Telkom faces challenges in entering Society 5.0 and adapting to digital trends:
1) Society 5.0 will be driven by artificial intelligence and machines, requiring Telkom to develop new capabilities.
2) Digital trends are disrupting traditional business models and requiring faster transformation.
3) Telkom must develop its people, culture, and organization to meet the needs of Society 5.0 and succeed in the digital era.
Digital talent incubator collaboration frameworkDwi Heriyanto
Digital talent incubator collaboration is one of initiatives collaboration from TelkomGroup to synergy Telkom and Telkom Education Foundation (Telkom University, Telkom School, etc).
I look at to the problems/needs associated with the development of smart societies (society 5.0) from challenges that technology generates. In this presentation, my focus was behavioral risk, trust and born global firm, but you can find more topic in our upcoming book (https://www.springer.com/gp/book/9783030285647).
In #tecdemonterrey we changed the education system to be more society dedicated education, since in near future technology may bring more poverty and unstable income if we don’t manage it from now.
a slide summary of the document
2016, "The Industrial IoT: Business Strategy & Innovation Framework", The Industrial Internet Consortium, www.iiconsortium.org
The essential elements of a digital transformation strategyMarcel Santilli
Learn more: https://insights.hpe.com
Enterprises can survive digital disruption as well as grow revenue, improve profitability and increase market valuation — if they start rethinking what they do.
Digital transformation. It’s the use of technology to create a better customer experience, improve products and services, and increase the effectiveness of business operations. But it really means what your enterprise must do to adapt and thrive.
Today’s smaller, emerging companies are born digital. They can — and do — change quickly to answer consumer demand or a competitive offering. Larger, mature enterprises must start with a shift in strategy, because all industries will be changed or already have been changed by digital transformation. Many, like news media and publishers, music, video and retail have been or significantly disrupted. Up next: financial services, healthcare manufacturing, insurance, legal, education, utilities and energy. The good news? No industry has been or will be completely upended.
The first step is to recognize that disruption does not have to be a mass-extinction event. Enterprises can survive as well as grow revenue, improve profitability and increase market valuation. Here’s how to start rethinking what you do.
Telkom has a strong culture called The Telkom Way, this presentation share how Telkom Indonesia Build and Activate The Telkom Way, Leaders is very important , because talking about culture is top down policy and you must have Role model, Culture Agent and Culture Activations team.
Request to Fulfill Presentation (IT4IT)Rob Akershoek
The Request to Fulfill (R2F) value stream presentation. R2F is one of the four value streams of the IT4IT Reference Architecture of The Open Group.
How to manage your IT organization as a professional IT shop? Provide a self service portal for end-users and IT staff to order IT services and IT resources. Automate the entire process from request to actual deployment and provisioning.
Digital talent incubator collaboration frameworkDwi Heriyanto
Digital talent incubator collaboration is one of initiatives collaboration from TelkomGroup to synergy Telkom and Telkom Education Foundation (Telkom University, Telkom School, etc).
I look at to the problems/needs associated with the development of smart societies (society 5.0) from challenges that technology generates. In this presentation, my focus was behavioral risk, trust and born global firm, but you can find more topic in our upcoming book (https://www.springer.com/gp/book/9783030285647).
In #tecdemonterrey we changed the education system to be more society dedicated education, since in near future technology may bring more poverty and unstable income if we don’t manage it from now.
a slide summary of the document
2016, "The Industrial IoT: Business Strategy & Innovation Framework", The Industrial Internet Consortium, www.iiconsortium.org
The essential elements of a digital transformation strategyMarcel Santilli
Learn more: https://insights.hpe.com
Enterprises can survive digital disruption as well as grow revenue, improve profitability and increase market valuation — if they start rethinking what they do.
Digital transformation. It’s the use of technology to create a better customer experience, improve products and services, and increase the effectiveness of business operations. But it really means what your enterprise must do to adapt and thrive.
Today’s smaller, emerging companies are born digital. They can — and do — change quickly to answer consumer demand or a competitive offering. Larger, mature enterprises must start with a shift in strategy, because all industries will be changed or already have been changed by digital transformation. Many, like news media and publishers, music, video and retail have been or significantly disrupted. Up next: financial services, healthcare manufacturing, insurance, legal, education, utilities and energy. The good news? No industry has been or will be completely upended.
The first step is to recognize that disruption does not have to be a mass-extinction event. Enterprises can survive as well as grow revenue, improve profitability and increase market valuation. Here’s how to start rethinking what you do.
Telkom has a strong culture called The Telkom Way, this presentation share how Telkom Indonesia Build and Activate The Telkom Way, Leaders is very important , because talking about culture is top down policy and you must have Role model, Culture Agent and Culture Activations team.
Request to Fulfill Presentation (IT4IT)Rob Akershoek
The Request to Fulfill (R2F) value stream presentation. R2F is one of the four value streams of the IT4IT Reference Architecture of The Open Group.
How to manage your IT organization as a professional IT shop? Provide a self service portal for end-users and IT staff to order IT services and IT resources. Automate the entire process from request to actual deployment and provisioning.
Digital Transformation in Higher Education - The Changing Student RelationshipAndy Steer
Slide Deck delivered at SAP's Digital Transformation for Public Services event.
If you think that SAP and higher education is just about finance and HR then think again.
As SAP’s chosen Global Partner for higher education, itelligence are focused on bringing real innovation to your sector. From back office systems that save you time and money to consumer grade engagement platforms that drive student and staff recruitment, retention, and performance through to big data and analytic solutions that deliver actionable insight early to promote positive outcomes.
Bringing the best in SAP Consulting know-how and a range of services from implementation, training, support, and hosting, itelligence is the partner for tomorrow’s higher education institution.
[Webinar] Transforming Telcos with Digital Process Automation (December 10, 2...camunda services GmbH
As digitization changes the entire industry, customers increasingly expect a consistent digital customer journey across multiple channels. Telco companies are facing saturated markets, declining revenues, increasing churn rates, as well as significant investment requirements in infrastructure such as 5G.
Join this webinar and learn how digital process automation can address many of these challenges and help communication service providers modernize their business systems, become more agile and flexible, and create innovative offerings and omnichannel customer journeys.
In this webinar, telco and IT practitioners from Vodafone, LionGate and WDW eLab will discuss:
- Digital process automation: how it works and which aspects are key for telco companies
- Use case: how Vodafone has optimized and digitized their business processes to modernize the IT environment
- Business Impact: Creating a consistent multichannel customer experience
Why, When and How Do I Start a Digital Transformation?Acquia
Presented at Acquia Engage APAC by Brittany Fox, Marketing Campaign Strategist, Deloitte.
Every organisation undergoing a marketing transformation has a starting point, with the difference only being the product of internal capability and maturity. At Deloitte, we take our clients from their starting point to being ready for whatever the next innovation is. This is the only real mechanism enterprises can implement for the future.
Need, importance and benefits of digitisation of public sector by using digital technologies as an integrated part of its service delivery mechanism cannot be overemphasised.
However, despite recognizing the need for the digitization of public services, governments in the developing countries are not giving it the importance it deserves.
In this presentation, I discuss the four areas to focus, four public policy issues to tackle and four steps to take for putting a country to its long-term trajectory of digital transformation
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
Achieving digital maturity: Adapting your company to a changing worldDeloitte United States
Take a look at three key practices organizations that achieve digital maturity employ.
To read more and download the full report, visit: http://deloi.tt/2fm3Stq
Our Industry X.0 demonstrations at Hannover Messe 2019 will showcase a five-step journey showing how our IX0 framework enables the transformation of entire industries, brought to life by real industry examples. Learn more.
Debunking the myths of organizational change managementaccenture
Over the past 15 years, we have studied 250 major change initiatives at more than 150 organizations, including dozens of Fortune Global 500 corporations. We have collected data from more than 850,000 employees, from front-line staffers through leadership at all levels. The resulting analysis of that dataset—representing the cumulative wisdom of experienced change travelers—has dispelled many long-held myths about organization change. It has brought new insights to help leaders and the workforce of the future embark on insight-driven change. Learn more at http://www.accenture.com/MythsofChange
Digital transformation for plm is not an evolutionJos Voskuil
If you have been following my blog in the past two years, you may have noticed that I am exploring ways to solve the transition from traditional, coordinated PLM processes towards future, connected PLM. In this session I shared with the audience that digital transformation is disruptive for PLM and requires thinking in two modes. Thinking in two modes is not what people like, however organization can run in two modes. In addition, I shared some examples from digital transformation stories that illustrate there was no transformation, either failure or smoke and mirrors.
What is Digital transformation?
Far too often digital transformation is confused with Digitalization or with Digitization with a key focus on technologies or platform. But Digital transformation is not about technologies: it's about transforming the whole prganisation through a system thinking approach and it's about rethinking operational models, business models, processes, and policies, taking people, both employees and customers at the core of the process.
Because the goal of any digital transformation is to increase value creation for the business through digitally enhanced processes that increase internal efficiency and overall customer and employee satisfaction.
Digital transformation is en emergent need in today's post-industrial society: we moved fast from an industrial to a post-industrial era, however operational models and management practices haven't evolved fast enough.
For this reason, many organisations prefer to think of Digital transformation as the adoption of digital technologies on the top of mainly inefficient and obsolete operational models, rather than facing a true in depth transformation that begins with understanding the current culture, the customers, and the overall business.
These slides, were presented to students from IIM (india) at ESPC London on July 27th 2017 with the goal to provide tomorrow's digital leaders a broad vision of what is digital transformation by looking at what and the reasons why change is happening in the business world, define Digital transformation and its dimensions through the lenses of an Experience economy and a post-industrial era. The presentation also presents the Competing Value Framework as a key tool to start understanding organsation's culture and define a digital transformation roadmap and strategy.
Author mentioned (and inspirers):
- Daniel Bell (the post-industrial society)
- Joe Pine (Experience Economy
- The ClueTrain Manifesto
- Quinn and Cameron's Competing design framework
- Brian Solis
- Nichola Negroponte
TABLE OF CONTENTS
1. What is IT4IT framework
2. The benefits of implementation of the IT4IT framework
3. IT4IT framework components
4. IT4IT Value Streams
5. IT4IT Reference Architecture
6. About Architecture Center Ltd
7. References
OECD Digital Economy Outlook 2017: Setting the foundations for the digital tr...innovationoecd
The Digital Economy Outlook 2017 shows how Internet infrastructure and usage varies across countries and firms in the OECD area. It looks at policy implications of the digital transformation as well as a wide array of trends. Report available at http://oe.cd/deo2017 - See also the OECD Going Digital project: www.oecd.org/going-digital
Digital Transformation in Higher Education - The Changing Student RelationshipAndy Steer
Slide Deck delivered at SAP's Digital Transformation for Public Services event.
If you think that SAP and higher education is just about finance and HR then think again.
As SAP’s chosen Global Partner for higher education, itelligence are focused on bringing real innovation to your sector. From back office systems that save you time and money to consumer grade engagement platforms that drive student and staff recruitment, retention, and performance through to big data and analytic solutions that deliver actionable insight early to promote positive outcomes.
Bringing the best in SAP Consulting know-how and a range of services from implementation, training, support, and hosting, itelligence is the partner for tomorrow’s higher education institution.
[Webinar] Transforming Telcos with Digital Process Automation (December 10, 2...camunda services GmbH
As digitization changes the entire industry, customers increasingly expect a consistent digital customer journey across multiple channels. Telco companies are facing saturated markets, declining revenues, increasing churn rates, as well as significant investment requirements in infrastructure such as 5G.
Join this webinar and learn how digital process automation can address many of these challenges and help communication service providers modernize their business systems, become more agile and flexible, and create innovative offerings and omnichannel customer journeys.
In this webinar, telco and IT practitioners from Vodafone, LionGate and WDW eLab will discuss:
- Digital process automation: how it works and which aspects are key for telco companies
- Use case: how Vodafone has optimized and digitized their business processes to modernize the IT environment
- Business Impact: Creating a consistent multichannel customer experience
Why, When and How Do I Start a Digital Transformation?Acquia
Presented at Acquia Engage APAC by Brittany Fox, Marketing Campaign Strategist, Deloitte.
Every organisation undergoing a marketing transformation has a starting point, with the difference only being the product of internal capability and maturity. At Deloitte, we take our clients from their starting point to being ready for whatever the next innovation is. This is the only real mechanism enterprises can implement for the future.
Need, importance and benefits of digitisation of public sector by using digital technologies as an integrated part of its service delivery mechanism cannot be overemphasised.
However, despite recognizing the need for the digitization of public services, governments in the developing countries are not giving it the importance it deserves.
In this presentation, I discuss the four areas to focus, four public policy issues to tackle and four steps to take for putting a country to its long-term trajectory of digital transformation
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
Achieving digital maturity: Adapting your company to a changing worldDeloitte United States
Take a look at three key practices organizations that achieve digital maturity employ.
To read more and download the full report, visit: http://deloi.tt/2fm3Stq
Our Industry X.0 demonstrations at Hannover Messe 2019 will showcase a five-step journey showing how our IX0 framework enables the transformation of entire industries, brought to life by real industry examples. Learn more.
Debunking the myths of organizational change managementaccenture
Over the past 15 years, we have studied 250 major change initiatives at more than 150 organizations, including dozens of Fortune Global 500 corporations. We have collected data from more than 850,000 employees, from front-line staffers through leadership at all levels. The resulting analysis of that dataset—representing the cumulative wisdom of experienced change travelers—has dispelled many long-held myths about organization change. It has brought new insights to help leaders and the workforce of the future embark on insight-driven change. Learn more at http://www.accenture.com/MythsofChange
Digital transformation for plm is not an evolutionJos Voskuil
If you have been following my blog in the past two years, you may have noticed that I am exploring ways to solve the transition from traditional, coordinated PLM processes towards future, connected PLM. In this session I shared with the audience that digital transformation is disruptive for PLM and requires thinking in two modes. Thinking in two modes is not what people like, however organization can run in two modes. In addition, I shared some examples from digital transformation stories that illustrate there was no transformation, either failure or smoke and mirrors.
What is Digital transformation?
Far too often digital transformation is confused with Digitalization or with Digitization with a key focus on technologies or platform. But Digital transformation is not about technologies: it's about transforming the whole prganisation through a system thinking approach and it's about rethinking operational models, business models, processes, and policies, taking people, both employees and customers at the core of the process.
Because the goal of any digital transformation is to increase value creation for the business through digitally enhanced processes that increase internal efficiency and overall customer and employee satisfaction.
Digital transformation is en emergent need in today's post-industrial society: we moved fast from an industrial to a post-industrial era, however operational models and management practices haven't evolved fast enough.
For this reason, many organisations prefer to think of Digital transformation as the adoption of digital technologies on the top of mainly inefficient and obsolete operational models, rather than facing a true in depth transformation that begins with understanding the current culture, the customers, and the overall business.
These slides, were presented to students from IIM (india) at ESPC London on July 27th 2017 with the goal to provide tomorrow's digital leaders a broad vision of what is digital transformation by looking at what and the reasons why change is happening in the business world, define Digital transformation and its dimensions through the lenses of an Experience economy and a post-industrial era. The presentation also presents the Competing Value Framework as a key tool to start understanding organsation's culture and define a digital transformation roadmap and strategy.
Author mentioned (and inspirers):
- Daniel Bell (the post-industrial society)
- Joe Pine (Experience Economy
- The ClueTrain Manifesto
- Quinn and Cameron's Competing design framework
- Brian Solis
- Nichola Negroponte
TABLE OF CONTENTS
1. What is IT4IT framework
2. The benefits of implementation of the IT4IT framework
3. IT4IT framework components
4. IT4IT Value Streams
5. IT4IT Reference Architecture
6. About Architecture Center Ltd
7. References
OECD Digital Economy Outlook 2017: Setting the foundations for the digital tr...innovationoecd
The Digital Economy Outlook 2017 shows how Internet infrastructure and usage varies across countries and firms in the OECD area. It looks at policy implications of the digital transformation as well as a wide array of trends. Report available at http://oe.cd/deo2017 - See also the OECD Going Digital project: www.oecd.org/going-digital
The new fundamentals-Seizing opportunities with AI in the cognitive economyLynn Reyes
We are in a new era of exponential learning and the world is transitioning to a cognitive economy. All—organizations, industries, governments, individuals—are learning, interacting in dynamic ecosystems and augmenting intelligence at increasing scales. Disruptive forces are reshaping societies and economies; and the impact of technology is especially profound. Data, emerging technologies and cyber-turbulence will continue to fuel disruption into the future. Leaders will also need to become agile visionary doers. Government will play a critical role in establishing the foundation of a knowledge-based, learning society. New fundamentals are needed.
Introduction
Implication of IR4.0 to Teaching covers the 4th Industrial Revolution (IR4.0), the Emerging Technologies, the types of Skills required for IR4.0 and…
…The role of the Education Sector in response & preparation to teach Students for future changes in skills and work.
Contents:
1. Industry 4.0, & the Emerging Technologies
2. Students Have Technology-
Driven Expectations
3. Type of Skills needed for IR4.0
4. Education Is Getting Personal
5. IoT Is Taking Over
6. Role of the Education Sector in
response & preparation for IR4.0
JIMS Rohini Conclave 2016 "Digitalization of Businesses: Promises and Perils’JIMS Rohini Sector 5
We are pleased to invite you to the JIMS Conclave 2016 on the highly relevant theme of ‘Digitalization of Businesses: Promises and Perils’.
Date: Saturday, 10th December, 2016
Time: 9.30 am – 5.00 pm
Venue: Lakshmipat Singhania Auditorium, PHD House,
4/2, Siri Institutional Area, New Delhi
Session Topics:
• Digitalization-Stakeholders perspective : Inaugural
• Insights into Digital Markets : Session - I
• Digital Transformation at Workplace : Session - II
In case you wish to invite guests from the Corporate / Academia, kindly forward the invitation to them and confirm their particaption to us, in advance.
Visit Website
http://www.jimsindia.org/
Describes 7 Global Shifts transforming the world, and how the Government's strategies are positioning the Philippines to rapidly ascend with these forces as tailwinds.
Loh Siew Meng presented a comparative study of ICT planning and development in Singapore and Nigeria to an audience at the prestigious Ahmadu Bello University, Zaria.
Advances in technology enable professors from Harvard, Stanford, Oxford and other big-name universities to provide free online world-class courses to students around the world, FREE!
Anudip creates digital livelihoods for underserved communities through technology and skills. Since our inception in 2007, Anudip has impacted 450,000+ lives by providing technology-driven employability and entrepreneurship for crisis-stricken youth and women, helping them to earn sustainable wages, multiplying their family incomes and reap the long-term benefits of working in a structured environment.
Anudip beneficiaries are from high-need, marginalized communities; they may be religious minorities, tribals, political refugees, or victims of trafficking. Recognized as Top 10 India’s Best NGOs to Work For™ 2022, Anudip leads its beneficiaries through a process of continuous improvement, in-depth and diverse training and continuous mentoring at the various skill development training centres across India.
As a CSR Implementation Partner for corporates like Accenture, JP Morgan, Capgemini, Wells Fargo, Unilever, Citi, HSBC, ITC, ICRA and others, we create digital livelihoods for marginalized youth, vulnerable women and the needy across emerging economies. Each year hundreds of individuals choose ANUDIP as their NGO for volunteering and consider us as the best NGO to donate in India with an aim to transform lives. From mobilisation to placement support, our CSR implementation process keep our patrons in a close loop, offering them regular insights into the status of the projects across centres.
Anudip is a strategic employer partner of iMerit Technology Services, Capgemini, Amazon, Accenture, IBM, Wipro, Atos Syntel, Tata Consultancy Services, Netscribes, Infosys, Writers Information, Genpact, HCL, and others with its stellar placement record stemming from its training programs being tailored to the actual needs of employers, as well as to students’ career aspirations. We keep liaising with these corporates and others, who in turn hire our graduates.
VISION
To be amongst the country’s top 5 entities, enabling a life of dignity for marginalized communities through market-aligned skills training, building capabilities, and facilitating sustainable employment – in an increasingly digital world.
MISSION
To positively transform 100,000 lives annually by 2024, through market-driven, digital interventions
OUR ETHOS
Anudip works with the purpose of improving the socio-economic status of people living on the margins of our society. The industry aligned digital courses run at our skill development training centres transform lives by offering aspirational livelihoods.
Anudip creates digital livelihoods for underserved communities through technology and skills. Since our inception in 2007, Anudip has impacted 450,000+ lives by providing technology-driven employability and entrepreneurship for crisis-stricken youth and women, helping them to earn sustainable wages, multiplying their family incomes and reap the long-term benefits of working in a structured environment.
Anudip beneficiaries are from high-need, marginalized communities; they may be religious minorities, tribals, political refugees, or victims of trafficking. Recognized as Top 10 India’s Best NGOs to Work For™ 2022, Anudip leads its beneficiaries through a process of continuous improvement, in-depth and diverse training and continuous mentoring at the various skill development training centres across India.
As a CSR Implementation Partner for corporates like Accenture, JP Morgan, Capgemini, Wells Fargo, Unilever, Citi, HSBC, ITC, ICRA and others, we create digital livelihoods for marginalized youth, vulnerable women and the needy across emerging economies. Each year hundreds of individuals choose ANUDIP as their NGO for volunteering and consider us as the best NGO to donate in India with an aim to transform lives. From mobilisation to placement support, our CSR implementation process keep our patrons in a close loop, offering them regular insights into the status of the projects across centres.
Anudip is a strategic employer partner of iMerit Technology Services, Capgemini, Amazon, Accenture, IBM, Wipro, Atos Syntel, Tata Consultancy Services, Netscribes, Infosys, Writers Information, Genpact, HCL, and others with its stellar placement record stemming from its training programs being tailored to the actual needs of employers, as well as to students’ career aspirations. We keep liaising with these corporates and others, who in turn hire our graduates.
VISION
To be amongst the country’s top 5 entities, enabling a life of dignity for marginalized communities through market-aligned skills training, building capabilities, and facilitating sustainable employment – in an increasingly digital world.
MISSION
To positively transform 100,000 lives annually by 2024, through market-driven, digital interventions
OUR ETHOS
Anudip works with the purpose of improving the socio-economic status of people living on the margins of our society. The industry aligned digital courses run at our skill development training centres transform lives by offering aspirational livelihoods.
Augmented intelligence in banking and capital marketsMitchell Feldman
Financial Services Organisations have been tangling with data since the very beginning, pioneering the use of analytics to derive insights for creating better, more profitable business models. But as we look ahead, the most impactful data-driven solutions will go well beyond analytics, and will include built-in intelligence based on deep learning technology that augments an organisation’s capabilities in compelling new ways. Solutions that see, hear, speak, and understand our needs and emotions—using natural methods of communication, enhanced by vast amounts of data from sources as varied as search engines, news, videos, and more—will transform every aspect of the business.
Welcome to the world of @RedPixie! Working with Microsoft to transform an industry forever.
The role of Perum PFN in encouraging local movie industry as a leading market...Dwi Heriyanto
This presentation showing how PFN as a production film company transform become a Financing film company, and how PFN encouraging Local Film Industry as a leading Market in Indonesia
Human Capital Strategic Management (HCSM) is part a strategic Human Capital in company. One of responsibility in HCSM is creating Master Plan HC in Company. There are 3 main strategy in HC, Strategy in People, Strategy in Culture and Strategy in Organization.
This presentation explain how we create Master Plan Human Capital.
Business continuity plan in public sector Dwi Heriyanto
How to survive in crisis era, like Covid 19 era, this is use case about Business Continuity Plan in Public Sector especially in Telecommunication company, like Telkom Indonesia. How Telkom respond this Covid 19 era, Telkom responding in 4 set actions, 1 Leaders Alignment (one perception on direction), s2. Workforce Protection (Save an Employee first to serve more better service to customers), 3. Customers Engagement (give more than customers pay), 4. Corporate Social Responsibility (the more you give the more you get)
how leaders to adapt for industry 4.0 , How should leaders to do that. Radical open minded leader from best practice to next practice, from fear to brave, from know it all to learn it all
This is the motivation presentation , I resume from book Fight like a Tiger Win like a Champion, this presentation I made when I was a General Manager in Solo year 2007 , and I present this to motivate my employees in Telkom Education Foundation year 2020.
“A disruptive technology, online learning, is at work in higher education, allowing both for-profit and traditional not-for-profit institutions to rethink the entire traditional higher education model. Private universities without national recognition and large endowments are at great financial risk. So are public universities, even prestigious ones …” (Clayton Christensen & Henry Eyring, 2011)
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!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
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.
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.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
1. 1
Telkom Indonesia toward Society 5.0
Dr. Dwi Heriyanto B.
VP Human Capital Strategic Management
PT Telekomunikasi Indonesia, Tbk
2. 1990 2000 2018
Doctor of
Management Business
PADJADJARAN UNIVERSITY
Master of
Telecommunication
Management
UNIVERSITY OF INDONESIA
Bachelor of
Industrial Engineering
UNIVERSITY OF INDONESIA
(2019 – Now) Vice President Human Capital Strategic Management
(2018 – 7/2019) Vice President Human Capital Development
(2016 – 2018) Vice President Human Capital Strategic Management
(2014 – 2015) Senior General Manager Telkom Corporate University
(2013 – 2014) Deputy SGM Telkom Corporate University
(2012 – 2013) Marketing Director PT Admedika (Subsidiary TelkomGroup)
(2010 – 2012) GM Corporate Business
(2007 – 2010) GM Consumer Business
EDUCATIONS
CAREER JOURNEY
OTHER ACTIVITIES
(2019 – Now) Commissioners PT PINS
(2018 – Now) Advisory Board AMOEBA Management
(2017 – 7/2019) Commissioners PT Infomedia Nusantara
(2017 – 2018) Coaching and Mentoring 4 Startup (OpenTrip, Arkademy, SmartEye, ZoomIn)
(2013 – Now) The Board of Trustee Telkom Foundation (YPT)
(2013 – 2017) Commissioners Telkomedika
VP Human Capital Development
Dr. Dwi Heriyanto B.
Telkom Landmark Tower (TLT) 29th
floor
Jl. Gatot Subroto Kav. 52, Jakarta Selatan
dwihb@telkom.co.id
dwihbdwihb Dwi Heriyanto
Since 1991JOIN TELKOM
3. BACKGROUND
TELKOM’S CHALLENGE
IN ENTERING SOCIETY 5.0
• Society 5.0
• Digital Trends
TELKOM’S HC STRATEGY
OUTLINE
• Developing Great People
• Telkom Digital Culture and Workstyle
• Adapting Organizational Strcuture for Digita
• HC Challenge toward Society 5.0
5. Defining Society 1.0 as the hunter-gatherer stage of human development, we have now passed through the
agrarian and industrial stages, Society 2.0 and 3.0, and are moving beyond the information age, Society 4.0.
BACKGROUND
Source: https://medium.com/datadriveninvestor/the-future-of-humanity-and-the-world-of-technology-society-5-0-6e4dd5952bae 5
6. JAPAN’S SOCIETY 5.0: GOING BEYOND INDUSTRY 4.0
6
• Basically and summarizing, in Industry 4.0 the generation of knowledge and intelligence is done by humans with the help of technology;
• In Society 5.0 the generation of knowledge and intelligence will come from machines through Artificial Intelligence at the service of people.
The creation of knowledge from information is still accomplished by humans.
Yet in the fifth stage of human society, this will be done by machines, by AI.
The German concept of Industry 4.0, Intelligent Industry or 4th Industrial
Revolution is for real in development and involves the digitalization of
production processes in industry, either through sensors or through
information systems, transforming these processes to make them more
efficient.
INDUSTRY 4.0 SOCIETY 5.0
7. JAPAN HAS ADVANTAGES THAT MAKE SOCIETY 5.0
POSSIBLE
7
By taking advantage of these unique factors, Japan will overcome social challenges such as a decrease in the productive-age
population, aging of local communities and energy and environmental issues ahead of other nations. A vibrant economic
society will be realized by improving productivity and creating new markets.
Based in health and medical data from a universal health care system
and a wealth of operating data from numerous manufacturing facilities,
Japan has an environment rich in real and usable raw data for use in the
current market economy and industry.
Japan’s advanced technology cultivated from “monozukuri” (Japan’s
excellence in the manufacturing of things) and years of basic research, will
work as advantages toward creating products using information technologies
like Big Data and AI, which can then be released into our society.
Abundant Accumulation of Real Data Technology cultivated from“ monozukuri”
8. THE BENEFIT OF SOCIETY 5.0
8
• Big Data collected by IoT will be converted into a new type of intelligence by AI and will reach every corner of
society.
• As we move into Society 5.0 all people’s lives will be more comfortable and sustainable as people are provided with
only the products and services in the amounts and at the time needed.
9. THE INFLUENCE OF SOCIETY 5.0 IN DAILY LIFE
9
Essentially, Japan is planning to create a “super-smart society” capable of providing customized solutions through the
adoption of new technologies like artificial intelligence (AI), robotics, big data, and drones – as well as through policy
and regulatory reform.
11. WE ARE NOW LIVING IN CONCEPTUAL AGE…
AND PREPARING FOR SOCIETY 5.0
11
The “Creative and Conceptual” Age has created disruption in traditional value chain…
Agricultural
Age
I nd ustrial
Age
I n formation
Age
21st
Century
Information
Technology
Data
Technology
Source: Daniel H. Pink, “A Whole New Mind” and others
Disrupt traditional value chain
The world’s largest taxi
company, owns no
vehicles
The world’s most popular
media owner, create
no content
The most valuable
retailer, has no inventory
The world’s
largest
accommodation
provider, owns no real
estate
and….something interesting is happening
C o n c e p t u a l
Age
DigitalCreative EconomyEra
• Idea
• Creativity
• Innovation
• Invention
12. GLOBAL DIGITAL TREND… SOCIETY 5.0 IS GETTING CLOSER
12
The world transforms into digital leveraged by new technology implementation… The increasing of “new
market from frontier technologies” is the sign that SOCIETY 5.0 is getting closer.
Current digital
market expected
to grow in
relevance
Cloud &security
Connectedsociety
Shared Economy
Financial services
Advertising
Content
Connectivity
3.3B 5.5B 10.6B 20.5B
Robotics /
automation AR /VR
Analytics/ AI
Enterprise
Agility
E-commerce
2016 2020
TMD revenue distribution evolution - Global
($ Billions, %)
2025 2030
4 areas new tech
Source: Delta Partners, 2017
Current digital
market expected
to maintain
relevance
New market
from frontier
technologies
Market expected to
lose relevance
13. TRANSFORM FROM TRADITIONAL INTO DIGITAL
13
Digital business requires companies to act and respond faster than they ever have before…
14. Source: CEO Closing Notes & Concerns, Mei 2017
Transforming People, Business, Culture, Organization and Business Process
System
Structure
People
Business
Strategy
Shared Values
& Style
Vision
&
Mission
GREAT
LEADER
Business
Process
Skill & Staff
Style
Culture
Organization
TELKOM APPROACH TO DIGITAL TRANSFORMATION
14
16. Vision Be the King of Digital
in the Region
Mission Lead Indonesian Digital
Innovation and Globalization
Strategic
Objectives
Top 10 Market Capitalization
Telco in Asia-Pacific by 2020
PORTFOLIOS STRATEGYCORPORATE DIRECTIONS PARENTING STRATEGY 10 CORP. INITIATIVES
HCM FRAMEWORKCEO STATEMENT 5 YEARS HCM MILESTONE
TELKOM GROUP’S TO BE THE KING OF DIGITAL
Source: CSS 2019 - 2021 16
17. PEOPLE CULTURE ORGANIZATION
• BIG GENERATION GAP
Millennials will represent half of the workforce by 2020 and
three quarters by 2025.
• GIG ECONOMY & GIG WORKERS
The new talent management models need to be reviewed
as the impact of the phenomenon
• INVESTMENT & RETURN ON PEOPLE
Companies are looking to better drive the return on their
investment in people.
• TECHNOLOGY IMPACT ON CULTURE
Constantly connected by technology, blurring
the lines between personal time and work..
• WELLNESS PROGRAM
To help employees maintain their health, benefits may
include increased employee engagement, and productivity
• ‘REAL TIME’ PERFORMANCE MGT
Simplify performance management process and policy,
continuous feedback with new models of evaluation and
rewards. From once in a year performance appraisal into
Objective Key Result (OKR)>
• AGILE, FLAT & OPEN ORG
Operating model that characterized by the ability to select
the projects, authority is lateral, employee roles are defined
by their assignments
• DIGITALIZE HR
Utilize the advanced technologies in managing HR
• NETWORK OF TEAMS
Shift away from hierarchical organizational structure toward
models where work is accomplished in teams
What’s happening on HR Trends now and in the Future
Source: Masterplan FU Human Capital Management 2019 - 2023
HUMAN CAPITAL CHALLENGES FOR TELKOM
17
18. The concern to face the challenges, Toward World Class People and Culture
§ INCREASE EMPLOYEE
PRODUCTIVITY
§ 100% FUTURE READY
TALENT
§ MEASURABLE BUSINESS
IMPACT
§ DIGITAL CULTURE
ADOPTION
START FROM THE FRAMEWORK
Source: Masterplan Human capital management 2018 - 2021 18
19.
20. Assessment Center Indonesia
1. Recruitment
2. Assessment
3. Personal Quality Development / Post
Assessment Development (PAD)
Internal :
Recruitment (GPTP)
Eksternal :
Assessment external
(Mahkamah Agung, Garuda,
BNI dll)
“Finding & Developing Great Leader”
“From Competence to Commerce”
Deliverable Method :
a. Classical
b. Digital Learning (E-Learning, Video Learning)
Digital Certification :
Digital Capabilities Certification for CX, Digital & Inorganic
Bussiness
Competency Management
Telkom Way
Great People Development Program (GPDP)
Preparing Great Leader who have strong
character, strong leadership, have vision on Digital
Business, National and Global
A. Enhance Digital Technical Capabilities
ICT & Digital, Strategic & Development, Commerce & Relations, Risk &
Compliance, Business Enabler / Enterprise Management
Great People Managerial Program (GPMP)
Strengthening the Managerial
capabilities in managing the execution
of the functions, resources, changes is
aligned with strategy
Creative & Innovation, Strategic Management Customer Orientation,
Execution-Focused, Change Leadership, Strategic Relationship, Nurturing
People, Entrepreneurship (Digital Biz. Acumen)
C. Enhance Digital Leadership Capabilities
B. Enhance personal qualities through Professional competencies
Adaptability, Fostering teamwork, Initiative, Decision
making, Continuous improvement, Analytical &
conceptual thinking, Organizational awareness
The Telkom Way
Basic beliefs and core values are mandatory for the Group
DEVELOPING GREAT PEOPLE
20
21. TRANSFORMING A MINDSET IS IMPORTANT IN THE DIGITAL
ERA
21Internal Presentation by SVP Digital Business Telkom, 2019
22. NEW HC SYSTEM FOR DIGITAL TALENTS
22
Developing new HC System for Digital Talents to attract best Digital Talents in the Market
Digital Capability Playbook
Guidance for Telkom how to develop digital people
Digital Policy System
Telkom HC Digital Policy, 2019
24. SPEED
“Our speed is our competitive advantage”
SOLID
“The Strength of the team team is each individual member.
The strength of each member is the team”
- Phil Jackson, coach Chicago Bulls - Ralph Waldo Emerson & AJS
SMART
“Work smart is not how hard you work, but
how much you get done”
- Jaspreet Kaur, Lecturer
The Telkom Way
THE TELKOM WAY
24
25. INNOVATION JOURNEY IN TELKOM
25
Innovation as the culmination of culture
Innovation culture boosted!Empower AMA Hub & AMA Satellite Innovation leaders sprout!
Innovation Roadshow
Leaders Talk : Becoming Agents of Change
Telkom Regional 2
Mitratel
Telkom Regional 5
Telkom Infra
Subdit Cons Assurance
• Telkom Regional 1
• Telkom Regional 3
• Telkom Regional 4
• Telkom Regional 7
NEXT
Boosting Innovation Culture
• WA Group Culture Agent
• Live IG in Living In Telkom
• Post in (IG) Living In Telkom
• Email Blast
• Attractive Reward System
Twinning from AMA
Hub to AMA
Satellite
• Online
• Offline
Telkom Regional 6
120 Ideas
On Going
100 Ideas
Incubated by
TOP 20 Ide
Golden Ticket to
SKA
2019
600 Ideas
1800 Participants
Submission HACK Days TOP Idea’s
JakartaMedan Bandung Semarang Surabaya Balikpapan Makassar
26. Nothing Big Starts Big..., LEARN FROM START - UP
Large Firms like TELKOM needs to start thinking small to get out from legacy inertia
The Next Big Thing Usually
Starts Out Looking Like
Nothing At All
26
28. (Diarium; EMSHUB; Satellite Office) (Workspace Facility)
(Locker & Desk Facility)
Flexi Time / Flexi Place Open Workspace Clean Desk
IMPLEMENTING THE NEW WAY OF WORKING
Digital Behaviour
28
29. The new digital focus for HR is not simply about technology; it changes the way companies scope & support employees
DIGITIZE ALL HR PROCESSES
29
31. WE ARE RUNNING DUAL MODE ORGANIZATION
31
There is a need for core business to remain as is for the time being..
Source: Masterplan Human capital management 2018 - 2021
32. PROJECT BASED CROSS-FUNCTIONAL TEAMS & EXPERIMENTATION
HUBS“Cross Function and Flexible Organization” : Transformation from Organization as “machine” into
Organization as “organism”. Startup organization is adopted in tribes/squads.
• NetworkedTeams
• Realign select existing structuresinto
self-managed,networkedteams,
focused on a specific outcome
• Adopt a collaborativesystems mindset
• Createan ecosystem of opentalentwith
a fail-fast perspective and harness
socialtechnologyas a mechanismto
keepthe organizationconnected
• Quick Change,Flexible Resource,focus
on action,end-to-endaccountability
(TRIBE)
(Squad)
(TRIBE Leader)
• Networked Teams
• Realign select existing
structures into self-
managed, networked
teams, focused on a specific
outcome
• Adopt collaborative systems
mindset
• Create an ecosystem of
open talent with a fail-fast
perspective and harnesy
social technology as
mechanism to keep the
organization connected
• Quic change, flexible
resource, focus on action,
end to end accountability
32
33. CONCLUSION TELKOM INDONESIA TOWARD TO SOCIETY 5.0
33
Delivring on Great People
Capacity & Capability,
Telkom set up:
Working on Great
Culture,
Integrating on Great
Organization (lean and
Agile)
Support Working
Environment.