Transformation

Prof. Rhenald Kasali, PhD 2010

Cracking Zone
Entrepreneurship Power
Behavior Zone 50,7 million Informal/microenterprises New Era of C-Generation US$ 3000 Income/Cap (End of 2010)

Spending Power

180 million Mobile Phone (50% Smart Phone)

Freemium Effect (Free of Charge with premium quality)

New Generation Power

Social Net. Power

Competition Power

When Income/Capita US$ 3000

Generasi Muda Indonesia

180 Juta Ponsel, 50% diantaranya Smart Phone (Socialnet Power)

Tukang Somay Lebay

Guru Be-Go

Freemium Strategy:
LCC (Low Cost Company) Price Leadership

Ingin Berubah?
Mustahil mendapat hasil berbeda dari tindakan yang

sama berulang-ulang
Hasilnya ya sama saja!

Bank-Bank Lain Juga Berubah

Apa Yang Mereka Ubah?

Cat

Cheetah

Cute, Pet Feed Slow, No Threats Fat Cooperation

Wild Hungry, Eager Fast, Fights Lean Compete

Why Do We Need To Change

A
Transformasi Kurva Kedua Turnaround

B1

SUKSES

WAKTU

Paradox Of Change:

Berubah atau Diubah

Crackership

Diperlukan Crackership
Cracker
Merubah Wajah Industri
(Membongkar Rule of the game)

Leader

Merubah Keteraturan
(Tanpa Syarat)

Manager

Menciptakan Keteraturan
(Memelihara sistem)

Karyawan

Meng-ganduli

Example of Crackers
Hasnul Suhaimi (XL) Priyono Sugiharto (Astra International)

Ibnu Soetowo (Pertamina)

Cacuk EX-Indosat (Telkom )

Sostrodjojo (Teh Botol Sosro)

Emirsyah Satar (Garuda Indonesia)

Agus Ruswendi (Bank BJB)

Vaughn Beals (Harley Davidson)

Sam Walton ( Wall Mart) Herb Kelleher (Southwest)

Case: Garuda Indonesia

Don't know much about the airline,

beyond knowing friends and family who tell me they will never fly this airline because it has a terrible safety record,

Have not written about this airline but on a personal level, flew with Garuda twice to Denpasar. While price-wise, it was the best

deal at that time, service could have been better. They ran out of blankets, it was hard to get the stewardess attention and last minute changes were made to the departure gate but little effort was made to relay this to passengers

My perception of Garuda isnt a positive one. The ban from EU remains in effect and it isnt clear understand it will retrofit its A330s but this is just cosmetics, in my opinion. The company says it plans to do an IPO but weve heard this many times and few investors (if any) are interested in Garuda. The arrival of the 8737-800s in 2009 should help improve frequencies and possibly reduce costs but is this nothing to shout about Financial Analyst Singapore

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Case Garuda Indonesia

Revenue Growth (%) 2009

Air Asia

Jet Garuda Airways

Korean Air

Cathay Pacific

Virgin Blue

Asiana

Air China

Malaysia Air Airlines New Zealand

EBITDA Margin(%) 2009

Air Asia

Garuda

SQ

Qantas

Air Malaysia New Zealand Airlines

Air China

Asiana

Virgin Blue

Jet Airways

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Passanger Load Factor (%) 2009

Air New Zealand

Qantas Airways

Virgin Blue

Eva Air

Cathay Pacific

China Airlines

SQ

Garuda

Air China

Thai Airways

But, Perubahan Tidak Bersifat Linear

Centralized ZZZZ
Formal

D C B A Informal Decentralized

Perubahan Linear

Perubahan Baik

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Atau Vicious Cycle

Centralized
Formal

Decentralized

Informal

Kembali ke titik Nol?

Ketika Garuda Menyatukan Sistem Operasi

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Case: XL

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RPM *) (US ) Tarif Per Menit

Kondisi 2002-2006
Catatan: RPM = Revenue per Minute atau Tarif per menit; MoU/sub/mth = Minutes of Use per Subscriber per month Sumber: XL-Axiata

40
2002

30

20

Indonesia Taiwan Singapore Thailand India

2006

10

0 0 100 200 300 400 500

Total MoU/sub/mth (Waktu percakapan per pelanggan per bulan)

Relative Position The Three Largest Mobile Operator

Operator
Telkomsel Indosat XL

# Customers Q2 (2006)
29,3 M(56,8%) 13,9 M(26,9%) 8,4 M(16,3 %)

Total

51,6 M(100%)

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Problems
City Operator HR Inward Looking, No Alignment Price Myth of Premium Charge Research They Want Low Price Teamwork Working in Silos

Objective: To be No. 2

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Business Model
Low Price Hi Volume Hi Frequency Low Cost Lean & Simple

Revenue Growth(%) 2006-2009

115

47 23 22

XL

Telkomsel

Indosat

Telkom

Sumber: Company Annual Report masing-masing operator, 2006-2009

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EBIT Growth (%) 2006-2009

136

15

EBITDA Growth (%) 2006-2009

142

3
Indosat

11
Telkom

XL

Telkomsel

Sumber: Company Annual Report masing-masing operator, 2006-2009

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XL Telkomsel

20
Indosat

18
Telkom

Sumber: Company Annual Report masing-masing operator, 2006-2009

Jumlah Menara BTS Masing-masing Operator

Tahun Operator Telkomsel Indosat XL 9895 5702 4324 16057 7221 7260 20858 10760 11157 26872 13662 16729 30992 16353 19349 2005 2006 2007 2008 2009

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Organization & People

FEL (Fast, Eager, Lean)

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Organization Model
(Tembok Yang Kuat)
Pemegang Saham & Pemangku Kepentingan

Titik Kepercayaan

Crackers Position: CEO dan Komisaris Utama

Direksi & Manajer-Karyawan

Level of Leadership
Loyal

Level 5 Respect

Personhood

Respek, Guru, Spiritual Level 4 People Development (Reproduction) Menumbuhkan pribadi-pribadi menjadi pemimpin

Admires

Level 3

Production (Results)

Memimpin dengan hasil/kinerja Foundation: Love

Level 2

Permission (Relationship)

Memimpin dengan hati, meaningful relationship

(Memimpin dengan perhatian dan sentuhan)

Level 1

Posisi (Anda jadi bos karena SK)

Bawahan bekerja karena diharuskan, diawasi (Anda memimpin dengan otoritas)

Loyalitas & Influence

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Luck is Somewhere when opportunity meets preparation.

Seneca
Roman dramatist, philosopher, & politician (5 BC - 65 AD)

Lakukan Change

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1. Melihat Bergerak Selesaikan

Melihat

Bergerak

Menyelesaikan

Gagal Melihat

Gagal Bergerak

Gagal Menyelesaikan

2. Transformasi Bisnis Proses

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3. Transformasi Budaya

Cat

Cheetah

4. Myelin-Based
Melihat

Myelin

Myelin

Selesaikan

Bergerak

Myelin

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Myelin

Myelin

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Brain Memory (lokomotif di kepala)

Brain & Myelin (lokomotif di setiap titik)

VS.
KA Jabotebek KA Shinkansen

5. Syarat Perubahan
Change = f(VxOxSxIxRxA1xA2)

Vision Open M ind Skills Incentives Resources Alignment Action Plans

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Vision Open M ind Skills Incentives Resources Alignment Action Plans

Vision Open M ind Skills Incentives Resources Alignment Action Plans

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Vision Open M ind Skills Incentives Resources Alignment Action Plans

Vision Open M ind Skills Incentives Resources Alignment Action Plans

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Vision Open M ind Skills Incentives Resources Alignment Action Plans

Vision Open M ind Skills Incentives Resources Alignment Action Plans

Arogan & Tidak Efisien

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Vision Open M ind Skills Incentives Resources Alignment Action Plans

Terima Kasih

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