Post on 04-May-2023
ACTION LEARNING in ACTION ! Sharing the Experience of Indonesian Corpora=ons presented by Prof. Richardus Eko Indrajit and Prof. KC Chan
About the Speaker
• Professor of informa,on system and technology from the Perbanas Ins,tute -‐ Indonesia
• Graduate from Harvard University, Leicester University, and Maastricht School of Management
• Advisor to the Ministry of Na,onal Educa,on, Ministry of Research, Ministry of Communica,on and IT, and Ministry of Defense
• CEO of Renaissance Indonesia Advisors and Founder of ID-‐SIRTII, APTIKOM, and IASA-‐Indonesia
• Prac,cing ACTION LEARNING in educa,on, government, and private sectors for the last ten years
• Publishing more than 30 books in business, management, and informa,on technology
ACTION LEARNING Implementa=on
• Case #1 Prodia Laboratories (Healthcare) • Case #2 Telkom Indonesia (Telco) • Case #3 Bank Saudara (Banking) • Case #4 ID-‐SIRTII (Government)
• Case #5 APTIKOM (Educa=on)
Case #1 – Prodia Laboratories
• Profile: The largest clinical laboratories network in Indonesia (78 ci=es, 106 branches, 2700 employees, 2000 products/services)
• Challenge: Implement the full concept of Integrated Marke=ng Communica=on throughout the corpora=on
• Problem: Nobody understand the concept of Integrated Marke=ng Communica=on and how to implement it correctly
• Target: Using ACTION LEARNING to understand while at the same =me to implement the concept in the company
• Result: Successing adop=ng the full-‐blown principle in only three month =me
• Reference Framework:
Integrated Marke,ng
Communica,on
CRITICAL THINKING
HOLISTIC THINKING
SYSTEMIC THINKING
ACTION LEARNING paradigms and approaches for ALL MARKETING and SALES MANAGERS • HOLISTIC THINKING : IMC has 3 components = above the line + below the line + thru the line • SYSTEMIC THINKING : IMC has 3 value outcomes = brand + experience + relationships • CRITICAL THINKING : IMC has 3 strategies = push + pull + floating
Case #2 – Telkom Indonesia
• Profile: One of the bluechip company in Indonesia with 100 million customers
• Challenge: Transform the company from tradi=onal infrastructure provider to the new service and solu=on provider
• Problem: Most managers do not have experience to innovate new products and services
• Target: Using ACTION LEARNING to increase the company capabili=es on introducing new services for educa=on sector
• Result: In less than one year, able to sign contract with hundreds of university within the na=on
• Reference Framework:
ACTION LEARNING project-based approach to ALL CORPORATE MANAGERS
• INNOVATION : changing the business models that are suitable for education market • INTEGRATION : seamlessly transform the organisation culture to be based on process • IMPLEMENTATION : work hand-in-hand and learn together with clients/customers
Innova,on
Implementa,on
NEW SERVICES
Integra,on
Case #3 – Bank Saudara
• Profile: One of the fastest growing bank in Indonesia owned by a prominent conglomerate group
• Challenge: Implement the state-‐of-‐the-‐art technology for the middle size bank
• Problem: Presently, the technology and HR readiness are s=ll in the infancy stage with low maturity level
• Target: Using ACTION LEARNING to adopt to the new system that comply with central bank regula=ons
• Result: A^er 15 months of development, become one of the most developed bank in the region with several awards for the IT governance performance
• Reference Framework:
ACTION LEARNING empowerement phases to expedite MANAGERS LEVEL understanding
• PIONEERING PHASE : start with unique IT capabilities that other banks do not have • SYSTEMIZING PHASE : link the value of IT to the targeted business goals and objectives • INTEGRATION PHASE : align IT strategies with business roadmap
Pioneering Phase
Systemiza,on Phase
Integra,on Phase
Rou=
ne Based
Ac=vi=e
s
Project B
ased
Man
agem
ent
Case #4 – ID-‐SIRTII
• Profile: Na=onal ins=tu=on that safeguards the internet infrastructure through managing 300 internet service providers traffic
• Challenge: Start from scratch, without enough knowledge, must full operate within 3 year =me
• Problem: New installa=on with a great responsibility but very limited resources
• Target: Using ACTION LEARNING to expedite learning process (knowledge and competencies acquisi=on)
• Result: Now becomes one of the biggest incident response team within Asia Pacific region
• Reference Framework:
ACTION LEARNING collaboration among similar institutions within the ASIA PACIFIC region
• INTRAPERSONAL : every manager has its own role and competencies target • INTERPERSONAL : every manager should work within a team to manage incident • MANAGERIAL : every manager must utilise the resources effectively • ORGANISATIONAL : every manager can represent the institution based on contextual case • ENTREPRENEURSHIP : every manager is able to generate “income” to cross subsidy the process
Case #5 – APTIKOM
• Profile: Associa=on of IT universi=es and colleges in Indonesia
• Challenge: How to grow the organisa=on into a well-‐known and prominent associa=on within the educa=on sector
• Problem: No asset and resources, only a trust and goodwill among members
• Target: Using ACTION LEARNING to accelerate the organisa=on growth
• Result: In three year =me, the members grow from only 50 universi=es/colleges into 750 educa=onal ins=tu=ons with ac=ve roles within associa=on
• Reference Framework:
ACTION LEARNING “collaboration-to-compete principle” for the universities/colleges society
• COMMUNICATE : convince them the value of collaboration among institutions • CONNECT : build the effective and efficient ways of cooperation • COORDINATE : appoint strong team to facilitate all initiatives
• RESULT DRIVEN : show them the instant values and “quick win” deliverables • TOTAL SOLUTION : tend to solve the root of the problem in a comprehensive manner • TEAM LEARNING : allow the small institutions to learn from other mature ones