materi knowledge festival 2010 telkom indonesia

Leading & Meeting Entreprise Objective

Jakarta, 15 Juli 2010

By :A. Mukti Soma, CKMAVP Knowledge ManagementPT Telekomunikasi Indonesia, Tbk.

Copyright (c) Telkom Indonesia 2010

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Agenda

1. TELKOM at a Glance

2. Deployment TELKOM KM

3. Crea:ng an enterprise knowledge-‐driven culture

4. Developing knowledge workers through senior management leadership

5. Mee:ng Business Objec:ve

6. Technology for Managing Enterprise Performance & Objec:ves

Copyright (c) Telkom Indonesia 2010

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PT Telekomunikasi Indonesia, Tbk.

TELKOM is an InfoCom service provider in Indonesia, owned by the government of Indonesia (52.47%)

and public shareholders (47.53%).

TELKOM listed in the Indonesia Stock Exchange

(ISE), London Stock Exchange (LSE) and New

York Stock Exchange (NYSE) in November 14, 1995.

The largest publicly listed company

in Indonesia (+15 % market

capitalizaRon at IDX).

Number of employees at the Group approximately

30,000

Market CapitalizaRon at the end of 2009

was Rp190,512 billion

PresidentDirector

Rinaldi Firmansyah

FinanceDirector

Sudiro Asno

Enterprise &WholesaleDirector

Arif Yahya

NetworkSolutionDirector

Ermady Dahlan

ConsumerDirector

I Nyoman G Wiryanata

HumanResource &GeneralAffairDirector

Faisal Syam

InformationTechnologyDirector

Indra Utoyo

Compliance &RiskManagementtDirector

Prasetio

Board of Directors

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Our History is our knowledge

Restructuring, from 12 WITELS into 7 DIVREsand entered KSOAgreement in 5 DIVREs (1995)

1884Established by Dutch Govt

1948Taken over by Indonesia Govt under name PTT

1965 Separated PTT into 2 companies : (PN Pos & Giro, and PN Telekomunikasi)

1991 Govt transformed

PERUMTEL into PT. TELKOM

2001 • Cross ownership

termination with Indosat

• TELKOM acquired 35% interest in Telkomsel from Indosat

2002 Implementation

of duopoly

1974 Separated PN

Telekomunikasi into PERUMTEL

and PT INTI

1995 Go Public & listed on

JSX (ISE) , SSX, NYSE & LSX

2003 - 2006Transformation

from Asset-based Company to

Customer-Centric Company

2nd Phase of Transformation

Restructuring

1999 • Telecommunication

industry reforms based on UU No 36

• Terminated the exclusive rights of TELKOM to provide fixed-line services

Began terminating KSOAgreement (2001)

TransformationOrganization to beCustomer-centricCompany (2003)

2007 - 2009Business

Transformation from Infocom to TIME business based

Company

1st Phase of Transformation 2009 - now

Simultaneous Transformation :

• Business• Infrastructure• Organization & HR• Culture

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Deployment TELKOM KM

Leadership

OrganizaRonal Culture

Knowledge Sharing and CollaboraRon

OrganizaRonal Value

Customer KnowledgeIntellectual Capital

Management

InnovaRonOrganizaRonal

Learning

Founda(on of Knowledge Base Organiza(on

KM Ac(vi(es

KM in Business Reality

Value

Based on MAKE Framework Teleos

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Creating an enterprise knowledge-driven culture..(1)

Corporate Vision and Mission derived into 10 SI

9. Align Business

Structure and PorAolio

Management10. Transforming

Culture

3. Invest in Broadband4. Integrated Enterprise

Solu(ons6. Expand into IT Services7. Expand into Portal

Business

Grow New Wave

Strengthen Legacy

1. Op(mizing FWL Legacy2. Align Cellular-‐FWA 8. Streamline subsidiary

porAolio Delivering excep(onal value to our customers

5. Integrate NGN

Compe((ve Sustainable Growth

Superior Value Creation

vision :To become a leading T.I.M.E. player

in the region

mission :•To provide one stop T.I.M.E.

services with excellent quality and competitive price,

and •To be the role model as the best managed Indonesian corporation.

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Creating an enterprise knowledge-driven culture…(2)

TELKOM made the most fundamental transformation simultaneously to maintain its competitive sustainable growth :

• Business Transformation from InfoCom to T.I.M.E. • Infrastructure Transformation from Fixed Line & Narrowband to Mobile & Broadband• Organization & HR Transformation from Conservative to Visioner Organization• Culture Transformation using new Value The TELKOM Way that consists of Basic Belief :

Committed 2 U, Core Values: TELKOM’s 5C and 15 Key Behaviors.

Implementing TELKOM’s 5C by :• Viral communication, • Involving BoD, Senior Leader & Brand Ambassador, • Making the transformation system on HR, • Making transformation achievement measurement, • Personal Culture Project.

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Creating an enterprise knowledge-driven culture…(3)

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Optimize Legacy

Consolidate & Grow

FWA Business &

Manage Wireless Portfolio

Invest in Broadband

Integrated Enterprise Solution & Invest in

Wholesale

Integrated NGN

Expand into IT

Service

Expand to Media &

Edutainment Business

Streamline subsidiaries

Portfolios

Align Business

Structure & Portfolio

Management

Transform Culture

10 Corporate Strategic Ini(a(ves

Human Capital Strategies

Transforming Organiza(on in line with Corporate

Strategy & Business Transforma(on

Transforming Corporate Value &

Develop Transforma(onal

Leaders

Transforming Performance &

Reward Management

Improve HC Synergy Telkom Group

Alignment Workforce

Composi(on & Competency

Development with the Changing Business Needs

Alignment HC System to Support Corporate Strategy & Cost Awareness

Developing knowledge workers through senior management leadership.. (1)

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Forming Leadership Framework to meet business demand.

Developing knowledge workers through senior management leadership.. (2)

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TIME Competency Model

1. Commitment to Longterm

2. Customer First 3. Caring Meritocracy4. Co-create Win-win

Partnership5. Collaborative Inovation

Personal Quality

1. Strategic Orientaion2. Action Management3. Leadership of Change4. Business Acumen5. Collaboration6. Continous Improvement7. Achievement Orientation8. Adaptability9. Risk Taking10. Organization Awareness11. Tolerance for Stress12. ……………13. ……………35. Managing People &

Change

4. Marke(ng & Sales

5. Business

6. Finance

7. Human Capital

8. Supply

9. Legal

10. General

Hard Skill

Soft Skill

1. Telecomunica(on

2. Informa(on

3. Media & Edutaiment

1. …….2. …….3. …….dst

1. …….2. …….3. …….dst

1. …….2. …….3. …….dst

1. …….

2. …….

dst

1. …….

2. …….

dst

1. …….

2. …….

dst1.

…….

2. …….

dst

1. …….

2. …….

dst1.

…….

2. …….

dst

1. …….

2. …….

dst

Core Competency

Skill &

KnowledgeCapability Building

Culture Building

Role Building

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15 Key Behaviors

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Eight considerations to keep in mind when changing organization cultures

• Reasons for change• Combine Concern with Optimism • Understand Resistance to Culture Change.• Change Many Elements, But Maintain Some Continuity. • Recognize the Importance of Implementation. • Select, Modify, and Create Appropriate Cultural Forms• Modify Socialization Tactics. • Find and Cultivate Innovative Leadership.

Sumber: T. Hedi Safinah, 2008

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Six Leadership Styles

Visionary Leadership

Coaching Style

Affiliative Leadership

Democratic Leadership

Pacesetting Leadership

Commanding Leadership

Leader characteristics

Inspires. Believes in own vision. Empathe4c. Explains how and why people's efforts contribute to the 'dream'.

Listens. Helps people iden4fying their own strengths and weaknesses. Counselor. Encourages. Delegates.

Promotes harmony. Friendly. Empathe4c. He boosts moral. Solves conflicts.

Superb listener. Team worker. Collaborator. Influencer.

Strong urge to achieve. High own standards. Ini4a4ve. Low on empathy & collabora4on. Impa4ence. Micromanaging. Numbers-‐driven

Commanding. "Do it because I say so". Threatening. Tight control. Monitoring studiously. Crea4ng dissonance. Contaminates everyone's mood. Drives away talent.

How style builds resonance

He moves people towards shared dreams.

Connects what a person wants; with the organiza4on's goals

Creates harmony by connec4ng people to each other.

Appreciates people's input and gets commitment through par4cipa4on

Realizes challenging and exci4ng goals.

He decreases fear by giving clear direc4on in an emergency

Sumber: Liwin &Stringer

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Six Leadership Styles

Visionary Leadership

Coaching Style

Affiliative Leadership

Democratic Leadership

Pacesetting Leadership

Commanding Leadership

The impact of the style on the (business) climate

+ + + + + + + OTen ― ― when used too exclusively or poorly

OTen ― ―

When style is appropriate

When changes require a new vision. Or when a clear direc4on is needed. Radical change.

To help competent, mo4vated employees to improve performance by building long-‐term capabili4es.

To heal riTs in a team. To mo4vate during stressful 4mes. Or to strengthen connec4ons.

To build support or consensus. Or to get valuable input from employees.

To get high-‐quality results from a mo4vated and competent team. Sales.

In a grave crisis. Or with problem employees. To start an urgent organiza4onal turnaround. Tradi4onal military.

Sumber: Liwin &Stringer

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Leadership Characters

• Self-Esteem, Positive Mentality• Need to Achieve, Work & Growth Together• Screening For Opportunity. • Locus of Control• Goal/Results Orientation• Optimism, Strong Energy• Courage: calculated risk taker• Tolerance to Ambiguity, Multitasking• Strong Internal Motivation

Sumber: T. Hedi Safinah, 2008

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• Leader – CEO as KM Sponsor– HR Director as CKO– Senior Leaders as KM Supporters & COP Facilitators

• KM Team/Unit– Create KM strategic plan & program– Monitor KM program execu?on– Con?nually evaluated and successes should be celebrated– KM Developers

• Contributors – People who willing to share their knowledge

• Users – People who willing to acquire & u?lize the knowledge

People that Support KM Culture at TELKOM

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MEETING BUSINESS OBJECTIVE

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PIRAMIDA KINERJA

INDIKATOR& TARGET

PROGRAM, INDIKATOR

& TARGET

PROGRAM, AKTIVITAS& TARGET

OUTCOMES:• Pencapaian Visi Perusahaan• Pencapaian Target RKAP• Peningkatan Nilai dan Image

Perusahaan

RESULT : Nilai Kinerja Unit• Pencapaian Target RKAP• Pelaksanaan Program Kerja• Pencapaian Target Indikator• Peningkatan Kinerja Produk

dan Layanan

AKTIVITAS :• Pelaksanaan Program Kerja• Pencapaian Target Kerja• Pemenuhan tugas dan

Tanggungjawab

SASARAN KINERJA INDIVIDU: Karyawan

KONTRAK MANAJEMEN: Group, Divisi , Center, Unit, Sub Unit

CorporateStrategic Scenario, Rencana Kerja & Anggaran Perusahaan

Sumber: Unit BPE, 2010

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FLOW of Performance Mgt System

PenyusunanKontrak Manajemen

PenetapanKontrak Manajemen

PengukuranKinerja

Review & EvaluasiKinerja

Action Plan• PMO (Commando)• Assignment

Organizational Learning

• Knowledge Management• Innovation

CorporatePlanning

Development

• CSS• CAM• RKM• RKAP

OrganizationDesign • DJM

• Previous Kontrak Management• Other Direction

InformationManagement

• TEDW• Data Operational• Data External• Lap. Mgt

• User & Unit Performance

• Board of Director / Commisioner

• Unit Bisnis• Unit Supervisor• Unit Performance

• Pokja Kinerja• Komite Kinerja

Employee Perf. System

(NKI&Kompetensi)

• Komite KinerjaPenetapan

Nilai Kinerja Unit

• Improvement Process


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Contoh Linkage Dalam BSC

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TECHNOLOGY FOR MANAGING ENTREPRISE PERFORMANCE &

OBJECTIVES

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Dashboard Functions : Showing Us About …..

Not only can organizations identify how they are performing, but they can also define metrics and set goals so that they can meet and exceed performance expectations and identify issues proactively

• about the Current Conditions• Impacts of recent action (activities)• Where we are now … distance, engine temperature, speed etc

just as a dashboard in a car or aircraft identifies and provides feedback regarding the status of the car


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Strategic Management Process

Vision & Mission

Setting The Objective

Crafting The

StrategyImplementation Evaluating

Performance

Feedback (Corrective Adjustment)

Forward Process

Backward Process

Adapted from Wheelen & Hunger (2010)

• Key Performance Indicators

• Performance Indicators

• Opera?onal Indicators

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Strategic Management & Business Performance Management Process

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Corporate Performance Management

• Strategic Evalua4on Roles

• Feedback Mechanism– Valid/Accurate

– Speed (Real Time)

• Correc4ve Adjustment

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Characteristic Of Strategic Data & Information

• Integrated -‐ Must have a single, enterprise-‐wide view.

• Data Integrity -‐ Informa4on must be accurate and must conform to business rules.

• Accessible -‐ Easily accessible with intui4ve access paths, and responsive for analysis.

• Credible -‐ Every business factor must have one and only one value.

• Timely -‐ Informa4on must be available within the s4pulated 4me frame.

INTEGRATED

DATA INTEGRITY

ACCESSIBLECREDIBLE

TIMELY


Strategic Information

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Challenges : Implementation Data Warehousing

Multi System & Multi-Platform Geneva, Giraffe, SAP, Flat File (Off Line Data base), Oracle

Standardization of Business Process & Implementation Policy is not the same (Standards) Marketing & Business changes fast in the Market Place Implementation of Business Process Standards No. Data Gathering (aggregation) Problem

Standardization Definition & Formulation

Data Validation & Updating Data Parameters Changes Due to Rapid Business & Marketing (eg Promotions,

Gimmick etc)


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Data Management : A Critical Success Factor

• The amount of data increases exponentially with time o Much past data must kept for along time and new data added rapidly

• Data are scattered throughout organizations and are collected by many individual using several methods and deviceso Stored in several servers and locationso Different computing systems, databases, formats , human and languages

• Data security, quality and integrity are critical, yet are easily jeopardized

• Data management tools selectiono Huge number of products available

• An ever-increasing amount of external data needs to be considered in making organizational decisions


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Presenting Tools : Evolution

• Manual & Offline System– Paper Based– Monthly & Yearly– Late

• Online System (Web Based)– “Non Real Time” “Semi Real Time” “Real Time”


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Key Success Implementation

LEGACY SYSTEM

ETL PROCESS

D W H

NETWORK ELEMENT

PEOPLEINFRASTRUCTURE

* Understand Business & Data* Clear Business Process* MulR Department Project* Inter-‐Department CommunicaRon* Data Warehouse Is a Process

* REALIBILITY* SCALABILITY* Clear Business Process

COMMITMENTS

CONSISTENCE

Especially From “High Level Management”


ETL : Extraction, Transformation, & Loading (data)

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Telkom’s Experiences

DSS

DWH

R3-SAP GenevaSISKA/TiCares(SAP)

TeNOSS/NMS TREMS

Customer Network Element

Internal Resources

BW SAPOracle

• Multi Platform

• Multi System

• Oracle Based• SAP Based

• By Region (Business Unit)

• Time Framed

• Weekly Decision (Operational Action)

• Monthly Decision (Tactical Action)

• Yearly Decision (Strategic Action)

(RKAP, CAM, CSS Rolling)


CRM – NMS– ERP Applications

Transactional DataTICARES (Telkom Integrated Customer Care System)

TREMS (Telkom Revenue Management System)

TENOS (Telkom National Operation System)

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Thank YouPT. Telekomunikasi Indonesia, Tbk.2010

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materi knowledge festival 2010 telkom indonesia

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