The document discusses organizational ambidexterity, emphasizing Telkomsel's transformation efforts to balance efficiency and adaptability for future challenges. It highlights key aspects such as the establishment of a Transformation Management Office (TMO) and the creation of agile teams to overcome cultural and structural inertia. The document draws on lessons from successful companies and underscores the importance of change management within Telkomsel's corporate strategy.

1. Abdi J. Putra – @abepoetra
GM Digital Lifestyle Sales & Care Planning TELKOMSEL
https://abepoetra.wordpress.com
AMBIDEXTROUS
A STUDY CASE IN TELKOMSEL (TELKOM UNIVERSITY)
ORGANIZATION

2. Abdi J. Putra – @abepoetra
GM Digital Lifestyle Sales & Care Planning TELKOMSEL
Organizational ambidexterity refers to an
organization's ability to be efficient in its
management of today's business and also
adaptable for coping with tomorrow's
changing demand.

3. WHAT TELKOMSEL CAN COPY FROM THOSE COMPANIES
Lesson Learn From Hewlett Packard, J & J, & Asea Brown Boveri
The key is “Organizational Architecture”.
How those companies can surpass the
structural inertia and the cultural inertia is
the great things.
They have common straits to be
Ambidextrous Company, which is: remain
small by emphasizing autonomous group.
The question is:
HOW ABOUT TELKOMSEL?
Abdi J. Putra – @abepoetra
GM Digital Lifestyle Sales & Care Planning TELKOMSEL

4. BTS
Keseluruhan BTS Telkomsel
189rb unit. Dibagi
berdasarkan teknologi GSM:
2G 82.1rb, 3G 82.1rb, & 4G
PRODUCT
Kartu Halo, simPATI, Kartu As,
dan Kartu Loop. Other
services: Combo Sakti,
Broadband, MyOrbit, dll.
SERVICES
GraPARI, Virtual Assistant,
MyOrbit (home), MyTelkomsel
(chanelling)
CB
Telkomsel memiliki 163jt
pelanggan dan memiliki 59.1%
pangsa pasar

5. Uhm well, the million dollar question is..
CAN TELKOMSEL BECOME ONE OF AMBIDEXTROUS ORGANIZATION?
To answer it, let me tell you story and the data offcourse.. ^_^
Abdi J. Putra – 2401191031
GM Digital Lifestyle Sales & Care Planning TELKOMSEL

6. TELKOMSEL TRANSFORMATION
Create Tranformation Management Office (TMO) to guide ”Change”.
*Key Objectives from TMO are: how to change culture first, then engaging all employees to whatever
change that will happened, then end-state-organization to sustaining change.
Creating a climate &
culture for “CHANGE”
Engaging & Enabling
Organization
Implementing &
Sustaining Change
Abdi J. Putra – @abepoetra
GM Digital Lifestyle Sales & Care Planning TELKOMSEL

7. 1. Why is anything become incremental change often so
difficult for the most successful organizations?
2. And why are the patterns of success and failure so
prevalent across industries and over time?
Telkomsel seriously put this concern at the first row, that’s why
Transformation Management Office (TMO) Organization
created. Its mission to transform all employees to face change.
The question taken from “Ambidextrous Organizations: Managing Evolutianary & Revolutionary
Change” by Michael L. Tushman and Charles A. O’Reilly III
LEADERSHIP TO LEAD THE CHANGE
Abdi J. Putra – @abepoetra
GM Digital Lifestyle Sales & Care Planning TELKOMSEL

8. AS THEORITICALLY SAID
What Manager Must Do to Successful in long periods
The Key: to remain successful over long
periods, managers and organisations must
be Ambidextrous (able to implement both
incremental and revolutionary change)
Richard Foster in his study about vacuum tubes
till semi conductor take a note “that from 10
leaders company in vacuum tubes 1955 only
two left in 1975”. And the cause are..
There were three variants of error in these case
histories based on Richard Foster:
1. The decision not to invest in the new
technology.
2. The company do some investing but picking
the wrong technology.
3. The Variant is cultural.
Abdi J. Putra – @abepoetra
GM Digital Lifestyle Sales & Care Planning TELKOMSEL

9. IN THE LONG RUN MANAGERS MIGHT..
to destroy the very alignment that has made organization success
Considering this, to erase the success
syndrome, Telkomsel Corporatge
Strategic Plan (CSP) 2020 guidance write
“Future fit organization and rely on Zero
Based Organizations (ZBO)” as the
foundation for all leaders.
It remind all employess to forget the past
glories to avoid the success trap.
Abdi J. Putra – @abepoetra
GM Digital Lifestyle Sales & Care Planning TELKOMSEL

10. Telkomsel is transforming. Consideration to two things (in
Ambidextrous Organization) that blocking Transformation
(will be define in the next slide):
1. Structural Inertia
2. Cultural Inertia
Telkomsel Management Office (TMO) that guiding Telkomsel to
transform has defined 3 fundamental changed (Customer
Centric, Agile Organization, and Topline also Margin Focus)
As mentioned ini the article “Ambidextrous Organization”, Telkomsel also has the same problems with other company. All employee should understand
why we need to change. Why we need to modify Strategy, Structure, Culture, People, and Process.
TELKOMSEL IS TRANSFORMING

11. STRUCTURAL INERTIA (1 of 2)
Create small boats (agile team) that aiming the same goals
NOW, Telkomsel have two main
organization pole:
1. Business as Ussual (BAU) Organization
2. Smart Agile Squads
Smart Agile Squads will ended to:
• Returned to BAU, as it will strengthen
the core values.
• Autonomous Organization, because it
succeed to create new values. For The
examples: ByU & Orbit.
Abdi J. Putra – @abepoetra
GM Digital Lifestyle Sales & Care Planning TELKOMSEL

12. STRUCTURAL INERTIA (2 of 2)
The Success Story of Autonomous Organizations in Telkomsel.
ByU comes from agile squad that called “Smart
Attackers”. It is deliberately created totally different
from Telkomsel. Come with blue nuance, totally
different with Telkomsel. Thus, the conversation in
marketing campaign is more casual as the ByU goals
to grab youth market share (millennials)
Telkomsel new niche is home, not only mobile.
Customers want faster internet network. And, ORBIT
answer this needs. With the slogan “Internet Rumah
Serba Digital” orbit also born from the agile squads.
Abdi J. Putra – @abepoetra
GM Digital Lifestyle Sales & Care Planning TELKOMSEL

13. CULTURAL INERTIA (1 of 2)
Cultural Change is hard, and Telkomsel take this at the first row
"Fixing the culture is the
most critical - and the most
diffictult - part of corporate
transformation"
Louis V Gertsner Jr – Former CEO of IBM
Abdi J. Putra – @abepoetra
GM Digital Lifestyle Sales & Care Planning TELKOMSEL

14. AGILE
ORGANIZATION
CUSTOMER
CENTRIC
BECOME..
CULTURAL INERTIA (2 of 2)
Calling For Leaders Telkomsel to 3 Fundamental Changes
TOP-LINE
FOCUS
LEGACY &
FUNCTIONAL
NETWORK
CENTRIC
FROM..
TOPLINE &
MARGIN FOCUS
Abdi J. Putra – @abepoetra
GM Digital Lifestyle Sales & Care Planning TELKOMSEL

15. AGILE SQUAD TELKOMSEL
AT GLANCE
Currently Telkomsel have 21 Agile Squad Teams

16. NEW WAY OF WORK – AGILE SQUAD
Smart Agile Squad Principal in the New Way of Working

17. SPRINT RITUALS – AGILE SQUAD
We Sets Some Rituals to Ensure the Squad Running on the Right Track (Sprint)

18. Abdi J. Putra – @abepoetra
- General Manager of Digital Lifestyle in Telkomsel
- Project Owner of Agile Squad with 3 deliveries: GigaScan,
Skul.ID (School Platform) & ViChat (Video & Chat Platform)
THANK YOU