presentasi telkom way leadership architecture and corporate culture telkom group
DESCRIPTION
LEADERSHIP ARCHITECTURE AND CORPORATE CULTURE TELKOM GROUPTRANSCRIPT
T H E T E L KO M WA Y
LEADERSHIP ARCHITECTURE AND CORPORATE CULTURE TELKOM
GROUP
Presented by Group 1 MMUI Alfina | Alfin | Ali Yudi | Azhar | Ferry | Iman | Indri
AGENDA
About Telkom
The Telkom Way
Leadership & Corporate Values
Theory & Analysis
Conclusion
VISION & MISSION
• Vision • To become a leading Telecommunication, Information,
Media, Edutainment & Services (TIMES) Player in the Region
• Mission • To Provide TIMES Services with Excellent Quality &
Competitive Price.• To be the Role Model as the Best Managed Indonesian
Corporation
TELKOM GROUP
PRODUCT• Fixed phone,
fixed wireless phone, mobile phone• Internet• Multimedia• Pay TV• Content and
Application• Enterprise
Solution
TRANSFORMATION IN TELKOM
Phase 1
Phase 2
Phase 3
Cacuk Sudarijanto (1988-1992)
Setyanto P Santosa (1992-1997)
Kristiono (2002-2005)
Rinaldi Firmansyah(2005-2012)
Asset-based Company
Customer Centric Company
InfoComT.I.M.E.S Company
Arief Yahya(2012-2013)
THE TELKOM WAY
The tradition of building systems and cultures is apparent in each era of Telkom’s leadership. Telkom’s corporate culture has continued to evolve in response to the demands of a changing business environment. In 2009, Telkom began the transformation to a new corporate culture known as “The Telkom Way”.
THE TELKOM WAY
Basic Belief :
Commited 2U (Commited to You)
Corporate Values: 5C1. Commitment to Long Term2. Customer First3. Caring Meritocracy4. Co-Creation of Win-Win Partnership5. Collaborative Innovation
THE TELKOM WAY
• Commitment to Long Term1. Menetapkan target yang stretch
untuk diri sendiri dan anggota team
2. Memilih hasil-hasil yang berkelanjutan dalam jangka panjang
3. Terus melakukan transformasi• Customer First
1. Membangun hubungan baik2. Proaktif memenuhi kebutuhan
pelanggan3. Pelayanan lebih baik dari
ekspektasi • Caring Meritocracy
1. Mencari feedback individual2. Mengembangkan orang lain3. Rewards/consequences sesuai
kinerja
• Co-Creation of Win Win Partnership1. Proaktif menangkap peluang
kemitraan 2. Kreatif bernegosiasi3. Aktif mencari feedback dan
mengelola kinerja mitra• Collaborative Innovation
1. Membagi sumber daya antar Unit
2. Mencari sumber daya dari pihak lain
3. Mempengaruhi lingkungan eksternal
15 Key Behavior :
RECENT TELKOM WAY
On Arief Yahya Management, Telkom made transformation in The Telkom Way, especially on Leadership Architecture and Corporate Culture
GREAT SPIRIT IS BETTER THAN
JUST A STRATEGY
GREAT LEADER GREAT COMPANY
LEADERSHIP ARCHITECTURE AND CORPORATE CULTURE TELKOM GROUP
LEADERSHIP ARCHITECTURE AND CORPORATE CULTURE TELKOM GROUP
Spiritual
Business Transformatio
n
HR and Organiation
Transformation
HR and Organiation
Transformation
Culture Transformatio
n
Culture Transformatio
n
System & Infrastructure Transformatio
n
LEADERSHIP ARCHITECTURE AND CORPORATE CULTURE TELKOM GROUP
• Telkom Corporate Philosophy :
Always the Best• Always the Best, demand all employee to have
• Integrity• Enthusiasm• Totalities
LEADERSHIP ARCHITECTURE
RECENT LEADERSHIP STYLE
Arief Yahya was Telkom’s Operation Director, and become First Man in Telkom since 2012
Characteristic• Innovative • People first• Enthusiast• Good Listener
THE TELKOM WAY
THE TELKOM WAY
• Philosophy to be the best adalah keyakinan dasar (basic belief) bagi setiap karyawan Telkom Group untuk menjadi insan terbaik• Telkom Corporate Philosophy : Always the
Best adalah sebuah basic belief untuk selalu memberikan yang terbaik dalam setiap pekerjaan
THE TELKOM WAY
• Principles to be the Star adalah nilai-nilai inti (core values) yang berisi prinsip-prinsip dasar untuk menjadi insan bintang• Principles to be the Star adalah:• SOLID• Hati – Pikiran - Tindakan
• SPEED• Awal – Arah - Aksi
• SMART• Intuisi – Inovasi - Impresif
THE TELKOM WAY
THE TELKOM WAY
• Practices to be the winner adalah standar perilaku yang berisi praktek-praktek luhur untuk menjadi Insan Pemenang
THE TELKOM WAY
• Imagine• Berawal dari Akhir• Identik dengan Visi atau Mimpi seorang Pemimpin• Mulai dari desirability (keinginan) bukan feasibility
(kebiasaan)
• Focus• Utamakan yang utama• Tetapkan bukti-bukti kemenangan• Alokasi sumber daya berdasarkan prioritas
• Action• Hanya imajinasi dan aksi yang akan mengubah dunia• Visi tanpa aksi itu fantasi, aksi tanpa visi itu sesaat• Meraih Quick Wins
TRANSFORMATIONAL MODEL OF LEADERSHIP
Traits Inspirational motivation
Increased intrinsic motivation, achievement orientation, and goal pursuit
Personal commitment to leader and vision
Life experience Idealized influence Increased identification and trust with the leader
Self – sacrificial behafior
Organizational culture Individualized consideration
Increased identification and cohesion with work group members
Organizational commitment
Intelectual stimulation
Increased self-esteem, self-efficacy, and intrinsic interest in goal accomplishment
Task meaningfulness and satisfaction
Increased role-modeling of transformation leadership
Increased individual group, and organizational performance
Leader behaviorInd. & Org. characteristics
Effects on followers and work groups
Outcomes
TRANSFORMATIONAL MODEL OF LEADERSHIP
Traits Inspirational motivation
Increased intrinsic motivation, achievement orientation, and goal pursuit
Personal commitment to leader and vision
Life experience Idealized influence Increased identification and trust with the leader
Self – sacrificial behavior
Organizational culture Individualized consideration
Increased identification and cohesion with work group members
Organizational commitment
Intellectual stimulation
Increased self-esteem, self-efficacy, and intrinsic interest in goal accomplishment
Task meaningfulness and satisfaction
Increased role-modeling of transformation leadership
Increased individual group, and organizational performance
Leader behaviorInd. & Org. characteristics
Effects on followers and work groups
Outcomes
FOUR LEADERSHIP STYLES
Seeks input from others before taking
action; gets consensus
High
High
Low
Low
Sh
owin
g C
onsi
der
atio
n
Initiating Structure
Passive, noncommittal, low impact on followers
Takes charge, structures employees
tasks
Emphasizes reaching the goal while welcoming
suggestions and encouraging consensus
16-24
FOUR LEADERSHIP STYLES
Seeks input from others before taking
action; gets consensus
High
High
Low
Low
Sh
owin
g C
onsi
der
atio
n
Initiating Structure
Passive, noncommittal, low impact on followers
Takes charge, structures employees
tasks
Emphasizes reaching the goal while welcoming
suggestions and encouraging consensus
16-25
With emphasize to human capital and well defined job structure
BEHAVIORAL STYLES: KEY TAKEAWAYS
Parameters
• Challenged assumption that leaders are born, not made
• Defined “leadership” in actual behaviors
• There is no one best style of leadership – depends on the situation
• An “effective” leader behavior can be misused and have negative consequences for employees
Telkom
• Leader are created by leadership framework : Telkom Way• Every phase of
Telkom’s transformation has its own leader style
16-26
FOUR FUNCTIONS OF ORGANIZATIONAL CULTURE
3-27
FOUR FUNCTIONS OF ORGANIZATIONAL CULTURE
3-28
Commited 2U
Telkom Way
Principle to the STar
CSR
UNDERSTANDING ORGANIZATIONAL CULTURE
Antecedents
• Founder’s values
• Industry & business environment• National culture• Senior leaders’ vision and behavior
Organizational Structure &
Practices
• Reward systems
• Organizational design
Organizational Culture
• Observable artifacts
• Espoused values
• Basic assumptions
Group & Social
Processes• Socialization
• Mentoring• Decision making• Group dynamics• Communication• Influence & empowerment• LeadershipOrganizationa
l Outcomes
• Effectiveness
• Innovation & stress
Collective Attitudes &
Behavior
• Work attitudes
• Job satisfaction
• Motivation3-29
COMPETING VALUES FRAMEWORK
3-30
Vision, Mission, Values
LEADERSHIP TRAITS ON AY
• Intelligence• Self-confidence• Determination• Honesty/Integrity• Sociability• Extroversion• Conscientiousness• Problem solving skills
16-31