Workshop How to Transform Your Learning Organization Today

08:00 08:30
REGISTRATION AND MORNING COFFEE

Workshop How to Transform Your Learning Organization Today

08:30 08:45
WELCOMING WORDS:
DR. AHMAD SYAMIL, CFPIM, CIRM, CSCP

Welcoming Words

Dr. Ahmad Syamil, CFPIM,

CIRM, CSCP
Deputy Dean
Binus Business School
Bina Nusantara University

Workshop How to Transform Your Learning Organization Today

08:45 09:00
INTRODUCTION AND REFRESHMENTS

What is LEARNING ORGANIZATION ?

Workshop How to Transform Your Learning Organization Today

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

4. How to execute transformation?

5. Why transformation fails? Lessons learnt from several companies
6. How to accelerate transformation?
7. What leadership style occurs in transformation?

What is transformation,
what is not ?

Corporate transformations are

major, sometimes dramatic,
changes in organizational
structure, process, mission
and/or culture

Corporate transformation occur

because companies are often
forced to change or die because
of a crisis, or because top
management decides that a big
change would be beneficial

When the transformation is not

crisis-driven, it can be called as
cosmetic transformation. Its
objective is superficial imagebuilding.
This is not transformation
Source: Peter Madsen, 2010.

Key premise of
Corporate Transformation

Organization is set of collective

individual.
Like individuals, organization
change continuously.

This change also continuously

reacting to the arrival and
departure of key people that give
the taste and color of organization.

This change continuously reacting

to external changing: consumer-,
competitor, technology, society, and
other stakeholder.

Transformation actually happens as

a cure of the lack of adaptive
capabilities.

What theories
beyond Transformation?

Theory E change emphasizes

economic value- as measure
only by shareholder returns.
This hard approach boosts
returns through economic
incentives, drastic layoffs,
and restructuring.

Theory
E

Theory
O

Theory O changea softer

approachfocuses on
developing corporate culture
and human capability,
patiently building trust and
emotional commitment to the
company through teamwork
and communication.

Theory D

Michael Beer, Emeritus

HBS Professor

Dean, HBS, 2014

Source Theory E & O: Beer & Nohria, Harvard Business Review, 2000| Theory D: Synthesis by author from various paper

Comparison Theories of Change

Dimension of
Change

Theory E

Theory O

Theories E & O Combined

Goals

Maximize shareholder value

Develop organizational capabilities

Explicitly embrace the paradox between

economic value and organizational
capability

Leadership

Manage change from the top

down

Encourage participation from the

bottom up

Set direction from the top and engage the

people below

Focus

Emphasize structure and system

Build up corporate culture: employees

behavior and attitudes

Focus simultaneously on the hard

(structures and systems) and the soft
(corporate culture)

Process

Plan and establish programs

Experiment and evolve

Plan for spontaneity

Reward System

Motivate through financial

incentives

Motivate through commitment-use

pas as fair exchange

Use incentives to reinforce change but not

to drive it.

Use of Consultants

Consultants analyze problems and

shape solutions

Consultants support management in

shaping their own solutions

Consultants are expert resources who

empower employees

Source: Beer & Nohria, Harvard Business Review, 2000

What is Digital Transformation?

Digital Transformation (DT) can be defined as an organizational
transformation that integrates digital technologies and business
process in a digital economy.
Yet digital transformation much more mere process redesign (Liu,
Chen, & Chou; 2011)

It's about structuring new business operations to facilitate and

fully leverage firms core competence through digital technology in
order to attain competitive advantage (Brynjolfsson & Hitt, 2000)
Therefore, it is critical to understand precisely how organizations
manage their transformation to capitalize upon the benefits of
digital technologies.

What Potential Economically

Disruptive Technologies?

What Potential Economically

Disruptive Technologies?

What Potential Economically

Disruptive Technologies?

What Potential Economically

Disruptive Technologies?

What
Digital Transformation Occurs?

The survey found that business leaders are

not simply deploying the four technologies
to boost efficiency or otherwise cut costs.
Instead, the research shows that firms are
embracing the megatrends to craft new
business models, develop new revenue
streams, or drive other material changes
that lead to an increase in the top or
bottom lines.

Although the four megatrends1 of cloud, big

data, mobile and social technologies are clearly
having a positive impact, industry watchers who
believe that only a few early adopters have
been able to transform their organizations with
these technologies are mistaken.
Digital transformation is occurring rapidly at a
majority of public and private sector
organizations.
This is the primary finding of a recent survey of
537 Harvard Business Review readers at large
and medium sized public and private sector
organizations, 45 percent of which are either
executives or senior managers. Figure 1 (For
additional details about the survey demographics
and methodology, see page 13.
Source: Harvard Business Review Analytics, February 2015

What
Digital Transformation Occurs?

Source: Harvard Business Review Analytics, February 2015

What
Digital Transformation Occurs?

What
Digital Transformation Occurs?

What
Digital Transformation Occurs?

What
Digital Transformation Occurs?

What
Digital Transformation Occurs?

What
Digital Transformation Occurs?

Is Your Business Ready

for a Digital Future?

Is Your Business Ready

for a Digital Future?

Is Your Business Ready

for a Digital Future?
Consider these critical questions to know your readiness for digital
transformation:
1. Do you have a digital strategy for the future that considers the full
organization?
2. Is your company culture allowing your digital initiative to succeed?
3. Does your organization have the talent and skills that you need?
4. What do employees need to succeed?

Nine critical questions

to evaluate Digital Transformation
Karel Drner and
Jrgen Meffert

Nine critical questions

to evaluate Digital Transformation
1.How well do you
know where
change is
occurring?

2. Do you know
which customer
journeys matter?

3. Are your teams

collaborating
across functions?

4. Do you have a
disciplined test
and learn
approach?

5. Are you budget

tied to progress?

6. Do you have
mechanism to
challenge ideas?

7. Are your people

empowered to
act?

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

6. Planning for and

Creating Short-Term
Wins

7. Consolidating
Improvements and
Producing Still More
Change

8. Institutionalizing
New Approach

Source: Kotter, 2007

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

Source: Kotter, 2007

How to
Transform Your Organization?

#5. Empowering Others

to Act on the Vision
Getting rid of obstacles to
change.
Changing systems or
structures that seriously
undermine the vision
Encouraging risk taking and
non-traditional ideas,
activities, and actions.

#6. Planning for and

Creating Short-Term
Wins
Planning for visible
performance
improvements
Creating those
improvements
Recognizing and rewarding
employees involved in the
improvements

#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.

Source: Kotter, 2007

Why Transformation Effort Fail?

Most major change initiativeswhether intended to boost quality,
improve culture, or reverse a corporate death spiralgenerate only
lukewarm results. Many fail miserably.
Why? Kotter maintains that too many managers dont realize
transformation is a process, not an event. It advances through
stages that build on each other. And it takes years. Pressured to
accelerate the process, managers skip stages. But shortcuts never
work.
Dr. John P. Kotter is the Konosuke
Matsushita Professor of Leadership,
Emeritus, at theHarvard Business
School,[1] a New York Times bestselling author,[2] the founder of Kotter
International (a management
consulting firm based in Seattle and
Boston),[3] and a well-known thought
leader in the fields of business,
leadership, and change.[4]

Equally troubling, even highly capable managers make critical

mistakessuch as declaring victory too soon. Result? Loss of
momentum, reversal of hard-won gains, and devastation of the
entire transformation effort.
Heres the brutal fact: 70% of all change initiatives fail. Why?
Managers flounder in an alphabet soup of change methods,
drowning in conflicting advice. (Beer and Nohria, 2000)

Why Transformation Effort Fail?

Scott Keller: Principles,

McKinsey Chicago

Carolyn Aiken:
Partner, McKinsey,
San Fransisco

Source: Scott Keller and Carolyn Aiken, McKinsey, 2005

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

What speed brakes should be

considered to accelerate
transformation?

1. Cautious
Management
Culture

2. Businessas-Usual
Management
Process

3. Initiative
Gridlock

4.
Recalcitrant
Executive

5.
Disengaged
Employees.

6. Loss of
Focus During
Execution

Source: Robert H. Miles, 2010

What Leadership Style Occurs

in Corporate Transformation?

What Leadership Style Occurs

in Corporate Transformation?
1.
Opportunist
7. Alchemist

6. Strategist

2. Diplomat

Leadership
Style
5.
Individualist

3. Expert

4. Achiever

Source: Rooke & Torbert, 2005

Seven types of action logic

in Corporate Transformation?
Type

Characteristics

Strengths

Weaknesses

Opportunist

Wins any way possible. Self-oriented ;

manipulative; might makes right

Good in emergencies
and in pursuing sales.

Few people want to follow them

for the long term.

Diplomat

Avoids conflict. Wants to belong; obeys

group norms; doesnt rock the boat.

Supportive glue on
teams.

Cant provide painful feedback or

make the hard decisions needed
to improve performance.

Expert

Rules by logic and expertise. Uses hard

data to gain consensus and buy-in

Good individual
contributor.

Lacks emotional intelligence;

lacks respect for those with less
expertise.

Achiever

Meets strategic goals. Promotes

teamwork; juggles managerial duties and
responds to market demands to achieve
goals.

Well suited to
managerial work.

Inhibits thinking outside the

box.

Individualist

Operates in unconventional ways. Ignore

rules he/she regards as irrelevant

Effective in venture
and consulting roles

Irritates colleagues and bosses by

ignoring key organizational
process and people

Strategist

Generates organizational and personal

change. Highly collaborative; weaves
visions with pragmatic timely initiatives;
challenges existing assumptions

Generates
transformations over
the short and long
term

NONE

Alchemist

Generates social transformations (e.g.,

Nelson Mandela). Reinvents organizations
in historically significant ways.

Leads society wide

change

NONE

Are you ready for

transformation?
For further discussion, you may contact ROBERT AB at:
01.robertab@gmail.com |robert_ab@binus.edu | LINE: Robert AB (Official) |WA: 0878 8000 5707

Forum Discussion
Question and Answer

For further discussion, you may contact ROBERT AB at:

01.robertab@gmail.com |robert_ab@binus.edu | LINE: Robert AB (Official) |WA: 0878 8000 5707

Workshop How to Transform Your Learning Organization Today

12:00 13:00
LUNCH TIME

Workshop How to Transform Your Learning Organization Today

13:00 15:00
MARTHA SWISSANTO
CONNECTING THE TRANSFORMATION TO THE PEOPLE

Connecting the Transformation to the People

Martha D. Swissanto
2 December 2015

A Little Bit About Me

What I did, do and will be doing
FMCG, Consulting, Corporate HRteaching & consulting

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 & Why The Tranformation

To Perform
&
To Sustain
Why?
External factor:
Economic, Social,
Consumer, Technology,
Political

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 Vision & Objectives

The Strategy

The Execution

The Monitoring/
Evaluation

The Sustainability

The Question:
How well is the implementation?
How good is the Process?

The Bottom line:

Processes do not work by itself.
PEOPLE DO!

Understand the Human Factor

System & Process (visible)

System &
Process

People
factor

People factor (hidden)

The Human Factor

The Change Management Continuum

Degree of Motivation

Commitment

Rejection

Agreement
Compliance

Degree of Commitment

The Human Factor

Dont see the need/ reason

Whats in it for me

See the need/ reason

See the advantage

Dont feel involve

Need to be heard

Interested

Energized

Fear

Fear

Need more information

Confident

Not willing

Low/ No energy

Need more capability

Participate

Fight or Flee

Flee or Paralayze

Change: Attitude, Behavior & Capability

(Heart, Hand & Brain)

HR Role
The Human Factor

Clear Reason & Sense of Urgency

Leadership inspiration & discipline
Information
Communication & Involvement
Security & Confidence
Capability

Formal vs Informal
Organization

System Thinking
& Resolution

What HR
should know

HR Role

Vision & Value & Expected Deliverables

Organization Assessment
Effective Organization & performance Culture
Communication & Alignment
Leadership & Competency Development
Infrastructure & work environment
Sustainability -> Monitoring & Discipline

Organization Dynamic

HR Strategy

Change: Attitude, Behavior & Capability

(Heart, Hand & Brain)

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

Monitoring, Discipline & Manage Sustainability

HR ORGANIZATION EFFECTIVENESS & CAPABILITY

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

1. Break all the wall: Communication

4. Competency Development

WORKING
ENVIRONMENT &
INFRASTRUCTURE
3. Reward System
5. Organization, system & process

HR ORGANIZATION EFFECTIVENESS & CAPABILITY

Slow pace: 2 years

Case Study 1 HR Initiatives

Q4

Workshop 1: Get the Input & Involvement

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4
ORGANIZATION
ASSESSMENT

Develop Performance Management System (PM)

Workshop 2: Get the Buy In
Town Hall: Vision, Value, Performance Culture

EFFECTIVE
ORGANIZATION &
PERFORMANCE
CULTURE

Training: Socialization PM to employees

Implementation of Performance Management KPI

COMMUNICATION
& ALIGNMENT

Salary Survey & Develop reward system

Implementation of Performance Mgt. Evaluation
Employee Communication / Town Hall

LEADERSHIP &
COMPETENCY
DEVELOPMENT

Job Analysis & Job Evaluation

Develop Value, Behavior Competence & TNA
Develop Training System & Internal Trainer
Training Implementation managerial & Technical

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

3. Reorganization & system alignment

LEADERSHIP &
COMPETENCY
DEVELOPMENT

WORKING
ENVIRONMENT &
INFRASTRUCTURE
5. Reward System

4. Value & Behavior

HR ORGANIZATION EFFECTIVENESS & CAPABILITY

Fast pace: 1 year

6. Employee engagement

Case Study 2 HR Initiatives

Q1

Leaders Dialog Value & Vision get involvement

Q2

Q3

Q4

Q1
ORGANIZATION
ASSESSMENT

Town Hall Value, Vision

Reorganization & HR system alignment

Implementation of Performance Management KPI

EFFECTIVE
ORGANIZATION &
PERFORMANCE
CULTURE

Organization & Talent Discussion

Leaders workshop: Value & Behavior

COMMUNICATION
& ALIGNMENT

Competency behavior & HR system development

Employee Workshop: Socialization Value & Behavior
Job Analysis & Job Evaluation

LEADERSHIP &
COMPETENCY
DEVELOPMENT

Reward system development

Implementation of Performance Mgt. Evaluation
Town Hall

Talent Management Process

Employee Engagement Activities

WORKING
ENVIRONMENT &
INFRASTRUCTURE

Lesson Learnt
Formal vs Informal
Organization

System Thinking
& Resolution

Shared vision > Performance Culture is

the key
Context is very important > knows the
organization & the timing

What HR
should know

Involvement, own language & mutually

agreed approach

Organization Dynamic

New values, behavior & skill learning

method, process & commitment
This is business, not HR > get the Change
Agent

HR Strategy
EFFECTIVE
ORGANIZATION &
PERFORMANCE
CULTURE

COMMUNICATION
& ALIGNMENT

LEADERSHIP &
COMPETENCY
DEVELOPMENT

WORKING
ENVIRONMENT &
INFRASTRUCTURE

System thinking & organization dynamics

dynamic in thinking & doing
Effective & capable HR organization

Question & Discussion

Workshop How to Transform Your Learning Organization Today

15:00 15:15
COFFEE BREAK

Workshop How to Transform Your Learning Organization Today

15:15 17:30
LENA SETIAWATI TRANSFORMING THE LEARNING
ORGANIZATION