11/10/2018
LEADING STRATEGIC CHANGE AND CONFORMANCE
LEADING STRATEGIC CHANGE AND CONFORMANCE
Leading Strategic Change
General Electric
CEO: Handri Satriago
Gaya Kepemimpinan
1. Forces to Change
Senang sharing
Turun langsung ke
lapangan Mandiri
Passionate and full
of energy
Disclaimer
© 2017 PPM Manajemen. Hak cipta dilindungi oleh Undang-Undang dan mengacu
kepada hukum perundang-undangan hak cipta yang berlaku di Indonesia. Dilarang
memperbanyak dan menyebarluaskan sebagian dari isi atau seluruhnya dalam
bentuk dan dengan cara apa pun juga, baik secara mekanis maupun elektronis,
termasuk fotokopi, rekaman, dan lain-lain tanpa seizin PPM Manajemen.
Change Journey
2. Types of Change
4. Process of
Change
5. Resistance to
3. Targets of Change
Change
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1. Forces to Change 2. Types of Change

External Internal 1. • Change that is

Evolutionary gradual, incremental,
change and narrowly focused
• Fashion pressures • Pressure to Grow
• Mandated pressures • Need to collaborate and
• Geopolitical pressures integrate
• Market decline pressures • To establish company image
2. • Change that is
• Hyper-competition • New CEO
• The success syndrome
Revolutionary sudden, drastic, and
• Reputation and Credibility change
Problems broadly focused

10-21

3. Targets of Change Tingkat kewenangan karyawan

Tingkatan Karyawan dituntut untuk mencapai kinerja tertentu dari
Human resources Functional resources kewenangan Routine tugas yang diberikan
karyawan Karyawan dapat mengembangkan sendiri apa dan
• Aquire new skills and abilities
• Socializing organizational culture
• Changing functional structure, Creative bagaimana melakukan pekerjaan
culture, and technology
• Changing organizational norms and values Umumnya pekerjaan yang belum dikenali dan disetujui
• Examining promotion and reward system • Be more proactive person Deviant perusahaan
• Changing compopsiton of top management
team
• Develop local talent

Technological capabilities Organizational capabilities

• Develop new products
• Unique solution (GIA, KAI,
PLN)
• Modify existing products
• Customization (Handy USG)
• Changing the relationship
between people and function to
increase ability to create value
• More customer oriented
• Semangat nasionalisme

10-5
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The Compliant Organisation The Adaptive Organisation

Frequently found in high-volume/low-variety service operations Frequently found in low-volume/high-variety service operations
Management attentions should
Characteristics: focus on:
Characteristics How improve process ownership
High degrees of creative discretion in developing
Communication
both produts and process
Focus on consistent service • How well the organisation
performing
delivery Dependence on key individuals’ skills and
Motivating key Individual
knowledge

Weel-developed process Involvement Resistence to the generation of standard

documentation • Inclusion in process improvement processes

Emphasis on innovation Emphasising situations

The management style employed Celebration to collaborate
is somewhat directive • Creating rituals of celebation of
success R&D focus on the professional development of
the people in organisation
Performance measurements
relates to short-term indicators Teamwork The management style likely to be’facilitating’ Developing multiple links
• Organising into teams with clients
Performance measures are likely to be rather
more long-term

Managing Transition Establishing Effective Communication to Employees

Compliant to adaptive:t the anxious zone Adaptive to compliant: the frustrated zone
Variety mechanisms to communicate and Communications Responsibilities for
listen to service providers Leaders (FAME Model):
Should be well planned and executed Individual may resist the implementation
of standard process. Employee may feel • Set a clear focus • Turn management
that they still have high degrees of with few priorites, speak into plain
Involve investment in training and information discreation Briefings by managers are repeated and language, and to
system
reinforced make massage
It is important to recognise the concern
Annual meetings consistently memorable
Individuals change at different speed of key persons, and involved them in
activities that do not conflict with the Round-table meetings FOCUS ARTICULATE
objectives of the more standardised
Being empowered but not feeling it service process being implemented Question and answer sessions
• Lead by example • Make connection
Intranet-based information and updates and challenge between the
unacceptable organisation’s
Informal meetings and gatherings behaviour agenda and the
individual’s agenda
Company newsletters
MODEL ENGAGE
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8 Steps Change of Kotter’s Model 1. ESTABLISHING A SENSE OF URGENCY

Kita Harus Segera Berubah!

• Membangkitkan kesadaran dan

Tujuan dukungan eksekutif dan karyawan
akan perlunya perubahan.

• Melontarkan pertanyaan kritis ke CEO GE

– Jeff Immelt: Change our strategy, from
Indonesia is a Future Market to a Now
Cara Market
• Apa yang GE Indonesia tidak punya:
Kebanggaan
• I am not a yes man person

2. FORM A POWERFULL COALITION 3. BUILDING CHANGE VISION AND STRATEGY

Membangun Koalisi Merumuskan Visi dan Strategi Perubahan

Prinsip • Tak mungkin melakukan perubahan organisasi

sendirian – perlu koalisi:sponsor, agen, target

Tujuan
• Menjawab pertanyaan “Apa visi baru organisasi
kita?” dan “Bagaimana caranya agar visi itu bisa
terwujud?”

Tujuan
• Membangun koalisi dengan orang-orang yang
bersedia membantu melancarkan proses
perubahan. • Mengumpulkan tim GE Indonesia dan bertanya:
Apa yang tidak kita miliki di GE Indonesia?
Jawabannya: Kebanggaan

Cara • Visi: We Will be proud if we are able to:

• Develop local talent

Cara
• GE Chairman
• GE CEO dari negara lain • Bring the latest technology to Indonesia
• Tim di GE Indonesia • Be able to give unique solution for Indonesia
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5. EMPOWER OTHERS
4. COMMUNICATE THE VISION
Memberdayakan Setiap Orang
Komunikasikan Visi dan Strategi

• Agar setiap orang mengerti arah • Agar setiap orang mengerti dan
Tujuan perubahan dan cara mencapainya,
sehingga mendukung perubahan.
Tujuan bersedia melakukan tindakan untuk
mewujudkan perubahan.

• Gaya komunikasi ringkas, jelas, straight forward, to • I feel being effective if my team come to
the point, terstruktur, sistimatis tapi tetap sopan me, this is my idea, can fight for me?
dan menghargai posisi orang lain.
• Mandiri meskipun memiliki banyak
Cara • Proactive come to customer and asking:
• Where do you want to go? (what is your vision?)
• How can we be part of your vision?
Cara keterbatasan (menjadi contoh being
empowered)
• How can we work together with you
• Passionate and full of energy
• How to make you grow, let’s row together • Turun ke lapangan, berdiskusi dan
mendengarkan bawahan

6. PLAN FOR AND CREATE SHORT-TERM WINS

7. CONSOLIDATE IMPROVEMENT
Ciptakan Kemenangan-kemenangan Kecil
Menjaga Keberhasilan

Tujuan
• Agar upaya perubahan tidak dirasakan • Agar tidak terlalu cepat merasa puas dan
sebagai upaya tiada akhir atau kesia-siaan.
 Menjaga semangat. Tujuan menyingkirkan penghambat yang lebih
berat

• Naikkan sales 400% setelah jadi CEO

• Long-term service agreement with GIA • Akan membangun Center of Excellence
Cara •
•
Develop service capability with KAI
New Technology of Biomass with PLN Cara Technology of engine in Indonesia
• Pick one highest technology in the world
• USG Portable for hospitals in rural area and bring it to Indonesia, and develop it
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8. INSTITUTIONALIZE CHANGE
Membangun Budaya Baru

Tujuan • Agar perubahan yang telah dicapai dengan kerja

keras tersebut terus bertahan.

• Karyawan GE dapat memiliki saham GE:

• Stock option (seolah-olah punya saham GE,
jika saham GE naik maka selisih dari saham

Cara awal adalah pendapatan atau bonus

• Jika berprestasi dapat saham GE
• Maksimum 10% gaji dapat dipakai untuk
membeli saham GE yang disubsidi oleh
perusahaan