This document summarizes a presentation given by Hendra Kusnoto on change management. It discusses key concepts related to change such as the two sides of change, people-oriented change, organizational change, and managing resistance to change. It provides examples of how to create a new vision and shift paradigms. The presentation also contrasts old and new paradigms across several dimensions for organizations to transform, and emphasizes the importance of having the capacity and momentum to implement planned changes.
1. Hendra Kusnoto
Advisor of GCG & Change Management
PT ANTAM Tbk
Presented for Faculty of Psychology UGM
4th
December 2011, Yogyakarta
2. ““God will not change people’s fate ifGod will not change people’s fate if
they do not change it themselves”they do not change it themselves”
(Al-Qur’an, Ar-Ra’d: 11)(Al-Qur’an, Ar-Ra’d: 11)
05/13/13hendra kusnoto 2
3. ‘R U MAD’?
Are You Ready for
“Making A Difference”?
An Initiative of the Education Foundation
05/13/13hendra kusnoto 3
4. ‘Learning is an experience, everything
else is just information.’
(Albert Einstein)
‘The mind is not a vessel to be filled,
but a fire to be ignited.’
(Plutarch)
hendra kusnoto 405/13/13
5. What is Change?
Two Sides of Change
People Oriented Change
Organizational Change
Managing Resistance to Change
Tools for Change
The Problems of Change
The Best Practice of Change
Antam’ Experience
05/13/13 5hendra kusnoto
6. ”Change is inevitable. In a progressive country
change is constant.” (Benjamin Disraeli,1804 -
1881)
”We must become the change we want to see”
(Mahatma Gandhi, 1869 - 1948)
” Change the way people think, and things will
never be the same” (Steve Biko, 1946 - 1977)
”If we don't change our direction we're likely
to end up where we're headed” (Chinese
Proverb)
05/13/13 6hendra kusnoto
7. 05/13/13 7
To change is to take different actions than previously.
To take different actions than previously means to
make different choices. Different choices produce
change. The same produce sameness, a reinforcement
of the status quo.
Change management is defined as the systematic
deployment of change management programs, tools
and processes throughout an organization.
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8. 05/13/13 8
The goal of CM :
Create competitive advantage or economic
value of an organization
Improve the utilization of human capital
Ensure vision/projects meet their goals
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10. Discontinuities in the business environment
Old New
Confidence and rigidity Insecurity and openness
Permanence and certainty Turbulence and uncertainty
Incremental change Revolutionary change
Facts and theories Values
Logic Intuition
Boundaries and disciplines Interest, issues and problems
Organization Adaptation
Attitudes Feelings
Personalities and vested interest Principles & business philosophy
Quantity Quality and post – quality
Getting ahead Achieving balance and harmony
Drives Needs
Producer centered Customer centered
Focus on activity Focus on output
Conflict and rivalry Cooperation and consensus
05/13/13hendra kusnoto 10
11. Discontinuities in the business environment
Old New
Command and control Two-way communication & sharing
Bureaucracy hierarchy Horizontal relationship
Absolutes Solutions relative to context
Simplicity Diversity and relative complexity
One-dimension maximization Multi-dimensional trade – offs
Answer Question
Solutions Temporary accommodation
Sanction Consent
Authority Encouragement
Departmentalism and procedures Business processes
Discrete problems Holistic issues
Uniformed customers Demanding customers
Homogenous customers Diverse customers
Standard products and services Tailored products and services
Local customers International customers
05/13/13hendra kusnoto 11
12. Discontinuities in the business environment
Old New
Established relationship Integration and fragmentation
Sales Account management
Individuals Teams
The self and the organization The group and the environment
The ‘here and now’ The consequences and the future
Unsupported Facilitating processes & technology
‘Hoarding’ by the few Empowerment of the many
Single discipline Multi – disciplinary
Diversification Focus
Generalization Segmentation
Knowledge Competence
Teaching Learning
Specialist teaching institution Integration of learning & working
Initial qualification Continual updating
Lifetime practice Functional mobility
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13. Discontinuities in the business environment
Old New
Career ladders Succession of projects
Standard employment Various patterns of work
Commodity products Search for differentiation
Limited competition Open competition
Barriers to entry Diversity of supply
Cartels and oligopoly Competition and choice
Zero – sum relationship Positive – sum collaboration
Independence and dependence Interdependence & partnersh
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14. 05/13/13 14
Any organization is facing today’s business
challenges:
* Severe competition
* Rapid change in technology, communication
and information
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15. 05/13/13 15
To have competitive supremacy, increasing profits,
and
maximum control over organization’s destiny it is
essential to innovate, learn quickly and respond
quickly
Being aware of the environment and trends outside
the organization and working with those within the
organization who are keen to make change a
strategic
approach to required change
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16. What is Change?
Two Sides of Change
People Oriented Change
Organizational Change
Managing Resistance to Change
Tools for Change
The Problems of Change
The Best Practice of Change
Antam’ Experience
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18. 05/13/13 18
People Oriented Change: before changing
other people, we have to change our self,
first!
Organizational Change: changing the
strategy, policy, system and procedures for
achieving an high performing organization
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19. What is Change?
Two Sides of Change
People Oriented Change
Organizational Change
Managing Resistance to Change
Tools for Change
The Problems of Change
The Best Practice of Change
Antam’ Experience
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20. 05/13/13 20
Changing the mindsets:
Creating hope
Building beliefs
Shifting paradigms
Courage to Take Action
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22. 05/13/13 22
Adapted from Ackerman (1997)
Developmental of change
• Improvement of existing situation
Time
Performance
• Transitional change
Implementation of a known new state
Management of the interim transition
state over a controlled period of time
Transformational change
• Emergence of a new state,
unknown until it takes shape,
out of the remains of the old
state; time period not easily
controlled
OLD
state
NEW
state
Transition
Birth
Growth
Plateau
Chaos
Death
Re-emergence
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23. 05/13/13 23
Creating a New VisionCreating a New Vision
Vision is a reality that has not yet come to be
Vision is not a dream
Vision reflects a depth and breadth of understanding
that
enables one to detect patterns or trend, and it guide a
leader through the present and into the future
A vision of the future is more than just a plan or a goal.
It
a picture of what we want to be in the future
Leader have a responsibility to transform the vision into
reality
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24. 05/13/13 24
Creating a New VisionCreating a New Vision
A true vision must provide a clear image
of desirable future – one that represents
an achievable, challenging, and
worthwile long – range target toward
which people can direct their energies
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26. 05/13/13 26
Values and BeliefsValues and Beliefs
Values and beliefs are the critical dimensions in
leadership
effectiveness because they serve as the basis for
direction
and action
A person with vision who cannot articulate beliefs and
values and inspire others is a dreamer, not a leader
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27. 05/13/13 27
Values and BeliefsValues and Beliefs
Tom Peters and Waterman describe the seven basic beliefs
shared by the excellent organizations they studies:
Belief in being the best
Beliefs in the importance of the details of execution
Beliefs in the importance of people as individuals
Beliefs in superior quality and service
Beliefs that most members of the organization should be
innovators
Beliefs in the importance of informality to enhance
communication
Beliefs and recognition of the importance of economic
growth
and profits hendra kusnoto 27
28. 05/13/13 28
Values and BeliefsValues and Beliefs
Ray Kroc, founder of Mc Donald’s, provide a good example of
the leader’s role in promoting and protecting values. The
stated values of McD are quality, service, value and
cleanliness.
Motorola, the first winner of MBQNA is a organization with a
strong belief system. Its stated “seven attributes of a quality
system”. The attributes are follows:
• Extend leadership and quality commitment form top to
bottom
• Communicate to every employee so that each knows that his
or her individual contribution helps
• Train every employee and teach them the corporate
language hendra kusnoto 28
29. 05/13/13 29
Values and BeliefsValues and Beliefs
• Establish challenging goals and very high standards
• Recognize success in achieving quality through
incentives and other rewards
• Create a participative and cooperative culture
throughout the organization and between divisions
• Develop a high quality, creative, receptive, and
adaptive
work force by developing employees to their fullest
potential
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30. 05/13/13 30
So I have to change all the
ways that I have done…..
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31. OLD PARADIGMS NEW PARADIGMS
THE
BUSINESS
Ore-Mining Exploitation
Up-stream industry
Mining-Based Processing
Down-stream industry
THE
OPERATIONS
Local and Domestic
organization (Mind-set)
Local standards
Global and International
Operations (Mind-set)
World-class standards
THE QUALITY Good organization Great Institution
THE PEOPLE People = Costs People = Human Capital,
Strategic Assets and
Strategic Partners
LEADERSHIP Managers are promoted Leadership is earned.
You do not need a title to
be a leader.
Transactional Leaders Transformational Leaders
Effective Managers
should be nice and
kind.
Effective Leaders deliver
results.
LEADERSHIP
DEVELOPMEN
T
Survival of the fittest
(By Nature)
Development of the
fittest (By Nature +
Nurture)05/13/13hendra kusnoto 31
32. OLD PARADIGMS NEW PARADIGMS
THE CULTURE Strategy and Culture
are independent and
standing alone
Culture can drive or drag
Strategy
Build Any Culture Build High Performance
Business Culture
DEVELOPMENT Training Learning
Class Training –
Training is one way &
knowledge transfer.
Learning can be any where
and by any means. The role of
Interventions are key.
Training = Costs (Key
word: REDUCE!)
Development = Investment
(Key word: MEASURE THE
RETURNS!)
COST Efficiency Effectiveness (Cost
Conscious-ness is still
important)
Bureaucratic
Operations
Speedy + Agile Operations
05/13/13hendra kusnoto 32
33. OLD PARADIGMS NEW PARADIGMS
EMPLOYMEN
T
Attracting mediocre
people
Employee of Choice –
Ability to attract the best
talent
The dullest = the
brightest
Employer of Choice –
Ability to retain the best
people
Life-time employment Life-time employability
KNOWLEDGE Knowledge =
Certification
Knowledge is the ability to
act
BUSINESS Business is dirty, the
ends justify the means.
Business with ethics.
Business is noble. To
improve the quality of life
of mankind.
Business is complex.
You need
sophisticated solutions
to play.
Business is simple. The
business principle uses
common sense.
H.C Staffs Administrators Performance Consultant05/13/13hendra kusnoto 33
34. • Leader must possess the discipline, determination, and
courage necessary to get the job done. “A unique feature
of the human brain is its ability to form mental images of
the future and to translate these images into reality though
leadership and action”.
• Leaders must possess more than vision and values. They
must discipline, energy, determination, zeal, and courage
to carry them through the difficult periods and more
important, to keep them moving forward during thee good
times as well.
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35. Turning Point
“The road stop here, what got you here, won’t get you
there”
GoodGood
Great
Great
First Curve
Second
Curve
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36. 2003 2008 (20XX)(2012) 20112003
Long-TermLong-Term
PlanPlan
StrategicStrategic
ScenarioScenario
History
Old Paradigms
Industrial Economy
Continuous Improvement
Future Vision
New Paradigms
Knowledge Economy
Innovation and Breakthrough
Extrapolation
Projection
Interpolation
Strategic Scenario - A Transformation ApproachStrategic Scenario - A Transformation Approach
GAP
BAUBAU
THE ROAD STOPS HERETHE ROAD STOPS HERE
STRATEGICSTRATEGIC
INITIATIVESINITIATIVES
STRATEGICSTRATEGIC
TARGETSTARGETS
05/13/13hendra kusnoto 36
37. 05/13/13hendra kusnoto
Capacity for changeCapacity for change
(resources)
• Capacity here means resources and these are staff time and,
where appropriate, money. To implement change you need to
identify the resources that will be required before you proceed
and make sure these are provided. Often, the cost benefits from
implementing energy efficiency measures and waste
minimisation programmes can provide the financial resources for
an ongoing programme of improvement
• It is usually the organisation’s own employees that have the
information, intuition, ideas and instincts necessary for
implementing change effectively. When given the capability and
the opportunity to participate in improvement programmes, it is
employees who often can find the greatest cost savings and
efficiency improvements
37
38. 05/13/13hendra kusnoto
“We are what we repeatedly do. Excellence
then, is not an act, but a habit” – Aristotle
“Energy is equal to desire and purpose” - Sheryl Adams
Having got the other three factors in place (pressure, a clear
shared vision and capacity) you now have to implement the
planned change.
Keeping up momentum is what matters here and
implementing the PLAN – DO - CHECK – ACT
management methodology is essential to maintaining the
effectiveness and appropriateness of the change. Good
monitoring and analysis of the resulting data is essential.
> Make sure you continue to keep employees informed of
progress
38
39. What is Change?
Two Sides of Change
People Oriented Change
Organizational Change
Managing Resistance to Change
Tools for Change
The Problems of Change
The Best Practice of Change
Antam’ Experience
05/13/13hendra kusnoto 39
40. * Theory E
Theory E has as its purpose the creation of economic value,
often
expressed as shareholder value. Its focus on formal structure
and
systems. It is driven from the top down with extensive help
from
consultants and financial incentives. Change is planned and
programmatic
* Theory O
Theory O has as its purpose the development of the
organization’s
human capability to implement strategy and to learn from
actions
taken about the effectiveness of a changes made. Its focus is
on
the development of a high – commitment culture. Its means
consist of high involvement, and consultants and incentives are
relied on far less to drive change. Change is emergent, less05/13/13hendra kusnoto 40
41. Theories E and O of ChangeTheories E and O of Change
Purpose & MeansPurpose & Means Theory ETheory E Theory OTheory O
PurposePurpose Maximize economic value Develop organizationalMaximize economic value Develop organizational
capabilitiescapabilities
LeadershipLeadership Top – downTop – down ParticipativeParticipative
FocusFocus Structure & systemsStructure & systems CultureCulture
PlanningPlanning ProgrammaticProgrammatic EmergentEmergent
MotivationMotivation Incentives leadIncentives lead Incentive lagIncentive lag
ConsultantsConsultants Large/knowledge –Large/knowledge – Small/process drivenSmall/process driven
drivendriven
05/13/13hendra kusnoto 41
42. Dimensions
Of Change
Theory E Theory O Theory E and O Combined
Goals Maximize shareholder
value
Develop organizational
capabilities
Explicitly embrace the paradox
between economic value and
organizational capabilities
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 systems
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 pay
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
05/13/13hendra kusnoto 42
43. • Incremental Change Strategy – taking
necessary changes in sequential order
• Fundamental Change Strategy – the whole
organization and its relationship will
simultaneously change
05/13/13hendra kusnoto 43
44. MANAGEMENT
CHANGE
Generate energy, allocate resources, shift
paradigms, develop transformation team, develop
transformational leaders at all levels
STRATEGY
CHANGE
Product portofolios, market repositioning, value
proposition, competitive advantages, the winning
formula, business success model (KPI, strategic
initiative)
STRUCTURAL
CHANGE
Realignment and rebuilding of policies, management
systems, organization structures, business
processes, enabling technology
CULTURAL
CHANGE
Cultural assessment, value definition, a set of
behaviors, socialization, internalization,
externalization (Moments of Truth), reassessment
Fundamental ChangeFundamental Change
05/13/13hendra kusnoto 44
45. CULTURE
Business Acumen
A Culture of Excellence
THE STRATEGY MODEL
The Strategy Model for Fundamental ChangeThe Strategy Model for Fundamental Change
LEADERSHIP
Results-Based
Transformational
CHANGE
Fundamental, Strategic and Comprehensive
First WHO then WHAT
STRUCTURE & SYSTEMS
Accountability
Relationship
THE SOCIAL
CAPITAL
05/13/13hendra kusnoto 45
46. 05/13/13 46
BUSINESS
TRANSFORMATION
TECHNOLOGY CHANGE
PROCESS CHANGE
PEOPLECHANGE
Source : AGILE Change
Results
1. Anticipate Change
2. Generate
Confidence
3. Initiate action
4. Liberate thinking
5. Evaluate results
1. Phase One:
FOCUSED
Communicate
Vision, Strategy
and
commitment
2. Phase two:
Fast Target
3. Phase three :
Build on going
capability
The Business Transformation Implementation ofThe Business Transformation Implementation of
Change Model (Simplified Framework)Change Model (Simplified Framework)
hendra kusnoto
47. What is Change?
Two Sides of Change
People Oriented Change
Organizational Change
Managing Resistance to Change
Tools for Change
The Problems of Change
The Best Practice of Change
Antam’ Experience
05/13/13hendra kusnoto 47
50. Awareness Desire Knowledge Ability Reinforcement
Business
Need
Concept and
Design
Implementation
Post-
implementation
Phasesofachange
project
Phases of a change for employees
Successful
Change
05/13/13hendra kusnoto 50
56. What is Change?
Two Sides of Change
People Oriented Change
Organizational Change
Managing Resistance to Change
Tools for Change
The Problems of Change
The Best Practice of Change
Antam’ Experience
05/13/13hendra kusnoto 56
59. 05/13/13 59
Operational
Capacity:
Ability to
deliver results
Legitimacy and
Support:
Comes from
authorizing
environment
Creating Public Value, Mark H. Moore
• Mission
• Goals
• Objectives
• Value
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60. 05/13/13 60
In developing a change strategy, a leader must bring three
elements into coherent alignment:
•The change strategy must be substantively valuable in
the sense that the organization or the program produces
things of value to overseers, clients, and beneficiaries at
low cost in terms of money and authority.
Creating Public Value, Mark H. Moore
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61. 05/13/13 61
•It must be legitimate and politically sustainable. The
organization or program must be able to continually
attract both authority and money from the political
authorizing environment to which it is ultimately
accountable
Creating Public Value, Mark H. Moore
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62. 05/13/13 62
•It must be operationally and administratively feasible in
that the authorized, valuable activities can actually be
accomplished by the existing organization with help from
others who can be induced to contribute to the
organization’s or program’s goal.
Creating Public Value, Mark H. Moore
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63. 05/13/13 63
“People will not make sacrifices, even if they
are unhappy with the status quo, unless they
think the potential benefits of change are
attractive and unless they really believe that
a transformation is possible.”
The Heart of Change (John P. Kotter and
Dan S. Cohen)
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64. 05/13/13 64
Increase urgency
Build the guiding team
Get the vision right
Communicate for buy-in*
Empower action
Create short – term wins
Don’t let up
Make change stick
* “70% of people’s problems need no other solution than understanding”
“Resolving conflict”, McConnon
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65. 05/13/13 65
If A + B + D > Z, then C
C = Change
A = Dissatisfaction with the status quo
B = Knowledge about first practical steps
D = Shared vision of the future
Z = Costs of change (economic, psychological)
Adapted from Richard Beckhard’s Change Equation
C= f (A+ B + D) > Z
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68. Important to factor in the change process
Techniques to work with change:
- Force Field Analysis,
- Strategic Triangle,
- 8 Steps model, Change Equation
- Cycle of Change, Storytelling
05/13/13 68hendra kusnoto
69. What is Change?
Two Sides of Change
People Oriented Change
Organizational Change
Managing Resistance to Change
Tools for Change
The Problems of Change
The Best Practice of Change
Antam’ Experience
05/13/13hendra kusnoto 69
70. 05/13/13 70hendra kusnoto
If change without direction business as
usual
Change for better and the importance
of change is adapting to new era and
survival
70
71. 05/13/13hendra kusnoto
For most organizations, the problems with
managing change derive from two key areas:
Too many unnecessary changes caused by cross
-
functional misunderstandings;
And too many well-intentioned changes made in
later stages without adequate consideration of
their negative impact
71
72. 05/13/13hendra kusnoto
These four factors for failure then lead to the “treadmill
effect”:
• No time for reflection, planning and learning
• No improvement in design and implementation
• Increasing need to do something
• Increasing failure and unplanned consequences
• Go back to 1. and repeat
72
73. 05/13/13 73hendra kusnoto
“The main dangers in this life are the people who want to
change everything or nothing” - Lady Nancy Astor
Before looking at the four factors for success, recognising
the four factors for failure in managing change can help
identify problems more rapidly, and can show where
initial action should be concentrated:
• Lack of consistent leadership
• De-motivated staff kept in the dark
• Lack of capacity: budget cuts, no spend-to-save policy,
short-term approach to investment, stressed out staff
working hard just to stand still
• Lack of initiative to “do something different”
73
74. Change process goes through a series of phases that, in
total require a considerable length of time
Skipping steps creates only an illusion of speed and
never produces a satisfying result
Critical mistakes in any of the phases can have a
devastating impact, slowing momentum and negating hard
won gains
Even very capable people often make at least one big
error
74
75. Not Establishing a Great Enough Sense of Urgency
Not Creating a Powerful Enough Guiding Coalition
Lacking a Vision
Undercommunicating the Vision by a Factor of Ten
Not removing obstacles to the New Vision
Not Systematically planning for and Creating Short-Term
Wins
Declaring Victory Too Soon
Not Anchoring Changes in the Corporation’s Culture
75
76. Transformation requires the aggressive cooperation of
many individuals
Change by definition always demand leadership
The message that the status quo is more dangerous
than launching into the unknown must be given
77. Successful transformation requires a minimum “critical” mass
Guiding coalition members must include those that operate
outside of the normal hierarchy
Teamwork is essential
77
78. In failed transformations, you often find plenty of plans
and programmes, but no vision
A vision says something that clarifies the direction in
which an organization needs to move
78
79. In more successful transformation efforts, executives use all
existing communication channels to broadcast the vision
Communication comes in both words and deeds
Nothing undermines change more than behaviour by
important individuals that is inconsistent with their words
79
80. Too often,an employee understands the new vision and wants to make
it happen. But something appears to be blocking the path,
Organization structures, systems and procedures can seriously
undermine transformation efforts.
The worst of all are bosses who refuse to change and make demands
that are inconsistent with the overall effort.
80
81. Without Short-Term wins, too many people give up or actively
join the ranks of those who have been resisting change
Short-Term wins help keep the urgency level up and force
detailed analytical thinking that can clarify or revise visions
81
82. While celebrating a win is fine, declaring the war won can
be catastrophic.
Changes must sink deeply into an organizational culture.
New approaches are fragile and subject to regression.
82
83. Change sticks when it becomes “the way we do things around
here.”
There must be a conscious attempt to show people how the new
approaches, behaviours, and attitudes have helped improve
performance.
Take sufficient time to make sure that the next generation of top
management really does personify the new approach.
84. What is Change?
Two Sides of Change
People Oriented Change
Organizational Change
Managing Resistance to Change
Tools for Change
The Problems of Change
The Best Practice of Change
Antam’ Experience
05/13/13hendra kusnoto 84
85. 05/13/13hendra kusnoto
Pressure for
change
Clear shared
vision
Capacity
(resources)
Action (and
performance)
3
Policy and action plan in
place
Regular reviews
Active commitment from top
management
3
High level of awareness and
support at all levels
Staff highly motivated
3
Resources (staff and
funding) routinely committed
Cost savings re-invested for
further improvements
3
Action being taken and
embedded throughout the
organisation
Monitoring and reporting of
progress
2
Policy agreed and
communicated to all staff
2
Representatives from all
levels of management chain
involved in planning process
and drawing up action
plan(s)
All staff given opportunity to
make an input
2
Key staff working on plans
and projects.
Staffing and funding needs
identified and resources
becoming available
2
Wider engagement across
the organisation
‘Low-cost’ and more ‘no-
cost’ measures implemented
1
Board level “champion”
appointed
Drafting of policy
1
Key and supportive staff
identified for assisting in
drafting policy, taking action,
and driving the process
1
“Champion” appointed at
middle management level (to
support the Board’s
“Champion”).
Training & development
needs assessment
1
Commencement of action at
some levels of the
organisation.
Some ‘no-cost’ measures
implemented
0
No explicit policy
‘Business as usual’, no
forward planning
Lack of consistent
leadership & responsibility
(buck-passing)
0
De-motivated staff kept in
the dark
No communication.
General mistrust
0
No investment. High stress
levels in over-worked and
under-valued staff
No training & development
0
Zero action
(or limited to crisis
management)
85
87. How Things Will Be Better With the Change
More Than Sloganeering
Leaders and Change Agents Need Their Own
Individual Visions and Need to Know How That
Fits Into the Organization’s Vision
People Need to See How They Fit Into That
Vision
05/13/13hendra kusnoto 87
88. Develop Detailed, Multi-dimensional Plans
Change Description
Business Objectives
Human Objectives
Key Role Map
Vision
Detailed Activities, Resources, Timelines
Measurements
Recognize That This Is a Journey
Will Need to Adapt Plan As Needs Change
05/13/13hendra kusnoto 88
89. There Is a Need to Develop a Comprehensive Plan
for the Change
There Is a Need to Get the Organization Ready for
the Change
But If It Takes Too Long, People Lose Interest and
Motivation
So, Plan for Short Projects That Will Engage the
People
05/13/13hendra kusnoto 89
90. The Past Bounds Future Success
Identify Critical Success Factors From Previous
Successful Changes in the Organization
Surveys
Interviews
Lessons Learned Sessions
Acknowledge Past Failures
Explicitly Plan on Countermeasures
05/13/13hendra kusnoto 90
91. At All Levels Within the Organization
Teach Them Their Job
Establish a Clear Vision
Articulate That Vision
Communicate With the Affected Groups
Focus Energies on Their Direct Reports
Monitor Progress
Eliminate Obstacles
Recognize and Reward Short-term Wins
Stick With It for the Long Haul
05/13/13hendra kusnoto 91
92. Create a Key Role Map of the Formal Organization
Sponsors (at All Levels)
Change Agents
Targets
Augment With Identification of Informal Organization
Key People (Understand Why They Have This
Influence)
Opinion Shapers
Gate Keepers
Idea Champions
Develop an Understanding of Their
Level of Influence
Level of Commitment to the Change
05/13/13hendra kusnoto 92
93. Assess the Organization on Their Readiness for This
Particular Change
Surveys
One-on-One Discussions
Understand Where People Are
Early Adopters
Late Adopters
Laggards
Are There Outside Organizations That Are Influencers?
Understand Their Frames of Reference and Develop
Communication Strategies
05/13/13hendra kusnoto 93
94. Avoid the Dedicated Resistors, Focus
on Early Adopters (About 20% of the
Population)
Helps to Get Some Early Wins
05/13/13hendra kusnoto 94
95. Get People Involved Early in the Planning
Even If They Can’t Plan “What”, They Can Plan “How”
They Are Changed by the Act of Participating in
Planning the Change
Surfaces Resistance Early and Can
Potentially Manage It
05/13/13hendra kusnoto 95
97. Substitute One Fear for Another
Make the Anxiety Associated With Not Changing
Greater Than the Anxiety of Changing
Intentionally Create Disorder
Remove the Mechanisms That Allow People to
Stay the Same
05/13/13hendra kusnoto 97
98. Keep It Simple – No Jargon
Use Language of the People
Use Storytelling
Use Different Mediums
Memos
Group Meetings
Stories in Newsletters
One-on-one Meetings
(Have Different Levels of Impact)
Change Style of Communication Depending Upon
Where You Are in the Change
Who You Are Communicating With
Walk the Talk, Be Honest
05/13/13hendra kusnoto 98
99. Sample
Memo From Director General to Manager:
Today at 11 O'clock There Will Be a Total Eclipse of the Sun. This Is When the
Sun Disappears Behind the Moon for Two Minutes. As This Is Something That
Cannot Be Seen Every Day, Time Will Be Allowed for Employees to View the
Eclipse in the Car Park. People Should Meet in the Car Parking Area at Ten to
Eleven, When I Will Deliver a Short Speech Introducing the Eclipse, and
Giving Some Background Information. Safety Goggles Will Be Made Available
at a Small Cost.
Memo From Manager to Department Head:
Today at Ten to Eleven, All Staff Should Meet in the Car Parking Area. This
Will Be Followed by a Total Eclipse of the Sun, Which Will Disappear for Two
Minutes. For a Moderate Cost, This Will Be Made Safe With Goggles. The
Director General Will Deliver a Short Speech Beforehand to Give Us All Some
Background Information. This Is Not Something That Can Be Seen Every Day.
05/13/13hendra kusnoto 99
100. In Terms That Have Meaning to Individuals and Teams
Ask Them What a Reward Would Look Like to Them
Highly Visible
Reward Throughout the Change, Not Just at the End
05/13/13hendra kusnoto 100
101. Plan for Goals (Long and Near Term) That Are
Measurable, Tangible and Clear
Explicitly Tied to Vision
Not a Count of Activities
# Of People Trained in CM Projects/programs
# Of Procedures Written
Performance Results That Matter to Customers,
Employees or Shareholders
Reduction in Delivered Defects
Reduction in Cycle Time
Reduced Escaped Defects Resulting in Reduced
Rework
05/13/13hendra kusnoto 101
102. Things Often Get Worse Before They Get Better
Increase the Communication
Change the Medium and Words
Focus on What Is Ahead
Provide As Much Information As Possible
Allow Resistance to Surface and Manage It
05/13/13hendra kusnoto 102
103. Resistance Can Be at Systemic or Behavioral Level
Systemic – Lack of Appropriate Knowledge,
Information, Skills and Managerial Capacity
(Cognitive)
Behavioral – Reactions, Perceptions and Assumptions
(Emotional)
Acknowledge the Pain of Changing
05/13/13hendra kusnoto 103
104. Letting Go of Familiar Past (Perhaps a
Romanticized View)
Confronting Feelings About an Uncertain Future
Dealing With Loss of Face
Redesigning a Focus on New Realities
Working on These in Public, Facilitated Forums
Allows People to Constructively Express Their
Anxiety and Anger and Helps to Reduce
Passive-Aggressive Inertia and Sabotage
05/13/13hendra kusnoto 104
105. Resistance Is
Inevitable
A Natural Function of Change
Manageable
Resistance Is Not
Necessarily Logical
A Sign of Disloyalty
To Be Taken Personally
A Sign That the Change Project Is Out of Control
05/13/13hendra kusnoto 105
106. Train Managers As Facilitators for the Change
Helps Them to Demonstrate Active Commitment
to the Change
Can Immediately Reinforce the Training on the
Job
Trainers Are Generally Not Held Accountable for
Achieving Results
Development and Delivery Are Much Less
Important Than Group Dynamics and the
Perception That Leadership Is Interested
05/13/13hendra kusnoto 106
107. Study Groups
“On-the-Dash” Coaching
Web-based
Classroom Training
05/13/13hendra kusnoto 107
108. Educate Leaders of the Change As Well As the
Targets of Their Roles in the Change
To Be Open to Change
To Anticipate Change, Not Just React to It
To Accept That Change Causes Stress and to
Developing Coping Mechanisms
05/13/13hendra kusnoto 108
109. Simultaneously Pushing for Change While Allowing Self-
learning to Unfold
Being Prepared for a Journey of Uncertainty
Seeing Problems As Sources of Creative Resolution
Having a Vision, but Not Being Blinded by It
Valuing the Individual and the Group
Incorporating Centralizing and Decentralizing Forces
Being Internally Cohesive, but Externally Oriented
Valuing Personal Change Agency As the Route to System
Change
05/13/13hendra kusnoto 109
110. “The Ultimate Measure of a Man Is Not
Where He Stands in Moments of Comfort,
but Where He Stands at Times of
Challenge and Controversy”
(Martin Luther King, Jr.)
05/13/13hendra kusnoto 110
111. What is Change?
Two Sides of Change
People Oriented Change
Organizational Change
Managing Resistance to Change
Tools for Change
The Best Practice of Change
Antam’ Experience
05/13/13hendra kusnoto 111
113. Agenda
Arah dan Model Transformasi
Strategi Transformasi
Langkah-langkah Transformasi
Daftar Isi
05/13/13hendra kusnoto 113
114. Arah Transformasi
Visi 2020Visi 2020
Visi 2020 Antam adalah: ““To be a global mining based
corporation, with healthy growth and world-class standards”.
Pengertian:
Global diartikan sebagai meningkatkan ukuran dan
praktek, dan mengembangkan operasi di luar negeri
Mining based diartikan sebagai berbasis sumber daya
mineral, diversifikasi bisnis, dan integrasi;
Healthy growth diartikan sebagai pertumbuhan diatas
rata-rata perusahaan sejenis, dan
World class standards diartikan sebagai kemampuan
organisasi untuk menerapkan prinsip-prinsip operational
excellence menuju high performing organization
berdasarkan kaidah-kaidah best in class performance
Visi 2020 Antam adalah: ““To be a global mining based
corporation, with healthy growth and world-class standards”.
Pengertian:
Global diartikan sebagai meningkatkan ukuran dan
praktek, dan mengembangkan operasi di luar negeri
Mining based diartikan sebagai berbasis sumber daya
mineral, diversifikasi bisnis, dan integrasi;
Healthy growth diartikan sebagai pertumbuhan diatas
rata-rata perusahaan sejenis, dan
World class standards diartikan sebagai kemampuan
organisasi untuk menerapkan prinsip-prinsip operational
excellence menuju high performing organization
berdasarkan kaidah-kaidah best in class performance
05/13/13hendra kusnoto 114
115. Arah Transformasi (samb)
Visi 2020Visi 2020
Visi 2020 di atas menunjukkan bahwa di masa depan
akan Antam memposisikan dirinya menjadi
perusahaan global yang bergerak dalam bisnis
berbasis komoditas tambang dan beroperasi di manca
negara
Untuk merealisasikan Visi Antam tersebut dibutuhkan
konsep manajemen transformasi yang mampu
dijadikan pedoman bagi segenap pimpinan Antam
Konsep manajemen transformasi dimaksud
diwujudkan dalam bentuk model transformasi Antam
sebagai berikut:
Visi 2020 di atas menunjukkan bahwa di masa depan
akan Antam memposisikan dirinya menjadi
perusahaan global yang bergerak dalam bisnis
berbasis komoditas tambang dan beroperasi di manca
negara
Untuk merealisasikan Visi Antam tersebut dibutuhkan
konsep manajemen transformasi yang mampu
dijadikan pedoman bagi segenap pimpinan Antam
Konsep manajemen transformasi dimaksud
diwujudkan dalam bentuk model transformasi Antam
sebagai berikut:
05/13/13hendra kusnoto 115
116. Model Manajemen Transformasi
• GCG
• Arahan
Strategik
• Nilai-nilai
Perusahaan
• GCG
• Arahan
Strategik
• Nilai-nilai
Perusahaan
Kebijakan
Bisnis
Sistem&
Prosedur
Pertumbuha
n
Pertumbuha
n
Stuktur
Organisasi
KinerjaKinerja
Kapabilitas
Organisasi
Rencana
Strategik
Sistem
Manajemen
Kinerja
Kepemimpinan Korporat
Persyaratan Bisnis KSF Hasil
05/13/13hendra kusnoto 116
117. Model Manajemen Transformasi (samb)
Untuk melakukan transformasi, Antam telah
mempersiapkan serangkaian persyaratan bisnis
seperti GCG, arahan strategis dan nilai-nilai
perusahaan yang berfungsi sebagai landasan untuk
mencapai visi
Untuk mengimplementasikan visi, Antam telah
mempersiapkan Rencana Jangka Panjang Perusahaan
(RJPP) yang berfungsi sebagai pedoman manajemen
di dalam menjalankan strategi korporat
Antam telah mempersiapkan stuktur organisasi,
kebijakan bisnis, sistem manajemen kinerja serta
sistem dan prosedur
Untuk melakukan transformasi, Antam telah
mempersiapkan serangkaian persyaratan bisnis
seperti GCG, arahan strategis dan nilai-nilai
perusahaan yang berfungsi sebagai landasan untuk
mencapai visi
Untuk mengimplementasikan visi, Antam telah
mempersiapkan Rencana Jangka Panjang Perusahaan
(RJPP) yang berfungsi sebagai pedoman manajemen
di dalam menjalankan strategi korporat
Antam telah mempersiapkan stuktur organisasi,
kebijakan bisnis, sistem manajemen kinerja serta
sistem dan prosedur
05/13/13hendra kusnoto 117
118. Model Manajemen Transformasi (samb)
Antam telah mempersiapkan serangkaian
persyaratan bisnis dengan baik sebagaimana
perusahaan pada umumnya. Untuk mencapai
keberhasilan transformasi, Antam perlu
mengembangkan kapabilitas organisasi
(organization capability) yang merupakan faktor
kunci keberhasilan di dalam proses transformasi
Antam perlu mengembangkan strategi
transformasi yang tepat berdasarkan strategi
korporat sebagai berikut:
Antam telah mempersiapkan serangkaian
persyaratan bisnis dengan baik sebagaimana
perusahaan pada umumnya. Untuk mencapai
keberhasilan transformasi, Antam perlu
mengembangkan kapabilitas organisasi
(organization capability) yang merupakan faktor
kunci keberhasilan di dalam proses transformasi
Antam perlu mengembangkan strategi
transformasi yang tepat berdasarkan strategi
korporat sebagai berikut:
05/13/13hendra kusnoto 118
119. Agenda
Arah dan Model Transformasi
Strategi Transformasi
Langkah-langkah Transformasi
Daftar Isi
05/13/13hendra kusnoto 119
120. Strategi Transformasi
Strategi Korporat:
Optimize core commodity
business or Continuously to
increase cost efficiency,
effectiveness and
competitiveness
Selectively diversify mining-
based businesses or Smartly
optimize high potential value
business integrations
Strive for operations
excellence and technology
development
Strategi Korporat:
Optimize core commodity
business or Continuously to
increase cost efficiency,
effectiveness and
competitiveness
Selectively diversify mining-
based businesses or Smartly
optimize high potential value
business integrations
Strive for operations
excellence and technology
development
Strategi Transformasi:
Fokus pada peningkatan
efisiensi
Pengembangan kemampuan
kewirausahaan dan inovasi
bisnis
Mengembangkan kemampuan
operations and performance
excellence di seluruh
organisasi
Strategi Transformasi:
Fokus pada peningkatan
efisiensi
Pengembangan kemampuan
kewirausahaan dan inovasi
bisnis
Mengembangkan kemampuan
operations and performance
excellence di seluruh
organisasi
05/13/13hendra kusnoto 120
121. Strategi Transformasi
Strategi Korporat:
Balance leverage on asset
performance, profitability,
shareholders value,
community welfare and
environment conservation
Effectively develop people
capability and capacity
Strategi Korporat:
Balance leverage on asset
performance, profitability,
shareholders value,
community welfare and
environment conservation
Effectively develop people
capability and capacity
Strategi Transformasi:
Mengembangkan high
purpose organization
Mengembangkan high
purpose people and culture
Strategi Transformasi:
Mengembangkan high
purpose organization
Mengembangkan high
purpose people and culture
05/13/13hendra kusnoto 121
122. Agenda
Arah dan Model Transformasi
Strategi Transformasi
Langkah-langkah Transformasi
Daftar Isi
05/13/13hendra kusnoto 122
123. Langkah-langkah Transformasi
1. Meningkatkan sense of urgency
2. Membentuk tim pemandu (guiding team)
3. Merumuskan arahan strategis (visi, misi dan
strategi korporat)
4. Mengkomunikasikan arahan strategis
5. Memberdayakan pimpinan dan pegawai
6. Menjalankan proyek manajemen transformasi
7. Mengkonsolidasikan transformasi
8. Membangun budaya perusahaan baru
1. Meningkatkan sense of urgency
2. Membentuk tim pemandu (guiding team)
3. Merumuskan arahan strategis (visi, misi dan
strategi korporat)
4. Mengkomunikasikan arahan strategis
5. Memberdayakan pimpinan dan pegawai
6. Menjalankan proyek manajemen transformasi
7. Mengkonsolidasikan transformasi
8. Membangun budaya perusahaan baru
05/13/13hendra kusnoto 123
124. Langkah 1:
Meningkatkan Sense of Urgency
Saat ini kita semua mengetahui bahwa Direktur
Utama telah menyampaikan pesan kepada
segenap pimpinan dan pegawai untuk
meningkatkan kesadaran bahwa kita harus
berubah seiring dengan transformasi
lingkungan bisnis yang ditandai dengan krisis
finansial global
Dirut menekankan bahwa dampak krisis
terhadap Antam cukup signifikan, yaitu
turunnya harga komoditi dan pendapatan
perusahaan
Saat ini kita semua mengetahui bahwa Direktur
Utama telah menyampaikan pesan kepada
segenap pimpinan dan pegawai untuk
meningkatkan kesadaran bahwa kita harus
berubah seiring dengan transformasi
lingkungan bisnis yang ditandai dengan krisis
finansial global
Dirut menekankan bahwa dampak krisis
terhadap Antam cukup signifikan, yaitu
turunnya harga komoditi dan pendapatan
perusahaan
05/13/13hendra kusnoto 124
125. Meningkatkan Sense of Urgency (samb)
Untuk mengatasi dampak tersebut, Dirut
menekankan perlunya upaya-upaya perbaikan,
efisiensi dan inovasi di segala bidang sehingga
kita bisa mengatasi persoalan
Selanjutnya ditegaskan bahwa setiap pemimpin
berkewajiban untuk meneruskan pesan ini
kepada para pegawai di lingkungannya dan
menjalankan program-program yang berkaitan
dengan peningkatan efisiensi dan inovasi
Untuk mengatasi dampak tersebut, Dirut
menekankan perlunya upaya-upaya perbaikan,
efisiensi dan inovasi di segala bidang sehingga
kita bisa mengatasi persoalan
Selanjutnya ditegaskan bahwa setiap pemimpin
berkewajiban untuk meneruskan pesan ini
kepada para pegawai di lingkungannya dan
menjalankan program-program yang berkaitan
dengan peningkatan efisiensi dan inovasi
05/13/13hendra kusnoto 125
126. Langkah 2:
Membentuk Tim Pemandu (Guiding Team)
Unsur Pimpinan Transformasi:
Promotor Transformasi: Direktur Utama
Sponsor Transformasi: Seluruh anggota
Direksi
Koordinator Manajemen Proyek
Transformasi: Direktur Sumber Daya Manusia
Unsur Pimpinan Transformasi:
Promotor Transformasi: Direktur Utama
Sponsor Transformasi: Seluruh anggota
Direksi
Koordinator Manajemen Proyek
Transformasi: Direktur Sumber Daya Manusia
05/13/13hendra kusnoto 126
127. Membentuk Tim Pemandu (Guiding
Team)
Unsur Pengelola Proyek ManajemenTransformasi:
Project Manager Transformasi adalah pimpinan
Proyek Managemen Transformasi
Eksekutif Transformasi adalah semua pimpinan
satuan kerja di Kantor Pusat dan unit-unit
Agen Transformasi adalah pegawai yang
ditugaskan menjalankan proyek transformasi
Unsur Pengelola Proyek ManajemenTransformasi:
Project Manager Transformasi adalah pimpinan
Proyek Managemen Transformasi
Eksekutif Transformasi adalah semua pimpinan
satuan kerja di Kantor Pusat dan unit-unit
Agen Transformasi adalah pegawai yang
ditugaskan menjalankan proyek transformasi
05/13/13hendra kusnoto 127
128. Langkah 3:
Merumuskan Arahan Strategis
Tim Perumus dan Sosialisasi Arahan Strategis
telah dibentuk
Hasil kerja tim adalah rumusan arahan strategis
yang memuat rumusan visi, misi, strategi dan
arahan yang akan dipergunakan oleh Tim RJPP
dan tim-tim lainnya
Saat ini perumusan arahan strategis sedang
dalam tahap penyelesaian
Tim Perumus dan Sosialisasi Arahan Strategis
telah dibentuk
Hasil kerja tim adalah rumusan arahan strategis
yang memuat rumusan visi, misi, strategi dan
arahan yang akan dipergunakan oleh Tim RJPP
dan tim-tim lainnya
Saat ini perumusan arahan strategis sedang
dalam tahap penyelesaian
05/13/13hendra kusnoto 128
129. Merumuskan Arahan Strategis (samb)
Apabila rumusan arahan strategis telah disetujui
oleh Komisaris, maka tahap selanjutnya adalah
mensosialisasikannya kepada seluruh pegawai
Pihak yang paling tepat untuk mensosialisasikan
arahan strategis adalah Unsur Pimpinan
transformasi dibantu oleh Tim Sosialisasi Arahan
Strategis
Apabila rumusan arahan strategis telah disetujui
oleh Komisaris, maka tahap selanjutnya adalah
mensosialisasikannya kepada seluruh pegawai
Pihak yang paling tepat untuk mensosialisasikan
arahan strategis adalah Unsur Pimpinan
transformasi dibantu oleh Tim Sosialisasi Arahan
Strategis
05/13/13hendra kusnoto 129
130. Langkah 4:
Memberdayakan Pimpinan dan Pegawai
Untuk mensukseskan manajemen transformasi,
maka manajemen Antam perlu memberdayakan
pimpinan dan pegawai di semua level organisasi
Proses pemberdayaan dapat dilakukan dengan
cara:
memberikan kesempatan untuk mengajukan
ide-ide baru mengenai transformasi
memberikan kepercayaan untuk menjalankan
proyek manajemen
mendelegasikan tugas-tugas kepemimpinan
Untuk mensukseskan manajemen transformasi,
maka manajemen Antam perlu memberdayakan
pimpinan dan pegawai di semua level organisasi
Proses pemberdayaan dapat dilakukan dengan
cara:
memberikan kesempatan untuk mengajukan
ide-ide baru mengenai transformasi
memberikan kepercayaan untuk menjalankan
proyek manajemen
mendelegasikan tugas-tugas kepemimpinan
05/13/13hendra kusnoto 130
131. Langkah 5:
Menjalankan Proyek Manajemen
Transformasi
Untuk menjalankan strategi transformasi
dengan baik, Unsur Pimpinan Transformasi
Antam perlu menjalankan serangkaian
proyek manajemen transformasi sbb:
Untuk menjalankan strategi transformasi
dengan baik, Unsur Pimpinan Transformasi
Antam perlu menjalankan serangkaian
proyek manajemen transformasi sbb:
05/13/13hendra kusnoto 131
132. Proyek Manajemen Transformasi
Tujuan: Membangun kapabilitas organisasi Antam untuk
mensukseskan proses transformasi
Proyek Manajemen Tujuan
Tujuan: Membangun kapabilitas organisasi Antam untuk
mensukseskan proses transformasi
Proyek Manajemen Tujuan
• Peningkatan Efisiensi dan Inovasi - meningkatkan efisiensi,
dan inovasi proses,
sistem dan produk
• Pengembangan Budaya Perusahaan - mengembangkan budaya
perusahaan PIONEER, team
building dan budaya
pembelajaran
• Pengembangan Kapabilitas Operasi - meningkatkan kualitas
(Manajemen Mutu) berbasis berbasis operations and performance
Malcom Baldrige danTQM excellence
05/13/13hendra kusnoto 132
133. Proyek Manajemen Transformasi
Tujuan: Membangun kapabilitas organisasi Antam untuk
mensukseskan proses transformasi
Proyek Manajemen Tujuan
Tujuan: Membangun kapabilitas organisasi Antam untuk
mensukseskan proses transformasi
Proyek Manajemen Tujuan
• Pengembangan Kepemimpinandan - meningkatkan kompetensi
Pegawai berbasis high purpose kewirausahaan pemimpin
organization dan pegawai yang concern
pada masyarakat dan
lingkungan
• Alignment Kebijakan dan Sistem - mengembangkan dan
Manajemen Strategis menyelaraskan kebijakan
dengan sistem – sistem
manajemen strategis (GCG,
Arahan Strategis, SMK,
SMUK, dll)
05/13/13hendra kusnoto 133
134. Proyek Manajemen Transformasi
Tujuan: Membangun kapabilitas organisasi Antam untuk
mensukseskan proses transformasi
Proyek Manajemen Tujuan
Tujuan: Membangun kapabilitas organisasi Antam untuk
mensukseskan proses transformasi
Proyek Manajemen Tujuan
• Pengembangan Organisasi dan Proses - menyediakan organisasi
Bisnis dan proses bisnis yang
memiliki nilai tambah tinggi
• Pengembangan Teknologi - meningkatkan daya saing
perusahaan berbasis
teknologi yang sesuai
dengan strategi korporat
05/13/13hendra kusnoto 134
135. Langkah 7:
Mengkonsolidasikan Transformasi
Koordinator Manajemen Proyek Transformasi
melakukan konsolidasi semua proyek
manajemen perubahan agar tercipta sinergi yang
efektif dibantu oleh PMO dan ICT
Koordinator tersebut juga berkewajiban menjaga
stamina setiap pihak yang terlibat di dalam
manajemen transformasi Antam melalui
pemberian motivasi, fasilitas dan imbalan
Koordinator Manajemen Proyek Transformasi
melakukan konsolidasi semua proyek
manajemen perubahan agar tercipta sinergi yang
efektif dibantu oleh PMO dan ICT
Koordinator tersebut juga berkewajiban menjaga
stamina setiap pihak yang terlibat di dalam
manajemen transformasi Antam melalui
pemberian motivasi, fasilitas dan imbalan
05/13/13hendra kusnoto 135
136. Langkah 8:
Membangun Budaya Perusahaan Baru
Koordinator Manajemen Proyek Transformasi
bertugas mengkoordinasikan semua kegiatan
yang berkaitan dengan implementasi proyek
manajemen transformasi dengan pengembangan
budaya perusahaan baru
Pada saat ini Tim Perumus sedang mengkaji nilai-
nilai budaya perusahaan yang perlu dikembangkan
di lingkungan Antam. Hasil kerja tim ini akan
dipergunakan oleh Pengelola Proyek
Pengembangan Budaya Perusahaan
Koordinator Manajemen Proyek Transformasi
bertugas mengkoordinasikan semua kegiatan
yang berkaitan dengan implementasi proyek
manajemen transformasi dengan pengembangan
budaya perusahaan baru
Pada saat ini Tim Perumus sedang mengkaji nilai-
nilai budaya perusahaan yang perlu dikembangkan
di lingkungan Antam. Hasil kerja tim ini akan
dipergunakan oleh Pengelola Proyek
Pengembangan Budaya Perusahaan
05/13/13hendra kusnoto 136
137. Langkah 8:
Membangun Budaya Perusahaan Baru
Pengelola Proyek Pengembangan Budaya
Perusahaan berkewajiban melakukan survey
budaya perusahaan dan mengembangkan
budaya perusahaan baru berdasarkan nilai-nilai
PIONEER
Di dalam melakukan sosialisasi nilai-nilai
PIONEER, Pengelola Proyek Pengembangan
Budaya Perusahaan melakukan kerjasama
dengan Tim Sosialisasi Arahan Strategis
Pengelola Proyek Pengembangan Budaya
Perusahaan berkewajiban melakukan survey
budaya perusahaan dan mengembangkan
budaya perusahaan baru berdasarkan nilai-nilai
PIONEER
Di dalam melakukan sosialisasi nilai-nilai
PIONEER, Pengelola Proyek Pengembangan
Budaya Perusahaan melakukan kerjasama
dengan Tim Sosialisasi Arahan Strategis
05/13/13hendra kusnoto 137
139. Questions and comments, please…
Thank You, and Good Luck…..
hendra.kusnoto@antam.com
hendra.koesnoto@yahoo.co.id
HP: 081519028097
05/13/13hendra kusnoto 139
Notes de l'éditeur
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
How to diminish the restraining forces? Would it be possible to move them onto the other side? Are they likely to increase/decrease with time? Would it be easier to go by intermediate stages?
This is a very normal curve of what happens in any project. Problems usually arise if you do not work with the slump midway through the project, as well as the plateau at the end. We will see a bit later what to focus on.
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they
Ask people to think about a change they have experienced (either they tried to implement it themselves or the change process touched them otherwise): did the expected change happen What went well What went less well (below expectations) What were the main influencing factors How did you and others feel about the change process Afterwards, what would you do differently next time and why Were there any unintended consequences and in that case, what were they