Corporate Culture dan Lingkungan Strategik Organisasi

Corporate Culture dan Lingkungan Strategik Organisasi

Disampaikan dalam “Pelatihan Kepemimpinan KPPU”,Kerjasama dengan Pusdiklat SPIMNAS Bidang TMKP LAN-RI.

Cisarua, 1 Oktober 2010.

Tri Widodo W. Utomo

Prologue: KPPU

Apa yg dilakukan? Apa yg diawasi? Persaingan yg bgmn? Apa wujud persaingan yg tidak sehat? Mengapa muncul praktek persaingan yg tidak

sehat? Bagaimana meminimalisir / mengeliminasi hal

tsb? strategi Hulu (preventif) dan Hilir (kuratif). Strategi mana yg sudah & sebaiknya dijalankan

KPPU? Perlukah penajaman visi & restrukturisasi

organisasi?

Corporate Culture:Faktor Pembentuk & Model2nya.

Faktor Pembentuk (1):Corporate Vision

Faktor Pembentuk (2):Shared Value

Faktor Pembentuk (3.1):Learning

Two Types of Organizational Learning:

Incremental: learning that is characterized by simple, routine problem solving and that requires no fundamental change to your thinking or system

Radical: breakthrough learning that directly challenges the prevailing mental model on which the system is built.

Faktor Pembentuk (3.2):Learning Model & Its Effectiveness

Faktor Pembentuk (3.3):Learning

Faktor Pembentuk (4):Leadership

Faktor Pembentuk (5):Communication

Model Budaya Korporat (1):Team Culture

Provide an inspiring vision Define shared values Set stretch goals Develop team leaders Synergize complementary skills Celebrate diversity Encourage team activities Empower teams Provide coaching Reward collective achievements

Model Budaya Korporat (2.1):Inspiring Culture

Model Budaya Korporat (2.2):Inspiring Culture

Model Budaya Korporat (3):Growth Culture

Emphasize the future, not the past; Emphasize the possibility, not the constraints; Reach customers outside through the employees

inside; Encourage risk taking and discourage political

protecting; Reward collective, not individual, successes, but

maintain clear individual accountabilities and keep heroes visible;

Look for alternatives before seeking closure; Ensure a high level of personal freedom and trust; Encourage debate before consensus.

Model Budaya Korporat (4):Adaptive Culture

Model Budaya Korporat (5):Questioning Culture

Be a Model: Lead by example; constantly search for new opportunities; ask lots of “Why?” and “What if?” questions.

Improve: Establish a mentality that everything can and should be improved and encourage people to ask “How?” questions.

Do differently: Encourage people to challenge assumptions; run “The Best Question” contests.

Re-assess: Assign teams to reassess past decisions periodically: Are they still effective in a changing environment?

Educate: Train people to ask effective open-ended searching questions; promote coaching by questioning.

Model Budaya Korporat (6.1):Continues Improvement Culture

Model Budaya Korporat (6.2):Continues Improvement Culture

Quick & Easy Kaizen:

The employee identifies a problem, waste, or an opportunity for improvement and writes it down.

The employee develops an improvement idea and discusses it with his/her supervisor.

The supervisor reviews the idea within 24 hours and encourages immediate action.

The employee implements the idea. If a larger improvement idea is approved, the employee should take leadership to implement the idea.

The idea is written up on a simple form in less than three minutes.

Supervisor posts the form to share with and stimulate others and recognizes the accomplishment.

Model Budaya Korporat (7):Innovation Culture

Model Budaya Korporat (8.1):Quality Culture

Main Differences between TQM

Japan: deals with quality of people customer-oriented upstream process-oriented, aimed at improving  the total performance company-wide, everybody's responsibility

The West: deals with quality of products manufacturer-oriented downstream product-oriented, aimed at detecting and eliminating defective

parts responsibility of quality control managers

Model Budaya Korporat (8.2):Quality Culture

Areas Targeted by TQM in Japan

Management Education and training Organizational / systems development Cross-functional management Policy deployment Quality deployment

Supply, Production, and Selling Chain Supply management Meeting production quotas Meeting delivery schedules Marketing Sales Services

Product Quality Improvement Quality Assurance New Product

development

Improvements in the Workplace Cost reduction Safety Productivity

improvement

Model Budaya Korporat (9.1):Coaching Culture

Coaching Org >< Learning Org

A Learning Organization focuses on knowledge management.

A Coaching Organization goes beyond knowledge management. It is also less about WHAT is to be achieved, it's more about HOW to achieve it: how to unlock inner power - creative, emotional, entrepreneurial - of people within the organization and make them relentless innovators, self-leaders, and team-workers.

Model Budaya Korporat (9.2):Coaching Culture

Strategic Environment: Tempat bekerjanya CC

Semoga Bermanfaat …

Special Thanks to Vadim Kotelnikov for providing astonishing online materials at http://www.1000ventures.com

Terima kasih!