Professional Documents
Culture Documents
08:00 08:30
REGISTRATION AND MORNING COFFEE
08:30 08:45
WELCOMING WORDS:
DR. AHMAD SYAMIL, CFPIM, CIRM, CSCP
Welcoming Words
08:45 09:00
INTRODUCTION AND REFRESHMENTS
09:00 12:00
ROBERT AB
LEADERS: IS THIS THE TIME FOR US TO TRANSFORM?
Brief Profile
Faculty Member of BINUS Business School;
Candidate Ph.D from University of
Indonesia;
Chief of Knowledge Officer;
The best coach in Case Study Producer in
Indonesia;
National and International Case Study
Publications
Reseacher and Consultant;
Leaders:
Is this the time for us to transform?
Why & How Corporate Transformation
Agenda
1. What is transformation? What is not?
2. Why company needs transformation?
3. What type of transformation?
Theory E of transformation
Theory O of transformation
Theory D of transformation
What is transformation,
what is not ?
Key premise of
Corporate Transformation
What theories
beyond Transformation?
Theory
E
Theory
O
Theory D
Source Theory E & O: Beer & Nohria, Harvard Business Review, 2000| Theory D: Synthesis by author from various paper
Dimension of
Change
Theory E
Theory O
Goals
Leadership
Focus
Process
Reward System
Use of Consultants
What
Digital Transformation Occurs?
What
Digital Transformation Occurs?
What
Digital Transformation Occurs?
What
Digital Transformation Occurs?
What
Digital Transformation Occurs?
What
Digital Transformation Occurs?
What
Digital Transformation Occurs?
What
Digital Transformation Occurs?
2. Do you know
which customer
journeys matter?
4. Do you have a
disciplined test
and learn
approach?
6. Do you have
mechanism to
challenge ideas?
8. Is your IT
operating at two
speeds?
9. Are you
coordinating a
portfolio of
initiatives?
Source: McKinsey Digital, October 2015
How to
Transform Your Organization?
1. Establishing a
Sense of Urgency
2. Forming a
Powerful Guiding
Coalition
3. Creating a Vision
4. Communicating
the Vision
5. Empowering
Others to Act on the
Vision
7. Consolidating
Improvements and
Producing Still More
Change
8. Institutionalizing
New Approach
How to
Transform Your Organization?
#1. Establishing a
Sense of Urgency
Examining market and
competitive realities
Identifying and
discussing crises,
potential crises, or
major opportunities.
#2. Forming a
Powerful Guiding
Coalition
Assembling a group
with enough power to
lead the change effort
Encouraging the group
to work together as a
team
#3. Creating a
Vision
Creating a vision to
help direct the change
effort
Developing strategies
for achieving that
vision
#4. Communicating
the Vision
Using every vehicle to
communicate the new
vision and strategies
Teaching new
behaviors by the
example of the guiding
coalition
How to
Transform Your Organization?
#7. Consolidating
Improvements and
Producing Still More
Change
Using increased credibility
to change systems,
structures, and policies
that dont fit the vision.
Hiring, promoting, and
developing employees who
can implement the vision
Reinvigorating the process
with new projects, themes,
and change agents
#8. Institutionalizing
New Approach
Articulating the
connections between the
new behaviors and
corporate success
Developing the means to
ensure leadership
development and
succession.
Carolyn Aiken:
Partner, McKinsey,
San Fransisco
What Errors
Make Transformation Efforts Fail?
According to his valuable experience, Professor Harvard Business School, John P. Kotter,
even capable people often make at least one big error in renewing organization
(Kotter, 2007)
1. Not establishing a
great enough sense
of urgency
2. Not creating a
powerful enough
guiding coalition
3. Lacking a vision
4. Under
communicating the
vision by a Factor of
Ten
5. Not removing
obstacles to the new
vision
6. Not systematically
planning for, and
creating, short term
wins
7. Declaring victory
to soon
8. Not anchoring
change in the
corporations culture
1. Cautious
Management
Culture
2. Businessas-Usual
Management
Process
3. Initiative
Gridlock
4.
Recalcitrant
Executive
5.
Disengaged
Employees.
6. Loss of
Focus During
Execution
6. Strategist
2. Diplomat
Leadership
Style
5.
Individualist
3. Expert
4. Achiever
Characteristics
Strengths
Weaknesses
Opportunist
Good in emergencies
and in pursuing sales.
Diplomat
Supportive glue on
teams.
Expert
Good individual
contributor.
Achiever
Well suited to
managerial work.
Individualist
Effective in venture
and consulting roles
Strategist
Generates
transformations over
the short and long
term
NONE
Alchemist
NONE
Forum Discussion
Question and Answer
12:00 13:00
LUNCH TIME
13:00 15:00
MARTHA SWISSANTO
CONNECTING THE TRANSFORMATION TO THE PEOPLE
Martha D. Swissanto
2 December 2015
My loved ones
Married, 2 children, 5 pets
Agenda
What & Why the Transformation
Transformation Framework - as it is SAID
Understand the Human Factor
The Human Factor
HR Role
Transformation Management Framework
Case Study 1
Case Study 2
Lesson Learnt
What:
Comprehensive Change in
many aspects in the
organization
Why?
Internal factor:
Organizational rigidity,
Outdated strategy,
Employee expectation
Transformation Framework
as it is SAID
1
The Strategy
The Execution
The Monitoring/
Evaluation
The Sustainability
The Question:
How well is the implementation?
How good is the Process?
System &
Process
People
factor
Degree of Motivation
Commitment
Rejection
Agreement
Compliance
Degree of Commitment
Whats in it for me
Need to be heard
Interested
Energized
Fear
Fear
Confident
Not willing
Low/ No energy
Participate
Fight or Flee
Flee or Paralayze
HR Role
The Human Factor
Formal vs Informal
Organization
System Thinking
& Resolution
What HR
should know
HR Role
Organization Dynamic
HR Strategy
Transformation Management
Framework
Organizations Vision & Value & Expected Deliverables
Organization Assessment:
Organization, Demographic, Psychographic, System & Process
HR Strategy:
EFFECTIVE
ORGANIZATION &
PERFORMANCE
CULTURE
COMMUNICATION
& ALIGNMENT
LEADERSHIP &
COMPETENCY
DEVELOPMENT
WORKING
ENVIRONMENT &
INFRASTRUCTURE
Case Study 1
Expected deliverables: Increase productivity & motivation.
Organization Assessment: Blue Collar, long service, traditional approach, hierarchical, absolute
authority, outdated technical & management skill.
Issues: decreasing productivity & motivation, increasing silo mentality HR system & process:
inadequate, more administration, unclear performance management process.
HR Strategy:
EFFECTIVE
ORGANIZATION &
PERFORMANCE
CULTURE
2. Performance Culture
COMMUNICATION
& ALIGNMENT
LEADERSHIP &
COMPETENCY
DEVELOPMENT
WORKING
ENVIRONMENT &
INFRASTRUCTURE
3. Reward System
5. Organization, system & process
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
ORGANIZATION
ASSESSMENT
EFFECTIVE
ORGANIZATION &
PERFORMANCE
CULTURE
COMMUNICATION
& ALIGNMENT
LEADERSHIP &
COMPETENCY
DEVELOPMENT
WORKING
ENVIRONMENT &
INFRASTRUCTURE
Case Study 2
Expected deliverables: significantly increase productivity, new behavior & high engagement
.
Organization: White collar, high education, modern approach, egalitarian, high technical
skill, lack of management skill.
Issues: New direction in company strategy, high business performance expectation
HR system & process: adequate, but might need to adjust
HR Strategy:
EFFECTIVE
ORGANIZATION &
PERFORMANCE
CULTURE
COMMUNICATION
& ALIGNMENT
2. Performance Culture
1. Leaders involvement
LEADERSHIP &
COMPETENCY
DEVELOPMENT
WORKING
ENVIRONMENT &
INFRASTRUCTURE
5. Reward System
6. Employee engagement
Q2
Q3
Q4
Q1
ORGANIZATION
ASSESSMENT
EFFECTIVE
ORGANIZATION &
PERFORMANCE
CULTURE
COMMUNICATION
& ALIGNMENT
LEADERSHIP &
COMPETENCY
DEVELOPMENT
WORKING
ENVIRONMENT &
INFRASTRUCTURE
Lesson Learnt
Formal vs Informal
Organization
System Thinking
& Resolution
What HR
should know
Organization Dynamic
HR Strategy
EFFECTIVE
ORGANIZATION &
PERFORMANCE
CULTURE
COMMUNICATION
& ALIGNMENT
LEADERSHIP &
COMPETENCY
DEVELOPMENT
WORKING
ENVIRONMENT &
INFRASTRUCTURE
15:00 15:15
COFFEE BREAK
15:15 17:30
LENA SETIAWATI TRANSFORMING THE LEARNING
ORGANIZATION