Critical Thinking
FUTURE Business
Resilience
BUSINESS
Agile Leaders +
Critical Thinking
Revolusi Industri 4.0 :
Technology Disruption→ New Culture
Volatile: Lingkungan bisnis
V yang labil, berubah amat
cepat dan terjadi dalam skala
Disruption U
besar
Uncertain : Sulitnya
memprediksi dengan akurat
Complex: Tantangan
Person
1. Abudance Mind-set
2. Abudance Heart-set
3. Abudance Skill-set
Organization Technology
1. Mesin efisien 1. Mengikuti perkembangan
2. Organisme Kreatif teknologi
3. Arena Sinergi 2. Kolaborasi start up
4. Budaya fleksibel dan 3. Infrastruktur
produktif
Future Digital
Leaders Leaders
PENGEMBANGAN TALENT
PERUBAHAN
Transition Grid
Exploration
Denial
Resistance
Commitment
Transition Grid
Denial Commitment
Past Future
Resistance Exploration
Dealing with Reactions
Exploration
Prioritise/
Training
Denial
Information
Resistance
Listen Commitment
Look Ahead
ELEMEN KUNCI
PERUBAHAN DAN INOVASI
• PEOPLE
• PROCESS
• TECHNOLOGY
………………………………………….
• ENVIRONMENT
INOVASI
• Layak secara teknis
• Layak secara ekonomis
• Sesuai dengan kebutuhan masyaraka
Ketergantungan Pasar
(Tingkat Persaingan)
Business Resilience Map
Turbulensi
Industri
S
R S T
Ketergantungan Pasar
Business Resilience Map
T
Turbulensi
Industri
R
R T
Ketergantungan Pasar
Apa dan Bagaimana seharusnya
seorang pemimpin beraksi?
Tantangan
❑ Perkembangan teknologi
semakin pesat
❑ Stakeholder yang semakin
kritis
❑ Sumberdaya makin terbatas Tuntutan
❑ Perubahan lingkungan kerja
yang dinamis ❑ Memiliki kompetensi yang tinggi
❑ Kebutuhan berinovasi ❑ Memiliki motivasi yang tinggi
❑ Mampu beradaptasi dengan
perubahan
Influence Processes
(proses mempengaruhi)
Transactional Instrumental
Leadership Compliance
Legitimate
Reward
Information
Coercive
Rational
Persuasion
Expert
Personal
Power
Referent
Charisma
Formal Leader Skills
“Passionately Learn and Unlearn is the only way to keep our mindset ready for changes”
Challenges
Productivity = Output / Input
Input = f (Talent x Machine x Materials x Energy)
Talent= f (Tools x Environment x Leadership x Passion x Skills)
“Terlalu banyak eksekutif yang terjebak fokus pada investasi Mesin, Teknologi, dan
efisiensi bahan baku untuk meningkatkan produktifitas, dan masih terlalu sedikit
eksekutif yang tertarik dengan investasi pada pengembangan Manusia”
Knowledge
Implement Develop
Management
Share
Leadership Kepemimpinan Efektif:
Leadership Agility
Agility merupakan Serangkaian karakteristik dan
kemampuan menghadapi perilaku yang mendukung
perubahan dan berinovasi performa individu agar tetap ideal
untuk menjadikan di tengah kondisi industri yang
perubahan sebagai cepat berubah karena
kesempatan (Zhang, 2011) perkembangan tekonologi
(Hogan, 2017)
Leadership Agility Model Competency
Change Mental
Leadership Agility
✓ Comfort with Ambiguity ✓ Manageing Through System
✓ Ambition ✓ Risk Taking
✓ Flexibility ✓ Political Savvy
✓ Visionary ✓ Objectivity
✓ Innovation
✓ Range Perspective with Interest.
Result
✓ Action Orientation
✓ Organization
✓ Performance Focus
✓ Quality Orientation
Perubahan Pola Pikir untuk menjadi Agile Leader
02
Memahami
kebutuhan pemangku
kepentingan
04
Paham prioritas jangka
pendek dan jangka
Panjang
Critical Thinking for
Leadership
Definisi
33
Proses Berfikir Kritis
Proses berpikir
2 .
34
DIBUTUHKAN OLEH:
Intellectual Traits KNOWING ORGANIZATION
The Foundation of Critical Thinking
35
Agile Organization
(Concept, Model & Implementation)
C V
the outcome of your actions?
How well can you predict
Complexity Volatility
Multiple Key Decision
Rate of Change
Factors
A
Ambiguity
U
Uncertainty
Lack of Clarity about Unclear about the
Meaning of an Event Present
Industry5.0
(took 100+ years) Human+Machine
Recombination
(took 2.000+ years) Industry4.0
Post-PC/
Mobile/
(took 150.000+ years) Digital Hasil naik 50x
Industry3.0 Tenaga Kerja turun 90%
Computer &
Internet
Hasil naik 50x
Industry 2.0 Tenaga Kerja turun 90%
Knowledge &
Information Hasil naik 50x
Industry1.0 Tenaga Kerja turun 90%
Industrial
Industry0.0 Revolution Hasil naik 50x
Farming Tenaga Kerja turun 90%
Hasil naik 50x
Hunting & Tenaga Kerja turun 90%
Gathering
Definition
Despite an increasing awareness that organizational agility is a key concept in coping with this competitive pressure, the term “agility”
is nowadays often inflated by many organizations without reasonable seriousness. (Wendler, 2014)
Model
Process
Technology,
Organization
Structure/Model. Structure
Culture
People Culture
Organization Environment
The organization itself cannot be agile, but its employees can be. However, people are not independent from
their environment, and they have to share appropriate skills in order to work under agile conditions and with
suitable technologies
Competitive and Fast-Changing Organization/ Company Responses Competitive Advantage
Environment
Source: Wendler,2014
Implementation
Agility
Prerequisites
Knowledge-Rich Environment
Information
Information
When trust goes down, speed will also go down and costs will go up
Source: Covey,2006
Agility
74%
less stress 40%
less burnout.
Trust
106%
+ Produce
more energy at work 29% more
satisfaction with their
Oxytocin
50% lives
higher productivity
13%
Higher Purpose
76% fewer sick days
more engagement
Source : hbr.org
Organizational
deals with how leaders can generate trust in
Trust different organizations
Source: Covey,2006
Self Trust
Source: Covey,2006
Agility
• Understanding
Millennial Generation
Agility of
People
Culture
- Visi, misi dan nilai yang ada dalam organisasi
- Aturan-aturan formal maupun informal yang ada
dalam organisasi dan biasanya tidak tertuang tetapi
penting
Compliance
- Aturan, kebijakan dan hukum
- Panduan karyawan perusahaan
- Melengkapi data dan formulir karyawan baru
Agility of
Mandatory Training People
Engineering
Manager /
QA Manager
Product Team
Manager (BE/FE/Apps) Engineer
and/or QA (Engineer/Tester)
Associate P M Agile Coach
Designer, Researcher
Structures
Enhancing Agility
Traditional vs Agile
Why do we choose the agile Performance Management System?
Traditional Agile
Source: Wendler,2014
Organization Agility
Assessment Questionnaire
Source: Wendler,2014
TERIMA KASIH