Tjitra Company Profile

Excellence'through'
Culture,'Talent'and'Change
- Introduction to Our Services -
December 2012
Hong Kong ■ Shanghai ■ Jakarta ■ Hangzhou

Excellence through Culture, Talent and Change
Company Profile_EN ver./Dec.2012
Executive)Summary
2
• Tjitra & associates is a management consultancy founded by Dr.
Tjitra with offices in Hong Kong,Shanghai,Hangzhou and
Jakarta.Our work focuses on the CULTURE,TALENT and CHANGE.
• Over the last fifteen years,Dr.Tjitra and his team have collected
International project experiences at the global,regional and
national level in the US,Europe and Asia with senior leaders from
over forty countries.
• A team of multilingual psychologists are dedicated to strive for
excellence and provide tailor-made service solutions.
We devote ourselves in ensuring sustainable business results by
understanding the exact needs and situation of our clients.
Companies and Organizations
we have been working with ...*
* only selected list and not complete

Our)Approach)and)Service)Portfolios
3
Excellence through CULTURE,TALENT and CHANGE
Our APPROACH:a taylor-made solution with clear,measurable objectives
Our Service Catalog
Managing CULTURE diversity to create synergy across cultures
TALENT as success factor in ensuring sustainable growth
Leading strategic CHANGE for successful organizational transformation

Excellence'through'
Culture,'Talent'and'Change!
Critical(challenges(in(ensuring(sustainable(success
4
“When I came to China for the first time, my first remark is, ‘The Chinese are just like us!’
Then everything usually goes downhill from there, because they are not! Chinese are totally different from us!”
Foreign expert, who knows China since 1979 and lives in China since 1985

CULTURE)Diversity:
Globalization)challenges)for)Indonesian)Companies)and)Leaders
5
Current Status Expected Status
Multiculturality
Group
Harmony Participative
Decision
Making
Active
SensitivityConflict
Avoidance Implicit
Communication
Needs
Low
High
• Conflict Avoidance
Acts to avoid conflict.
• Implicit Communication
Pattern of indirect communication
indicated by frequent use of non-verbal
communication channel.
• Active Sensitivity
Conflict resolution initiatives in the form
of adequate responses.
• Multiculturality
Mental readiness to accept cultural
differences as a central part of individual
identity.
• Group Harmony
A tendency to maintain a harmonious
and positive group atmosphere.
• Participative Decision Making
(musyawarah untuk mufakat)
A specific decision making technique
characterized by high level of consensus.
Indonesian Intercultural
Competence and Sensitivity
(based on research Characteristics of Intercultural
Sensitivity in Indonesian-German Work Groups)
Challenges for Indonesian Companies and Leaders
(based on research Building the Global Competence for Asian Leaders by
Tjitra,Panggabean,& Murniati,2011)

Scarcity)of)Talent)in)Facing)Globalization
6
- Promising economic growth and expansion is lacking
support from quality and quantity of talents
- Not only talent gaps and shortages occurs in all levels,
employee disengagement and dissatisfaction makes
turnover rate increase
- The lack of leadership development practices,resulted in
insufficient availability of leaders and lack of qualified
leaders
(BCG:Growing Pains,Lasting Advantage,2013)
(Deloitte:Talent Challenges,strategies and trends,2012)
Critical challenge for Indonesian’Talent Management
Current Practices
(Deloitte:Talent Challenges,strategies and trends,2012)
Talent
Identification
Talent
Attraction
Talent
Retention
Overall Talent
Scarcity
83 % 80 %
63 %
70 %
Talent Gaps within all levels
(BCG:Growing Pains,Lasting Advantage,2013)
demand
supply
Senior management
20202011
1.0
1.5
2.0
0.0
0.5
Millions of people M
1
2
1
With shortage of leadership
skills and global exposure,
quality gap is larger than
quantity gap
–6%
0%
EXHIBIT 2 | Talent Gaps Will Increa
2011 2020
Senior Management
Millions of people
0 %
- 6 %
nation’s more than 1,000 colleges and universities. Bandung Institute of Technology,
the University of Indonesia, and Universitas Gadjah Mada are favorite choices among
recruiters. Technical skills are also in acute shortage. Indonesia graduates about
30,000 engineers per year, but the economy requires about 50,000, a 40 percent
shortfall. By 2025, the engineering shortage will rise to more than 70 percent.
To make matters worse, almost 60 percent of graduates switch jobs within their first
three years of employment, and more than one-third switch jobs two or more times
in that period. New employees leave for better offers but also because they are
disengaged. Only 20 percent of employees say they are satisfied in their jobs. BCG’s
people survey identified an unclear career outlook, insufficient compensation, and
a lack of performance evaluation and recognition systems as the top three reasons
for their dissatisfaction. (See Exhibit 3.)
Senior management Middle management Entry level
20202011
1.0
1.5
2.0
0.0
0.5
Millions of people Millions of people Millions of people
Demand Supply
15
20
5
10
0
20202011
5
0
20202011
25
20
15
10
quantity gap
Shortages in both quantity
and quality will worsen
Quantity gap will widen.
Quality gap remains a big
challenge
–6%
–13%
–56%
5%
–17%
0%
Sources: Central Bureau of Statistics; Indonesian Ministry of Education; Orbis; Tempo; Globe Asia; Economist Intelligence Unit; U.S. Census Bureau;
expert interviews; BCG estimates and analysis.
EXHIBIT 2 | Talent Gaps Will Increase at All Levels
2011 2020
Entry Level
Millions of people -17 %
nation’s more than 1,000 colleges and universities. Bandung Institute of Technology,
the University of Indonesia, and Universitas Gadjah Mada are favorite choices among
recruiters. Technical skills are also in acute shortage. Indonesia graduates about
Senior management Middle management Entry level
20202011
1.0
1.5
2.0
0.0
0.5
Millions of people Millions of people Millions of people
Demand Supply
15
20
5
10
0
20202011
5
0
20202011
25
20
15
10
quantity gap
Shortages in both quantity
and quality will worsen
Quantity gap will widen.
Quality gap remains a big
challenge
–6%
–13%
–56%
5%
–17%
0%
Sources: Central Bureau of Statistics; Indonesian Ministry of Education; Orbis; Tempo; Globe Asia; Economist Intelligence Unit; U.S. Census Bureau;
expert interviews; BCG estimates and analysis.
EXHIBIT 2 | Talent Gaps Will Increase at All Levels
2011 2020
Middle Management
Millions of people
-13 %
-56 %

Strategic)CHANGE:)Why)do)Change)programs)fail?
7
• Strategic change failures are
commonly related to human
issues,not technical issues
(Kotter & Cohen,2002).
• The study in Chinese context
reveals the most challenge
during the change
management in Chinese
enterprises is lack of
competent talents (Wang,
2003).
• The survey from German
leading companies found the
reasons for the failure in
managing large-scale change
are relevant with soft issue,
inconsistency of change
objectives (C4 Consulting,
2007).
0 10 20 30 40 50 60 70
Insufficient commitment of the
leadership team
Unclear objectives and visions of the
change process
Lack of leaders’competence in
professionally dealing with people’s
fears and concerns
Disunity on the top leadership level
(no one-woke approach)
Lack of support from the line
management
Incomplete or delayed information
to the employees
Insufficient support in coping with
fears and resistance
Neglect of psychological factors
during project planning
Insufficient human resources
Lack of trust in communication
between employees and
management
Influencing factors in order of relevance to success (C4 Consulting,2007)
Very relevant or
essential
56％
61％
56％
56％
52％
50％
46％
43％
37％
36％

Our!approach!
in#assisting#our#clients#ensuring#measurable#results
8
“... That’s the result of expecting that no special things need to be changed in China, ...
and not empowering the China team.”
Lee Kai-fu on the problem of western IT MNC in China (Forbes, Nov. 24 2008)

TailorKMade)Solution)with)clear)objectives)and)
inKdepth)understanding)at)the)beginning)of)the)cooperation
9
1
2
3
4
Objective Agreement on Project Objective & Expected Results
Analysis Deep Understanding on Clients’Current Situation
Design Process and Method Design
Evaluation Evaluation and Follow Up5
Execution Project Implementation
Expected Results

Generic)Consultancy)Process
10
Preliminary
Study
Flash Analysis
e.g.In-depth interview,
focus group discussion,
organizational survey,
document analysis,on-
the-job observation,
ability/personality test,
etc.
Expected
Result
Workshop /
Trainshop
e.g.Strategic workshop,
cross-cultural
communication and
cooperation trainshop,
leadership development
and team effectiveness
workshop,etc.
Project / Team /
Individual Coaching,
Adaptation,Follow-
Up and Evaluation
Agreed on Objectives Analysis & Agreement Ensuring Sustainable Impact Measurable Result
General Approach for Tailor-Made Solution Exploration and Implementation
Main Intervention

Innova!Lab!Research!and!Development
0(ensuring(innovation(and(sustainable(impacts
11
• The Challenges of Leading Large Scale Change Insights from C-Suite Leaders
• Building the Global Competence for Asian Leaders
• International Employability:Development of Intercultural Competence of
German and Chinese Young Professionals
• Effective Teamwork at the Top Management Team in International Joint
Venture
• Cross-Cultural Learning Behavior:Effectiveness of the Western Technology
Transfer Approaches in China
• Comparative Studies on Chinese-Indonesian Intercultural Competence and
Sensitivity
• Chinese Intercultural Competence and Sensitivity in Tourism Industry
• Strategic Decision Making in Chinese and Multinational Teams
• Intercultural Perspectives of International Post-Merger Integration
• Intercultural Synergy in Professional Team
• Development of Intercultural Training for Indonesia Students in Germany
• Emotional Intelligence in Workplace:Buffering Effects of Supervisor Support
between Emotional Labor and Affective Commitment
• Multiple Role Understanding and Training Effectiveness of Corporate
Trainers:Chinese Culture Based Study
Research and Development Projects
• Ensuring excellent quality and state-to-the-art
products,brands and expertise
• Developing high-impact,sustainable products
• Sharing knowledge from practical research with
our customer and partner community
Mission of Innova Lab

Our!Service!Portfolio
12

Our'services'aim'to'support'our'client'to'achieve'excellence'through'
Culture,'Talent'and'Change
13
International
Assignment
Intercultural
Sensitivity
Leadership
Development
Recruitment
System
Assessment
Center
Performance
Acceleration
Strategic
Change
Management
Diagnostic
Organizational
Transformation
Culture Talent Change

Managing!CULTURE!diversity!
to#create#synergy#across#cultures#
14
“If you can’t learn quickly, your market share will perish .... worst case, their market share has gone
from 90% to 10% in three of four years.
That’s the result of expecting that no special things need to be changed in China,
... and not empowering the China team.”
Lee Kai-fu on the problem of western IT MNC in China (Forbes, Nov. 24 2008)

CULTURE'Service'Framework:
Intercultural'Competence'and'Sensitivity
15
“To be effective in another culture,people must be interested in other cultures,be sensitive enough to notice cultural
differences,and then also be willing to modify their behavior as an indication of respect for the people of other cultures ”
(Bhawuk and Brislin,1992)
Intercultural Competence
Technical
knowledge & skill
Motivation
Stress tolerance
Respect for
differences
Harmony
preservationSelf Control
Awareness of
communication
symbols
Language
skill
Verbal &
non verbal
expression
Attribution
process of
information
Cultural
empathy
Intercultural
Sensitivity
Intercultural
Communication
Competence

We'help'our'clients'in'better'understanding'the'art'of'
balancing'global'integration'and'local'adaptation'from'the'cultural'points
16
✓ Research-based development program on
intercultural sensitivity and cross-cultural learning
• Building Global Competence for Asian Leaders:
Comparative study on intercultural sensitivity of
Chinese,Indonesian and Singaporean International
Assignees
• Intercultural Competence and Sensitivity
• Effective Learning Behavior of Employees in
Multinational Companies in Chinese Cultural Context
✓ Organizational Change and Talent Management
program in cross-cultural context
Our projects covers ...
✓ Cultural Awareness Training / Workshop
✓ Doing Business with Chinese
✓ Working Effectively with Indonesians
✓ Fit for Germany / China / Indonesia
✓ Diversity Management
✓ International Leadership Development
✓ Multi-Cultural Team Building Workshop / Team
Coaching
✓ International Human Resource Management
(incl.Campaign,Selection,Preparation,
Integration,Reintegration)
✓ Intercultural Assessment Center
✓ Executive Coaching
Tailor-made integrated solution

Strategic'Workshop'for'Multicultural'Top'Management'Team
17
OBJECTIVE
Improving communication and cooperation between Chinese and foreign parts
& Achieving common understanding on organizational vision and strategy
BACKGROUND
- Chinese-Europe joint venture with main business in high-tech industry,has more than 5000
employees and an annualized yield of about 4 billion yuan.
- The surge capacity from business,intensive industry competition,and ineffective
cooperation and communication between Chinese and foreign staffs became the big
challenges to the business development.
EXPECTED RESULT
- Understanding organizational situation clearly from different perspectives
- Exploring challenges the organization faced and identifying critical ones
- Discovering influencing factors for different challenges
- Developing action plan for the future implementation
BEST
PRACTICE

Strategic'Workshop'Sample'for'Multicultural'Top'Management'Team
18
Day 1 Day 2
Joint Dinner & Informal Discussion
Break
Reflection,Feedback & Closing
Objective,Expectation and Agenda
Welcome & Introduction Creating Cultural Synergy
Working Effectively in
Multicultural Environment
Plenary Discussion on the Results
Presentation on
Organizational Flash Analysis Result
Organizational Flash Analysis Result
Lunch
Break
Short lecture on
Cross-Culture Team Building & Leadership
Personal Development and Action Plan
Group Work & Problem Solving:
Become Competent Leader in
Multicultural Workplace
Group Work & Problem Solving:
Problem prioritization,deep discussion
and strategy identification
Short lecture on Intercultural Sensitivity
and Competency Theory/Tool *
* selected based on organizational flash analysis result
Short Lecture & Discussion
Learning in Action
Optional
OrganizationalFlashAnalysis
hasbeendonepriorto
StrategicWorkshop
BEST
PRACTICE

TALENT!as!success!factor!
in#ensuring#sustainable#growth
19
“Act like a leader, not a manager! They (managers) equate managing with sophistication, with
sounding smarter than anyone else. They inspire no one. I dislike the traits that have come to be
associated with ‘managing’- controlling, stifling people, keeping them in the dark, wasting their
time on trivia and reports. ...
Leaders are people who ‘inspire with clear vision of how thing can be done better.’”
Jack Welch (Jack Welch and GE Way, 1999).

TALENT)Service)Framework:
Learning#&#Development#built#the#base#of#our#Talent#Management#Approach
20
Assessment
Training & Development
Learning Transfer
Evaluation
Learning,Training and Development
Performance
Management
360 Feedback,
Value System,
Balance Scorecard
Relevant to Impacts on
Measurable
Results
Career &
Promotion
Corporate Strategy
Aligning business strategy and
organizational development
Competence Model
Hard- and soft-skills required by
different roles and responsibilities
Based on
Value System
Aligning corporate core value and
organizational culture

Our'solution'put'the'talent'in'the'center'of'the'process'
and'our'expertise'covers'the'whole'talent'value'chain
21
✓ Solution for different levels of talents
• Entry level
- Induction for the new joiner
- High potential graduates / trainee
• Middle level management
- First time manager
- High potential mid-level manager
• Top level management
- Executive leadership team
✓ Systematic development program
• 3-12 months development program
• Multiple methods including assessment,web-based
learning,classroom lecturing,action learning,etc.
• Combined leadership and management skills
✓ Competence Modeling
✓ Job Analysis and Job Profiling
✓ Recruitment System Establishment
✓ Recruitment Interview Training for HR Professional
and Managers
✓ Assessment Center (for Mid Level Manager to
Executives Selection)
✓ Development Center (for comprehensive
management development program)
✓ Group Assessment Center
✓ Potential Analysis
✓ Management (Talent) Audit due to M&A
✓ Performance Management System Set Up and
Implementation
✓ Ability and Personality Test / Psychological Test
✓ 360-Degree Feedback
✓ Interim Organizational Development Manager
✓ Talent Pool Establishment / Management

Assessment'Center'for'Talent'Selection'and'Development
22
1
Organization and job position analysis
• Understanding corporate culture
• Analyzing job’s roles and responsibilities
• Identifying the right competence model
• Exploring job success profile
2
Assessment center preparation
• Specifying assessment tools (develop
eligible tools and materials if necessary)
• Identifying assessors (1 chairman + 1
psychologist + 1 administrator + * assessors)
• Training for the assessors,role players (and
observers)
3
Assessment center
implementation
• Conducting assessment center
• Assessor (+ observer) conference
4
Result report & Feedback
• The assessment center for selection
- Deliver selection report
• The assessment center for development:
- Deliver development report and feedback
- Facilitate development action planning
Our solution
starts ...
Selected talent
Assessment Center process starts by having the right understanding of the critical success and fit factors
BEST
PRACTICE

Assessment)Center)Sample)Process
23
• Identify corporate value
and competence
• Identify critical success
factors and job
competence
• Invite candidate(s)
• Train assessors
• In-depth interview
• Strategic presentation
• Evaluation system
• GRT:
Cognitive ability test
• 15FQ+ Personality
test
Objective & Analysis Design & Implementation Feedback
BEST
PRACTICE

Leading!strategic!CHANGE!
in#securing#successful#organizational#transformation
24
“No organization today -- large or small, local or global -- is immune to change.
To cope with new technological, competitive, and demographic forces, leaders in every sector
have sought to fundamentally alter the way their organizations do business. Yet according to
most assessments, few of these efforts accomplish their goals.”
John P. Kotter, Author of international bestseller Leading Change

CHANGE'Service'Framework:
TwoLPhase'Change'Model'L'Strategy'Formulation'&'Implementation
25
Why do we need to change?
• What could be the benefits
of the change?
• What could be the
consequences if we do not
change?
What do we need to change?
• What is the new holding
structure?
• What kind of new organization
do we want to become?
• Who will be in charge for what?
What could be the barriers
to anticipate in the
change we want?
How do we want to
implement the
transformation process?
• How does each
members should
prepare and contribute
to the change process?
• How the new roles will
be shared?
When,what kind of
changes and how
to do it?
• What are first and
what is the next?
• How to make it
sustainable?
How to communicate the
transformation?
• Whom to communicate?
• Which channels?
• At which phase?
Strategy Formulation
(WHY and WHAT)
Strategy Implementation
(HOW and WHEN)

We'help'our'clients'in'better'understanding'the'art'of'
balancing'global'integration'and'local'adaptation'from'the'cultural'points
26
✓ Strategic Change Content and Process
Design and Implementation
✓ Training-Workshop on Change
Leadership and Communication
Strategy
✓ Strategy Alignment and Strengthening
Workshop / Meeting
✓ Organizational Flash/In-Depth Analysis
✓ Process Benchmark (Online)
✓ Employee Survey
✓ In-Depth and Behavioral Interview
✓ Focus Group Discussion of Diverse
Employee Group
✓ Systematic On-the-Job Observation
✓ Corporate Value System
✓ Corporate Culture
✓ Systematic implement program
• The change concept development by
multi approach from initiative driver
• Change project communicate through
the entire organization involved
• Facilitating and mentoring the
implement process
✓ Solution for different purposes
• Tools to engage the organization
- Communication plan and strategy
- Implement system
• Barrier removal
- Barrier identification
- Right-of-way rules
• Change leadership
- Leadership coaching and mentoring
- Personal planning

Strategic)Management)Alignment)and)Strengthening
27
• Determine the starting basis by proceeding employee interview.
• Implement the value system through different approach and channel.
Players
Value system
Employees’
Survey
New
Challenges
Interview
Survey
Values
Workshop
Values
Implementation
Corporate value development macro process
Select (& reformulate)
core value
Discuss value structure
(meaning & definition)
Decided value statements
(reformulate)
Create behavioral anchors
(guideline)
Value development micro process
Head Office
Theoretical
Models
• Sponsors
• Value team
• Support team
• Core value
• Value statement
• Behavioral anchors
BEST
PRACTICE

Value)Implementation)Process)and)Method
28
Action What do we need?
Possible barriers Success measurements
Develop clear action plan Explore necessary and possible resources
Identify possible barriers Define measurement anchors
Value Implementation
• An effective corporate communication is key factor to implement the core value.The management should:
Value implementation process
Value implementation method
• Core value is the essential and enduring tenets
of and organization.It is as natural as you breath.
• People learn and behave the corporate value
through different steps.
Start
Finish
Understand the corporate value system
Memorize the value statement and behavioral anchors
Agree and support the corporate value
Behave following corporate value
Breath with corporate value
Live
Do
Believe
Remember
Know
BEST
PRACTICE

Strategic)Partners
29
Global Change Alliance (GCA)
• All consultancies of the GCA work on the basis of a Senior Expert structure of consultants
• All in all the GCA-platform comprises about 125 people
• Our work is based on the congruence model of organizational change (developed in the USA)
• Our partners are:
- C4 Consulting,Germany (Duesseldorf)
- Ascend Partners,France (Paris)
- Comma Consulting,Great Britain (London)
- Veritas Partners,LLC,USA (New York)
• www.globalchangealliance.com
PE-Solution
• PE-Solution is an independent psychological consultancy founded by Carolin Weise,Jürgen Weiß and Dr.Andreas Selck
in the year 2000,with headquarter in Braunschweig (Brunswick),Germany.
• We advise and accompany managers,small and medium-sized businesses as well as corporations and the public sector
regionally,nationally and on an international level.
• We are a team of 30 specialists,among that 24 occupational psychologists.
• All of our consultants are experts in HR selection and development with many years of experience and diverse further
training,some with leadership experience of their own.

OfQices)Location)and)Contact
30
Hong Kong:
31/F,Tower One,Times Square
1 Matheson Street,Causeway Bay,HONG KONG
香港湾勿地臣街1号代广一座31楼
Phone +852 2824 8521
Fax +852 2107 3699
Shanghai:
1/F,1388 North Shaanxi Rd.,Putuo District,
Shanghai 200060 P.R.CHINA
中国上海市普陀区西北路1388号一楼
Phone +86 21 6149 8264
Fax +86 21 6149 8001
Hangzhou:
Suite 810,Guangyin Plaza,42 East Fengqi Rd.,
Hangzhou 310010 P.R.CHINA
中国浙江省杭州市起路42号广茵大厦810
Phone + 86 571 8763 1203
Fax + 86 571 8763 1210
Jakarta:
50/F,Menara BCA,1 Jl.MH.Thamrin
Jakarta 10310 INDONESIA
Phone + 62 21 5132 5962
Fax + 62 21 2942 6876
Contact Person:
Diah Dwi Rahmiati
Mobile +62 812 2851 0818
Email d.rahmiatii@tjitra.com
www.tjitra.com

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