Collision: extremists and terrorists
• Climate change is real and it is here now. It cannot
be fixed fast enough.