Two-thirds of corporate executives believe a lack of business skills or business acumen inhibits their company from meeting strategic priorities. It was established that most strategic plans fail to achieve their strategic goals due to the turbulent changes that exist in the global market today. Since most of the failures in the strategic process occur at the execution stage it is increasingly important that managers at all levels learn how to implement these vital plans while maneuvering through the changes that occur as a result of the dynamics of the markets. In An organization of high business acumen individuals can expect to see leaders with a heightened perspective that translates into an ability to inspire and excite the organization to achieve its full strategic potential. As your leadership responsibilities expand, so does your need to understand the impact of every decision on the strategic and financial goals of your organization. That's why business acumen—an intuitive sense of how the moving parts of a company work together to create profit —is indispensable.

1. Business Acumen 5.0:
for Sustainable Competitive Excellence
Seta A. Wicaksana
www.humanikaconsulting.com

2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Business Psychologist
• Pendiri dan Direktur Humanika Consulting dan hipotest.com
• Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam
menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia
dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021), Psikologi Umum
(2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi
di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan
Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021).
• Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP TRISAKTI,
Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA
• Certified of Assessor Talent Management
• Certified of Human Resources Management (Reward Management)
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Sekolah ikatan dinas Akademi Sandi Negara

3. Why Business Acumen
• Do you understand how your organization attains sustainability?
• Two-thirds of corporate executives believe a lack of business skills or business
acumen inhibits their company from meeting strategic priorities. It was
established that most strategic plans fail to achieve their strategic goals due to
the turbulent changes that exist in the global market today. Since most of the
failures in the strategic process occur at the execution stage it is increasingly
important that managers at all levels learn how to implement these vital plans
while maneuvering through the changes that occur as a result of the dynamics of
the markets.
• In An organization of high business acumen individuals can expect to see leaders
with a heightened perspective that translates into an ability to inspire and excite
the organization to achieve its full strategic potential. As your leadership
responsibilities expand, so does your need to understand the impact of every
decision on the strategic and financial goals of your organization. That's why
business acumen—an intuitive sense of how the moving parts of a company work
together to create profit —is indispensable.

4. Business
Acumen in
5.0
Framework
(Wicaksana, 2023)
Mindset
Characteristics:
Ambidextrous
Leadership
Business
Acumen
Competency
Sustainable
Competitive
Advantages
Innovation
Wellbeing
Governance Risk
Compliance (GRC)
Agility Society
Key Drivers Key Results

5. Four Organization’s Needs in Business
Sustainable Competitive
Advantages
Innovation Governance, Risk, and
Compliance
Wellbeing

6. Two Focus in 5.0: Agility
for Society’s Need
• Society Experience Agility is the ability of an organization
to quickly move and adapt a new or an improved
approach while addressing the changing market
environment and society’s needs.
• Agility is essential in today’s ever-changing world. The
modern customer is vastly empowered, and their
expectations keep on changing.

7. What Business
Acumen
• Business Acumen is a combination of
knowledge and skill informed by
experience: knowledge about key business
issues, the skill to apply that knowledge,
and the confidence to take action informed
by past experiences.
• The ability to take a ‘big picture’ view of a
situation, to weigh it up quickly, make a
logical, sound decision confidently, and
influence others to agree with you in order
to have a positive impact towards
achieving the objectives of the
organisation.

8. 3 Pillars in
Business
Acumen
Mindset
Competency
Characteristics

9. Mindset
Mindset is a set of beliefs that shape how you make sense of the world and
yourself. It influences how you think, feel, and behave in any given situation. It
means that what you believe about yourself impacts your success or failure.
According to Stanford psychologist Carol Dweck, your beliefs play a pivotal role in
what you want and whether you achieve it. Dweck has found that it is your
mindset that plays a significant role in determining achievement and success.
Mindsets can influence how people behave in a wide range of situations in life.
For example, as people encounter different situations, their mind triggers a
specific mindset that then directly impacts their behavior in that situation.

10. https://www.youtube.com/wat
ch?v=M1CHPnZfFmU

11. Fixed Mindset Growth mindset
Belief Capabilities are primarily seen as inborn talents which are hardly
changeable
Capabilities are seen as mutable by effort and effective learning
strategies
Tendency Trying to appear as capable as much as possible Trying to learn and improved as much as possible
Challenges Are avoided because, in case of failure, they can give an
impression of lack of talent
Are embraced because you can learn from them, and they can
lead to growth
View an effort Is seen as indication of lack of talent Is seen as normal and necessary step to growth
Response to adversity or failure Is seen as an indication of a lack of talent, often leads to giving up
early
Is seen as an indication that more effort and/or better strategies
are needed
Response to criticism Self defeating defensiveness, own mistakes are not recognized and
admitted
Inquisitive and interested, eager to learn and open to feedback
and suggestions
View on success of others Is seen as a threat because these other people might be view as
more talented
Is seen as an inspirational because lessons can be drawn from it
for future leaning
Impact on own development Potential is under utilized which is seen as a confirmation of one’s
won fixed mindset
Potential is developed which is confirmation of one’s won growth
mindset
Effect other people Can impede cooperation, feedback, and growth Can invite cooperation, feedback and tips and stimulate growth

12. Growth Your Mindset
Do Not
Blame
Aim for
Self-
Awarenes
s
Avoid
Negative,
Fixed
Mindset
Self-Talk
Ask for
Feedback
(and
listen to it
Do Not
Overreact
to Failure
(keep it in
perspecti
ve)
Reflect
and
Reassess
Do Not
Compare
Celebrate
Effort
(process
not
product)
Learn from failure
Self-awareness is the key to a growth mindset
Be aware, you can grow
Learn to be a good listener
Failure is a natural part of learning and improving,
so don't overreact
Set aside time to reflect on your progress and plan
how to improve
Focus on yourself
and your work
FROM

13. Characteristics: Ambidextrous Leadership
• Ambidextrous leadership refers to the ability of
leaders to effectively balance and manage two
seemingly conflicting objectives, such as exploiting
current successful strategies while simultaneously
exploring new and innovative ones.
• This type of leadership is crucial in today’s rapidly
changing and complex business environment,
where organizations need to be flexible and
adaptive to stay ahead of the competition.
• Ambidextrous leaders possess the unique
capability to simultaneously maintain and improve
existing processes while exploring and developing
new opportunities, making them valuable assets
to organizations seeking to drive innovation and
growth.

14. Ambidextrous
Leadership
• Strategic thinking: The ability to think critically about the long-
term goals of the organization and make decisions that balance
exploration and exploitation.
• Flexibility: The ability to switch between different modes as
needed and to adjust to changing circumstances.
• Open-mindedness: A willingness to consider new ideas and
approaches, and to be comfortable with uncertainty and risk.
• Vision: The ability to inspire and motivate others to work towards
a common goal.
• Collaboration: The ability to work effectively with others, build
strong relationships, and lead a team towards success.

15. Developing an
Ambidextrous
Leader
• Leaders who successfully model this
leadership style embrace uncertainty,
ambiguity, ambivalence, tension, and
even conflict. They evince comfort with
discomfort.
• Cognitive ambidexterity is the ability to
use thinking and creation logic
simultaneously. It helps one make faster
and better decisions, and deal with VUCA
better. Fosters thought through the bias
for action. Being in an environment that
encourages thinking and logic (Left brain).
Cognitive ambidexterity: Competence
that can bring success

16. “ambidexterity is to become an
organizational capability, it needs
to be repeatable and not a one-off
event. What is potentially
worrisome about several of our
examples is that they reflect the
efforts of a single individual
rather than a process.”
― Charles A. O'Reilly, Lead and Disrupt: How to Solve
the Innovator's Dilemma

17. Competency
Business
Acumen

18. Knowledge:
Financial literacy
• The ability to understand
how an organization uses its
resources to achieve its
desired outcome.
• In a commercial context, this
is often measured in terms
of profit or revenue, in other
organizations the key
measure of success might be
improved capacity or
measurable social benefits.

19. Knowledge:
Organizational
knowledge
• Knowledge about the
organization in which the
individual works.
• What are the relevant
procedures and processes?
How can they get things
done?

20. Knowledge:
Contextual
Knowledge
• The ability to relate what
happens outside an
individual’s immediate
environment to situations in
the workplace.
• For senior managers, this will
involve looking at the wider
external landscape. For
supervisors, it means
knowing about the changes
happening within their own
organization.

21. Skills: Self Awareness • How will an individual’s actions and decisions impact on the
organisation and the other people in it?

22. Skills: Stakeholder
Awareness
• What are the stakeholder’s interests
and needs, and how do decisions make
within the organization impact upon
them?

23. Ability: deal with
ambiguity
• In many cases, it is impossible to
know everything relevant to a
situation.
• Everyone must decide when the
information available is sufficient to
move forward.

24. Ability: link cause
and effect
• Both in a financial sense e.g.
10% discount means we will
not make a profit, and in a
personal sense e.g. if we
don’t complete this forecast
accurately, our boss will not
secure the resources we
need next year.

25. How To Develop
Business Acumen
• Dig into the financial side of the business
• Get a mentor
• Study the business model
• Stay up to date with industry trends
• Understand the customers
• Strategic Communication
• Sign up for a business class
• Become more comfortable taking calculated risks
• Learn how to fail
• in coaching

26. Learning and
Giving for
Better
Indonesia
www.humanikaconsulting.com