Competency traps are the mistaken beliefs that the factors that led to past success will also be associated with future success. Digital technologies are changing the competitive landscape — providing new ways of delivering value to customers and new service opportunities — and factors associated with past successes may not be associated with future success.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
The importance of culture to your company
Culture is a key advantage when it comes to attracting talent and outperforming the competition. ... The culture of an organization is also one of the top indicators of employee satisfaction and one of the main reasons that almost two-thirds (65%) of employees stay in their job.
To be a champion, I think you have to see the big picture. It's not about winning and losing; it's about every day hard work and about thriving on a challenge. It's about embracing the pain that you'll experience at the end of a race and not being afraid. I think people think too hard and get afraid of a certain challenge. Summer Sanders
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
The importance of culture to your company
Culture is a key advantage when it comes to attracting talent and outperforming the competition. ... The culture of an organization is also one of the top indicators of employee satisfaction and one of the main reasons that almost two-thirds (65%) of employees stay in their job.
To be a champion, I think you have to see the big picture. It's not about winning and losing; it's about every day hard work and about thriving on a challenge. It's about embracing the pain that you'll experience at the end of a race and not being afraid. I think people think too hard and get afraid of a certain challenge. Summer Sanders
Managers - Understanding Management (Theory and Approaches)Seta Wicaksana
Average managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces.
In many organisations the habitual approach to workforce planning is just a short-term budget and headcount exercise. Attempting to be this granular and precise is not useful when looking longer term, especially when the environment is uncertain.’
Julia Howes, Principal, Mercer
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
Our Vision: “To be a inspiring Sharia Company in providing the best Innovation and Solution of each given HR services by Digital Technology 2025”
Our Mission: “Creating Innovation and Solution to provide the best services for a better future of all our stakeholders in sharia way .”
Developing assessment center tools (case study)Seta Wicaksana
Basically, to lead without a title is to derive your power within the organisation not from your position but from your competence, effectiveness, relationships, excellence, innovation and ethics.
Finally, let us understand that when we stand together, we will always win. When men and women stand together for justice, we win. When black, white and Hispanic people stand together for justice, we win.
- Bernie Sanders
Pengembangan Alat Ukur di Assessment Center Seta Wicaksana
if you know what to do then you know how to measure
if you know what to measure then you know how to manage
if you know how to manage then you know what to improve
"The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things." --Ronald Reagan
Employee Management and development
How to set up an effective development plan
whose responsibility is employee development
Managerial work in India
categories of management characteristics
Succession planning
Alignment. In a global marketplace where change and disruption are the only constants, alignment is the vital concept that will keep HR practices advancing and evolving. According to the 2015 PwC CEO Agenda survey, 73% of CEOs are concerned the lack of available key skills is a threat to organizational growth. This is the opportunity for HR to come to the forefront and align themselves across the business to drive the necessary changes for success.
This deck dives into the five focus areas where HR can align to ensure every piece of their strategy is primed for organization transformation.
In my career, there's many things I've won and many things I've achieved, but for me, my greatest achievement is my children and my family. It's about being a good father, a good husband, just being connected to family as much as possible.
Using Competency Modeling to Enhance Leadership DevelopmentOnPoint Consulting
What behaviors and skills do you want to see in your company's next leaders? Discover how to use competency modeling to set the foundation for leadership development initiatives.
“We sense that ‘normal’ isn’t coming back, that we are being born into a new normal: a new kind of society, a new relationship to the earth, a new experience of being human.”
― Charles Eisenstein
Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.
As organizations seek their footing in a turbulent business environment, they require strong leaders at the helm. The rapid changes associated with digital disruption can be disorienting, so many of us assume the leadership handbook must be completely rewritten for the digital age.
Is it possible the leadership challenges of the digital world are more the same than different but we are overly focused on what’s different because we are so alarmed by the threats to the status quo?
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
Managers - Understanding Management (Theory and Approaches)Seta Wicaksana
Average managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces.
In many organisations the habitual approach to workforce planning is just a short-term budget and headcount exercise. Attempting to be this granular and precise is not useful when looking longer term, especially when the environment is uncertain.’
Julia Howes, Principal, Mercer
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
Our Vision: “To be a inspiring Sharia Company in providing the best Innovation and Solution of each given HR services by Digital Technology 2025”
Our Mission: “Creating Innovation and Solution to provide the best services for a better future of all our stakeholders in sharia way .”
Developing assessment center tools (case study)Seta Wicaksana
Basically, to lead without a title is to derive your power within the organisation not from your position but from your competence, effectiveness, relationships, excellence, innovation and ethics.
Finally, let us understand that when we stand together, we will always win. When men and women stand together for justice, we win. When black, white and Hispanic people stand together for justice, we win.
- Bernie Sanders
Pengembangan Alat Ukur di Assessment Center Seta Wicaksana
if you know what to do then you know how to measure
if you know what to measure then you know how to manage
if you know how to manage then you know what to improve
"The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things." --Ronald Reagan
Employee Management and development
How to set up an effective development plan
whose responsibility is employee development
Managerial work in India
categories of management characteristics
Succession planning
Alignment. In a global marketplace where change and disruption are the only constants, alignment is the vital concept that will keep HR practices advancing and evolving. According to the 2015 PwC CEO Agenda survey, 73% of CEOs are concerned the lack of available key skills is a threat to organizational growth. This is the opportunity for HR to come to the forefront and align themselves across the business to drive the necessary changes for success.
This deck dives into the five focus areas where HR can align to ensure every piece of their strategy is primed for organization transformation.
In my career, there's many things I've won and many things I've achieved, but for me, my greatest achievement is my children and my family. It's about being a good father, a good husband, just being connected to family as much as possible.
Using Competency Modeling to Enhance Leadership DevelopmentOnPoint Consulting
What behaviors and skills do you want to see in your company's next leaders? Discover how to use competency modeling to set the foundation for leadership development initiatives.
“We sense that ‘normal’ isn’t coming back, that we are being born into a new normal: a new kind of society, a new relationship to the earth, a new experience of being human.”
― Charles Eisenstein
Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.
As organizations seek their footing in a turbulent business environment, they require strong leaders at the helm. The rapid changes associated with digital disruption can be disorienting, so many of us assume the leadership handbook must be completely rewritten for the digital age.
Is it possible the leadership challenges of the digital world are more the same than different but we are overly focused on what’s different because we are so alarmed by the threats to the status quo?
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
Digital transformation is the process of re building a business from scratch using digital technologies. It is key to becoming more customer centric. Organizations that go through digital transformation emerge with new opportunities, new purposes, new practices, and new products. Digital leadership is the set of skills, knowledge, and behaviors that individuals exhibit to successfully lead the digital activity of an organization. Required leadership skills include communication, project management, team management, finance, and conflict resolution. Digital leadership involves challenging traditional models and approaches. Digital leaders are the people responsible for managing digital transformation. They understand the disruptive potential of technology. This paper provides a primer on digital leadership. Matthew N. O. Sadiku | Uwakwe C. Chukwu | Abayomi Ajayi-Majebi | Sarhan M. Musa "Digital Leadership: A Primer" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-7 , December 2022, URL: https://www.ijtsrd.com/papers/ijtsrd52253.pdf Paper URL: https://www.ijtsrd.com/engineering/other/52253/digital-leadership-a-primer/matthew-n-o-sadiku
Digital Talent: not just know how to use technologySeta Wicaksana
The talented employees who are able to adapt and use the existing digital technologies, has the technological skills to make things easier, characterised by a combination of business acumen and technological skill, need to understand the reasons behind the actions, not just know how to use technology, and simply the prowess to handle or implement a successful digital transformation program.
- Seta A. Wicaksana (2021)
What's the relationship between digital disruption and digital transformation? How can organisations manage their digital transformations better and achieve their business transformations faster? What role does digital culture play and how do you develop a digital culture?
New Zealand businesses and government agencies are all facing the effects of digital technology and responding to the changing nature of market expectations.
In this presentation, delivered at Solnet's CXO Digital Transformation seminars, Phil Coop, (Digital Transformation Director, Solnet) discusses the roles of focus, innovation, team structure, culture, data, and UX as ingredients to a successful digital transformation.
A traditional print media company’s foray into digital media.
A 38-year-old bank’s journey to become more responsive to its customers’ needs.
A construction company revolutionizing its business by creating a more efficient operating model.
What can we learn from these organizations’ experiences in navigating the often ambiguous and seemingly risky transformations, that are starting to produce results? Do the leaders of these diverse industries share common pivots? What does it feel like to lead such transformations?
A traditional print media company’s foray into digital media. A 38-year-old bank’s journey to become more responsive to its customers’ needs. A construction company revolutionizing its business by creating a more efficient operating model. What can we learn from these organizations’ experiences in navigating the often ambiguous and seemingly risky transformations, that are starting to produce results? Do the leaders of these diverse industries share common pivots? What does it feel like to lead such transformations?
This comes at a time when becoming digital is top on many organizations’ agendas, but few are seeing results*. To find some answers, we held lively and open conversations with 12 digital leaders across industries and geographies (organizations that are starting to realize value from their transformation efforts).
Using this wealth of information, combined with the design principles for an agile organization, we start to paint a picture of practical tactics for building and operating a successful agile organization.
Special thanks to all the thought leaders interviewed!
When Collaboration Drives Your Digital TransformationeXo Platform
Companies always try to include digital transformation to their strategies. What about including it in employee collaboration? Find out about how collaboration can drive your Digital transformation
Building a business culture for digital success. A Stickyeyes Webinar, 9 Marc...Stickyeyes
Watch the full webinar at http://www.stickyeyes.com/videos/building-a-brand-for-digital-success
SEO, as a marketing discipline, has taken on an entirely new role and has become a critical component of a brand’s entire digital strategy. It’s no longer possible to see search engine optimisation as an isolated activity, kept separately from a brand’s other core marketing and communication channels. Instead, SEO has become an integral part of that marketing and communications strategy.
But established brands are finding it difficult to align the multiple stakeholders and skillsets needed to deliver a digital strategy that will succeed in engaging online audiences, provide a coherent customer experience and drive return on investment.
Mike McDougall, Head of SEO at Stickyeyes, explains what it takes for enterprise level organisations to succeed in digital, and shared his top tips for developing an organisational culture in which digital can thrive.
Digital transformation can be defined as a process whereby an organization shifts their business models, processes, and organizational culture with digital technologies to adapt to changing customer behaviors. They adapt to meet ever-changing customer expectations and engage with consumers in innovative ways. Transformational journeys require acurate assessments, learning, growth, and monitoring of:
1) People and Culture;
2) Capacity and Capabilities;
3) Innovation; and
4) Technology.
Driving digital transformation new skills for leaders, new role for the cioPeerasak C.
EXECUTIVE SUMMARY
Digital acumen is essential for business leaders in today’s hyper-competitive, technologyenabled
world. But most companies lack the knowledge and skills needed to succeed in the digital
aspects of their business, according to a new survey of 436 business leaders by Harvard Business
Review Analytic Services.
The global survey found that while CEOs generally understand the strategic opportunities and
threats of digital business, many have yet to build and communicate a vision for their companies
or to develop a strategy to make that vision a reality. And most organizations’ functional leaders
lack the skills and knowledge they need to execute a digital strategy, even if there’s one in place.
This presentation presents the ten identified success-critical focus areas of a digital transformation in detail.
First, for each focus area, the underlying concept and the respective contribution to the success of digital transformation are presented.
Subsequently, the corresponding success factors from literature and practice are compiled. For an overview, the comparison of the citations from literature and interviews
Digital transformation: Envision the futureMicrosoft
Hvordan forankrer virksomheder digital transformation strategisk? Hvilke forretningseffekter forfølger og prioriterer de?
Hvilke udfordringer møder de, og hvordan adresserer de dem i praksis? Qvartz har gennemført en undersøgelse om digital transformation blandt store virksomheder i Danmark og leverer et overblik over konklusionerne.
v/Jens Friis Hjortegaard, Partner, Qvartz
This digital transformation programme aims to equip you with the latest skills to assess how your company should evolve and transform in Digital Revolution 4.0. It aims to equip you with a digital strategy roadmap.
Memahami Organisasi dan Desain Organisasi-Organisasi Publik (Bagian 3)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-from strategy (Bagian 2)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-Pengantar (bagian 1)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Materi dibagi menjadi 3 bagian, yaitu:
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
Perspektif Psikologi dalam Perubahan OrganisasiSeta Wicaksana
“Perubahan organisasi merupakan suatu proses yang berkelanjutan dan dinamis. Perubahan tidak berhenti ketika sebuah inisiatif perubahan telah sukses diimplementasikan, tapi akan selalu terjadi perubahan karena lingkungan yang terus menerus berubah.” – Seta A. Wicaksana
“Perubahan hadir karena adanya ketidaksempurnaan, sedangkan ketidaksempurnaan itu adalah ruang untuk belajar, tumbuh dan berkembang, …
itulah yang Sempurna.” – Seta A. Wicaksana
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
Up until about 20 years ago, companies experienced organizational redesign every few years or even decades.
Most top executives would have the experience perhaps only a few times in their careers.
However, automation and competitive pressures had begun to accelerate the pace of organizational change.
In this presentation, we explore traditional organizational models and how they have been used to align structure and operations to business strategies.
We will show how those models can still operate as diagnostic tools to understand where various organizational factors can be out of balance.
Then, we will show how organizations have shifted from static models for diagnostics and alignment to flexible models that help organizations adapt to continuous, dynamic change.
Understanding Business Function and Business ProcessSeta Wicaksana
Enterprise Resource Planning (ERP) programs: Core software used by companies to coordinate information in every area of business
Help manage companywide business processes
Use common database and shared management reporting tools
Business process: Collection of activities that takes some input and creates an output that is of value to the customer
HC Company Profile 2024 Excellence JourneySeta Wicaksana
Humanika Consulting is an HRD and Management consultant brand under the auspices of PT Humanika Amanah Indonesia. As a brand, Humanika Consulting, which was established in 2004, started its career in developing human resources through training program activities using an outdoor activity (Outbound) approach. The Experiential Learning method is promoted in developing people through continuous change so that the S.O.B.A.T. (Semua Orang Bisa Hebat) becomes a platform in the change process, namely Start, Order, Breakthrough, Accelerate, and Transform.
To anticipate high demands regarding Individual Assessment, Humanika Consulting has innovated to create a web-based application and has parameters (Job-Person Profile Matching), by having a subsidiary, PT Humanika Bisnis Digital, which a subsidiary that concentrates on Big Data and research related to HR. in 2019.
Business Strategy Creating and Sustaining Competitive AdvantagesSeta Wicaksana
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
The Future of Business, Organization and HRMSeta Wicaksana
In an ever-evolving global landscape, the realm of business development is undergoing a profound transformation.
The convergence of technological advancements, shifting consumer preferences, and dynamic market conditions has created a paradigm shift that promises to reshape the way businesses approach growth and expansion.
The future of business development is not only about adapting to change but also about harnessing emerging trends and innovations to thrive in an increasingly competitive environment.
To better organize a business in the future, leaders should embrace nine imperatives that collectively explain “who we are” as an organization, “how we operate,” and “how we grow.”
Transformasi menuju SDM Unggul dalam Era VUCASeta Wicaksana
Pembangunan Sumber Daya Manusia (SDM) unggul adalah bagian dari proses dan tujuan pembangunan nasional Indonesia. Saat ini Indonesia menghadapi tantangan untuk mengejar ketertinggalan dari bangsa-bangsa lain yang telah lebih dahulu maju. Tantangan menjadi lebih berat karena saat ini berada di era VUCA yaitu Volatility, Uncertainty, Complexity, dan Ambiguity.
Kita hidup di dunia dengan perubahan yang sangat cepat, tidak terduga, dipengaruhi oleh banyak faktor yang sulit dikontrol, dan kompleks. Mustahil kita mampu mencapai kemajuan dan kemandirian bangsa apabila kita mengabaikan pembangunan yang semestinya bertitik berat pada keunggulan sumber daya manusia. Hanya melalui SDM unggul kita akan mampu menghadapi era VUCA ini dan mampu berkompetisi dengan bangsa–bangsa lain. Era VUCA harus kita hadapi dengan mencetak SDM unggul Indonesia.
SDM unggul adalah SDM yang mampu beradaptasi, menerima dan merangkul perubahan sebagai bagian dari lingkungan yang tidak dapat diprediksi. Di samping itu, SDM unggul juga adalah SDM yang mampu memahami sekaligus melaksanakan tugas pekerjaannya secara tuntas dan berkualitas dengan visi kerja yang jelas dalam menghadapi tantangan dan ketidakpastian, yang mampu berkolaborasi dan bersinergi secara efektif dengan kolega, tim kerja, dan menjadi insan penggerak perubahan dan inovasi dalam menghadapi kompleksitas persoalan organisasi. SDM unggul juga diharapkan mampu mengatasi ambiguitas dengan agilitas serta memiliki ketangkasan dan kecerdasan dalam menjalankan tugas pekerjaannya.
Using Workload Analysis for Manpower PlanningSeta Wicaksana
Mengapa Manpower Planning dibutuhkan:
Membantu mengidentifikasi kekurangan atau kelebihan tenaga kerja, sehingga memungkinkan perusahaan mengambil langkah-langkah yang diperlukan untuk mengatasi masalah ini sebelum menjadi masalah.
Memastikan bahwa program rekrutmen dan seleksi didasarkan pada perencanaan tenaga kerja untuk mendapatkan hasil terbaik.
Membantu mengurangi biaya tenaga kerja dengan mengidentifikasi kelebihan staf atau jadwal shift kelebihan staf.
Membantu mengidentifikasi talenta yang tersedia dalam angkatan kerja, seperti pekerja terampil, dan membuat rencana pengembangan untuk mereka.
Membantu mengoptimalkan penggunaan sumber daya manusia yang ada, sehingga menghasilkan produktivitas yang lebih tinggi dan biaya yang lebih rendah.
Membantu meningkatkan kepuasan karyawan dengan memastikan bahwa tenaga kerja yang ada terlibat dalam pekerjaan yang bermakna.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Changing Group to High Performing Teams with SOBATWAY through coachingSeta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
Changing Group to High Performing Teams with SOBATWAY through LeadingSeta Wicaksana
A productive leader can help to improve efficiency by getting the most out of their team.
Leaders can help improve efficiency by ensuring everyone is working towards the same goal and doing what they do best.
They can provide guidance and direction and delegate tasks to make the most of everyone's strengths.
Someone who leads by example can expect to receive trust and respect from their team.
Superiors see them as someone who is capable of running a team, and employees see them as trusted mentors.
A trusted leader can also inspire teammates to respect and trust each other.
Changing Group to High Performing Teams with SOBATWAY through ParticipatingSeta Wicaksana
Why is participation important in teams?
Increases productivity
No matter how you measure it, participation promotes productivity by helping teams work through problems, ideate different solutions, raise potential roadblocks, and communicate goals more clearly.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
2. Competency traps are the mistaken beliefs that the
factors that led to past success will also be
associated with future success. Digital technologies
are changing the competitive landscape — providing
new ways of delivering value to customers and new
service opportunities — and factors associated with
past successes may not be associated with future
success.
MIT, Coming of age digitally
3. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Managing Director of Humanika Amanah Indonesia –
Humanika Consulting
• Managing Director of Humanika Bisnis Digital – hipotest.com
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Business Psychologist
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Certified of I/O Psychologist
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi
kompetensi” Elexmedia Gramedia 2016, Industri dan
Organisasi: Pendekatan Integratif menghadapi perubahan,
DD Publishing, 2020
• Organizational Development Expertise
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu
Ekonomi dan Bisnis Universitas Pancasila Bidang MSDM
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• sekolah ikatan dinas Akademi Sandi Negara
4. CONTENTS
• Introduction
• What is a Digital Leader?
• Digital Leadership as a Role
• characteristics of highly successful digital
leaders
• Digital Leadership as a Skillset
• Digital Leadership Behavior
• Digital Leadership as a distributed culture
• Starting from yourself
• How to continuously adapt leadership
mindsets to successfully deliver digital
capabilities.
• A Key take away
5. Introduction
• A new take on an old mindset presents a world of
potential business opportunities in the context of
the digital world.
• Digital business transformation is classically built
around organizational elements like processes,
policies and technology. However, what gets little
attention, but that may be the most fundamental, is
the characteristic of effective leadership. Uncertain
events not only disrupt business; they disrupt
leadership as well.
• Digital Leadership is another concept, together
with of Transformation, that is really “hot” in the
most recent managerial literature and debate.
• The debate goes between the two extremes of who
tries to redefine entirely the concept of Leadership
applied to digital, and those that instead minimize
its impact to just a new technology variable, not
altering the fundamentals of traditional Leadership
models.
• The Digital Age demands a complete overhaul of
leadership – from its structure, to definition, to the
skills required to succeed
6. But What Exactly Are The
Benefits Of This Digital
Leadership?
• It builds a digital culture – different departments within a
business will require different digital tools to improve their
work. Having an effective digital leader helps to make this
happen within your organization giving them the right tools
available to them.
• Makes employees more productive – the tools provided to
your organization are designed to increase productivity levels,
however, without a digital leadership to drive this, employees
could struggle to implement and get the most out of these
tools. Digital leadership ensures that your workforce can
concentrate on using it straight away.
• Improves customer satisfaction – a satisfied customer will
have no reason to leave your business for a competitor, but a
dissatisfied one will have several reasons. Digital leadership
can help this by improving and introducing convenience,
speed and customer support, for example. This in turn makes
a customer increasingly satisfied with your product or service.
• Increases revenue – it’s simple, serving more customers in less
time is an effective recipe for making more money within your
business.
7. Digital Leadership
Can Help Increase
Revenue
• Improving retention rate: when
you can better serve your
customers with digital tools,
they become increasingly
satisfied and turn into loyal
customers.
• Increasing the number of
customers served: digital tools
help you to serve your
customers at a lower
operational cost.
8. What is a Digital Leader?
• Reality is that when we look around for definitions, we incur into
difficulties because there are many fragmented definitions of this.
Below a (probably not exhaustive) list of possible meanings.
• Leadership that employs digital tools and technologies
• Leadership that is concerned with leading digital natives
• Leadership during the process of digital transformation
• Leadership that is concerned with a digital sales channel
(or omnichannel) within traditional businesses.
• Leadership that is concerned with data and digitization of
information.
• The issue is that within each of the above contexts, the meaning
itself of leadership might be different, and requires different
tools.
• Point 3 is probably the one element that I’m more interested in,
as it encompasses the real needs of most companies.
9. Digital Leadership
as a Role
Some research (most notably that of MIT
and Deloitte) has focused on Digital
Executives (which normally carry the title
of “Chief Digital Officers” and should,
according to a 2015 McKinsey article, act
as transformers in chief), and has
identified four profiles of success for a
role that is called to achieve multiple
objectives:
• Connect technology to the
marketplace as well as the
organizational business model
and culture
• Provide direction, vision and
purpose for Digital within the
organization.
11. Effective Digital Executives in Different Work and
External Contexts
• Each of these profiles has
some specific characteristics
and a specific blend of
traditional leadership traits
and technical/digital skills.
What is important in the
research is that each of these
profiles has a different level
of effectiveness depending
on the situation.
• The researchers have
identified two axes: the level
of influence of the CDO and
the competitive pressure,
identifying which profile suits
best each situation.
12. Characteristics Of Highly
Successful Digital Leaders
1. Digital leaders are neophiliacs- A neophiliac is a personality type
characterized by a strong affinity for novelty.
2. Digital leaders invent, but also copy. A lot has been written about digital
leaders and invention. What’s less celebrated is that digital leaders also
know — where they can copy and where they should improvise.
3. Digital leaders eschew industry boundaries
4. Digital leaders appreciate that innovation is more than just creativity -
Creativity is only one of the five behaviours required to bring an
innovation to market. Innovation is creativity augmented by an ability to
challenge, collaborate, construct and commercialise a new idea.
5. Digital leaders build teams with high AQ-Catastrophic challenges have
put attention on the adversity quotient (AQ) as a more powerful coping
mechanism than the emotional quotient (EQ) or the intelligence quotient
(IQ).
6. Digital leaders never consider digital to be the outcome
7. Digital leaders geek out on technology and so do their people-
Successful digital leaders possess a deep understanding of the technology
that their business was built upon.
14. 4 characteristic of
Agile Leadership
• Humble: They are able to accept feedback
and acknowledge that others know more
than they do.
• Adaptable: They accept that change is
constant and that changing their minds
based on new information is a strength
rather than a weakness.
• Visionary: They have a clear sense of
long-term direction, even in the face of
short-term uncertainty.
• Engaged: They have a willingness to
listen, interact, and communicate with
internal and external stakeholders
combined with a strong sense of interest
and curiosity in emerging trends.
16. Digital
Leadership as a
Skillset
• Communication,
• Vision,
• Digital Literacy,
• Strategy,
• Innovation,
• Risk Taking,
• Adaptability,
• Talent Spotting
17. Digital Leadership
as a distributed
culture
• One of the most interesting points of
the yearly Digital business Report that
MIT and Deloitte have been
conducting, is the importance of
increasing the leadership quotient in
the organisation, by creating more
distributed leadership.
• Find that digitally maturing companies
are more likely to be pushing decision-
making authority down into lower
levels of the organization in order to
better execute in a digital environment.
• Digital leadership is about empowering
others to lead and creating self-
organized teams that optimise their
day-to-day operations. Leadership is no
longer hierarchical – it needs
participation, involvement and
contribution from everyone.
18. Building An Environment That
Allows For More Distributed
Leadership
• Build participation and accountability.
• Provide direction, clarity and purpose
• Empower people to experiment, innovate and
execute
• Build participation and accountability.
• Building bridges and finding solutions
• Be agile and take decisions quickly
• Constantly re-skill
• For sure, rethinking your organizational model
might support this as well.
19. Starting From Yourself
• HABIT 6 – Lead by being a digital example – we
need to be the change we want to see in our
people, so we need to be clear on our own
reasons or “whys” for becoming a 21st Century
Human and make what we call a Digital Decision
to follow through. This links to the [Stephen]
Covey habit of “Begin with the end in mind.”
• The ability to join your personal acquaintance
with digital tools, to the mission of your team or
organization, is something that then becomes
natural if the organisation has the cultural
attributes to allow this. If not, probably it’s time
to do something to change, as the direction is
for sure the wrong one.
21. The Five Steps
Form Two Mutually
Reinforcing Loops
• Reframing mindset enables
CIOs to increase awareness
of how their existing
mindset must evolve, given
a new leadership context,
and lays the groundwork
for sustainable change.
• Remastering behaviors
reinforces the new thinking
via routines, culture hacks
and new practices that
sustain digital dexterity
leadership well-suited to
new market realities.
22. Step 1: Reframe Your Perspective
By Challenging Core Beliefs
• Many leaders have deeply ingrained core beliefs about
their organizations. But these core beliefs can create
blind spots.
• Challenge those beliefs to make sure they still stand in
the current business climate.
• Conduct a “Challenge What You Know” workshop and
flip each core belief to the opposite. For example, “Our
customers want to own the product and will buy and
upgrade via a transactional model” becomes “Our
customers want the product’s benefits and will
embrace a subscription (as a service) model.”
• Identify how and when the new belief could work,
check this against competitors’ actions and use this
exercise to figure out which core beliefs can be
modified or dropped.
23. Step 2: Define Your
New Digital-era
Leader Mindset
Successful digital leaders have 7 traits:
• Digital leaders are neophiliacs
• Digital leaders invent, but also copy.
• Digital leaders eschew industry
boundaries
• Digital leaders appreciate that
innovation is more than just creativity
• Digital leaders build teams with high
AQ
• Digital leaders never consider digital to
be the outcome
• Digital leaders geek out on technology
and so do their people
Rate yourself on a scale of 1-5, with 1 as
the skill is irrelevant and 5 as it’s a core
mindset and focus on the skills you ranked
as 2 or 4.
24. Step 3: Change Your Brain Monologue
• Once new the mindsets have been identified, it’s time to internalize them. Throughout this
process, you’ll often hear two voices in your head, the old and new mindsets in conflict. For
example, one may say “Let’s move forward despite uncertainty, and then continue or pivot
based on what we learn.” The other will say “Let’s study it and wait until we are certain we can
do this.” It’s critical to change that brain monologue.
• Try scheduling 15 minutes on your calendar to assess where you used the new mindset versus
the old one. Take the time to really think and acknowledge choices to avoid reverting back, and
ask trusted coworkers to help keep you on track.
25. Step 4: Reinforce The New
Mindset Via Routines
• To ensure your new mindset sticks, create
small, achievable routines or culture
hacks to reinforce them. For example, to
further ingrain “quest for breakthrough
business outcome,” set aside 30 minutes
each Friday to review the week.
• Ask yourself if you were thinking safe next
steps or bold leaps. Once a month, visit a
new startup or different industry using
different business models and consider
how you could use them in your own
organization.
26. Step 5: Amplify Behaviors
With Experiential Learning
• A development program should include 70%
experiential learning, 20% mentoring or coaching,
and 10% formal education.
• The best way to ingrain a new mindset is by
dedicating time and resources to action.
• Experiential learning can be used to strengthen a
specific trait.
• For example, for cultivating creativity and
innovation, consider hosting hacking events or
touring companies that are known for those traits.
27. A Key take away
The one element that wills
tick is that in a company that
matures to become more
digital, the quest is about
getting more leadership, and
pushing it to the parts of the
organization where the
relationship with the
customer happens.
28. Learning and Giving for Better
Indonesia
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