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

THANK  YOU  Ques=ons  and  Answers  presented  by  Prof.  Richardus  Eko  Indrajit  and  Prof.  KC  Chan