CURRICULUM VITAE

DATA PRIBADI
Nama : dr.ADIB ABDULLAH YAHYA,MARS
Pangkat : Brigjen TNI (Purn)
Tempat/tanggal lahir : Magelang,16 Februari 1949
Jabatan : DIREKTUR UTAMA RUMAH SAKIT MMC
Agama : Islam
ALAMAT : Jl. Punai H-24,Kel.Tengah,Jakarta Timur – 13540
Telp : (021)8404580
Fax : (021) 8408047
HP : 08161803497
E-MAIL : adibabdullahyahya@yahoo.com

PENDIDIKAN UMUM
SMA Negeri Magelang 1966
S1 : Fakultas Kedokteran Universitas Gajah Mada (UGM),
Yogyakarta, 1973
S2 : Fakultas Kesehatan Masyarakat, Universitas Indonesia (UI), Jakarta,
Program Kajian Administrasi Rumah Sakit ( KARS )

PENDIDIKAN MILITER
Sekolah Staf dan Komando TNI Angkatan Darat (SESKOAD), 1987/1988

PELATIHAN
Combined Humanitarian Assistance Response Training, oleh Singapore Armed Forces (SAF), Singapura, 2000
Health as a Bridge for Peace Workshop, oleh World Health Organization (WHO), Yogyakarta, 2000

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PENGALAMAN JABATAN
Komandan Detasemen Kesehatan Pasukan Pengamanan Presiden (Paspampres), 1987-1991
Kepala Rumah Sakit “Muhammad Ridwan Meuraksa”, Jakarta, 1992
Kepala Kesehatan Daerah Militer (Kakesdam) Jaya, Jakarta, 1993
Komandan Pusat Pendidikan Kesehatan TNI – AD,1995 – 1999
Wakil Kepala Pusat Kesehatan TNI, 1999 – 2000
Kepala RSPAD Gatot Soebroto, 2000 – 2002
Dekan Fakultas Kedokteran UPN, Jakarta, 2000 – 2002
Wakil Ketua Tim Dokter Kepresidenan RI, 2000 – 2002
Direktur Kesehatan TNI Angkatan Darat (Dirkesad), 2002-2004
Wakil Ketua Tim Pemeriksaan kesehatan untuk calon Presiden dan calon Wakil Presiden RI Th.2004
DOSEN Pasca Sarjana FKM UI, Kajian Administrasi Rumah Sakit (KARS)
DOSEN Pasca Sarjana ,Prodi Biomedical Engineering, UI
DOSEN Pasca Sarjana,UEU, Prodi Magister Administrasi Rumah Sakit
DIREKTUR UTAMA RUMAH SAKIT MMC

ORGANISASI
Ketua Ikatan Rumah Sakit Jakarta Metropolitan (IRSJAM), 2000-2003
Ketua Umum Perhimpunan Rumah Sakit Seluruh Indonesia ( PERSI), 2003-2009
PRESIDENT OF ASIAN HOSPITAL FEDERATION ( AHF ) 2009 – 2011
Anggota Komnas FBPI.
Surveyor KARS
Ketua Umum PERMAPKIN
Ketua Komtap Bidang Kebijakan Kesehatan KADIN Indonesia
Angggota TNP2K.
Dewan Penyantun Perhimpunan Rumah Sakit Seluruh Indonesia ( PERSI)
Dewan Pakar IDI
Anggota Majelis Kehormatan Etik Kedokteran (MKEK) IDI Pusat
Tim Konsultan Institut Manajemen Risiko Klinis ( IMRK )
Anggota KNKPRS
Koordinator Bidang 1 : KAJIAN KESELAMATAN PASIEN, IKPRS- PERSI
Instruktur HOPE ( Hospital Preparedness for Emergencies and Disasters)
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ENTREPREUNERIAL LEADERSHIP
SEBAGAI ALAT UNTUK MENCAPAI
HOSPITAL PREUNERSHIP

Dr. ADIB A YAHYA, MARS

DEWAN PENYANTUN PERSI

PARIPURNA-3:
“ MENCAPAI KEUNGGULAN BERSAING DALAM ERA PERSAINGAN GLOBAL“
SEMINAR NASIONAL XV, SEMINAR TAHUNAN XI PATIENT SAFETY,
HOSPITAL EXPO XXX
JAKARTA CONVENTION CENTER,18 – 21 OKTOBER 2017
 Entrepreneurship definition

The term entrepreneurship has been used for centuries,

there is no single definition.
Timmons, who defines entrepreneurship as the
…ability to create and build something from practically nothing.
It is initiating, doing, achieving, and building an enterprise or
organization, rather than just watching, analyzing or
describing one.
It is the knack for sensing an opportunity where others
see chaos, contradiction and confusion. …
It is the willingness to take calculated risks, both personal
and financial – and then do everything possible to get the
odds in your favour.
(1989).
 the entrepreneurial process

Five scenarios in which entrepreneurial innovation could occur:

(1) the introduction of a new good, or of a new quality of good,

(2) the introduction of a new method of production,
(3) the opening of a new market
(4) the conquest of a new source of supply of raw materials
and
(5) the carrying about of new organization in any industry

(economist Schumpeter 1936).

 Entrepreneurship
in
Health Care Organizations
 Applying Entrepreneurship to
Health Care Organizations

The health care environment is extremely turbulent,

competitive, and complex.
With managed care rapidly dominating the health care
delivery, strategies to cut costs and improve quality and
access are imperative to organizational survival.
Faced with financial pressures, health care organizations
are emulating market strategies and behaving more like
for-profit businesses.
Entrepreneurship has been thriving in other industries and
should also be used in health care to bring about growth.
Entrepreneurship can and should occur in health care
organizations, especially since all health care organizations
face similar resource scarcity and financial complexities.
 Roles of managers in the entrepreneurship
Managerial Traits, Behaviors, and Roles that
Foster Entrepreneurship
Entrepreneurship can be characterized by the individuals who are responsible
for new ideas, fundamental change, and risk taking to bring about organizational
success (Bull and Willard 1995; Kuratko and Hodgetts 1998).
Entrepreneurship activities originate from individuals whose traits, skills,
behaviors, and background are crucial for entrepreneurial activity development.
Entrepreneurs are persons who perceive opportunities and assume the risks of
planning and creating various means to pursue them.
Common characteristics of successful entrepreneurs were identified by as :
(1) passionately seeking new opportunities,
(2) pursuing opportunities with enormous discipline,
(3) pursuing only the best opportunities by linking choice of options with strategy,
(4) focusing on adaptive executive, and
(5) engaging the energies of everyone in their domain.

Chell, Haworth, and Brearley (1991) describe traits of entrepreneurs as

self-confidence, risk taking, flexibility, strong desire to achieve, and independence
Entrepreneurial activities depend on the level of management
responsibility.
Managers who are the decision-makers in the organizations
must be prepared to react to changes in a flexible and positive
manner.
In current times of uncertainty, complexity, and resource
scarcity, health care organizations rely on their managers to
redefine their roles to enable their organizations to gain the
competitive edge.
The use of process-based managerial entrepreneurship (Moon
1999) refers to the improvements in administrative procedures,
intraorganizational communications, and interorganizational
interactions
Entrepreneurial Leadership
 Premise

Entrepreneurial leadership will

accelerate achievement of
organizational goals, enhance
organizational performance
 What do each of these successful
entrepreneurial leaders have in common?

Entrepreneurial leadership starts with

having an entrepreneurial mindset.
 Entrepreneurial Mindset
Leading like an entrepreneur requires:
– Internal locus of control
– Tolerance for ambiguity
– Willingness to hire people smarter than oneself
– Consistent drive to create, build or change things
– Passion for an opportunity
– Sense of urgency
– Perseverance
– Resilience
– Optimism
– Sense of humor about oneself
 Transformational vs. Entrepreneurial
Leadership
Transformational:
– Bring about a change in existing order
Change is the key

Entrepreneurial:
– Bring about a new order
Create something which did not exist before
– New learning is always involved
Destroy, disrupt, reinvent
 Corporate Entrepreneurial Leadership
Behaviors
Overcomes Devotes time to help
bureaucracy others
Displays enthusiasm Supports others’ good
Changes course ideas
quickly when needed Moves boldly ahead
Encourages others’ with new ideas
initiatives Futuristic vision
Inspires others to Rallies others efforts
pursue own ideas to meet challenges
 Case Study Results

Achieved:
Increased customer satisfaction
Improved operating profit margins
Higher employee satisfaction
– Particularly among those implementing the
behaviors
 Leadership Success:
Measuring Self Performance
Leadership requires competency in three
overall areas:
– Statesmanship:
Ability to work with and through other people
– Entrepreneurship:
Ability to achieve results, regardless of obstacles
– Innovation:
Ability to generate new and usable ideas
 Statesmanship

Ability to work with and through other people

Rx:
– Let people know where they stand
– Give credit where due
– Tell people as soon as possible about
changes that will effect them
– Make the best use of each person’s ability
 Entrepreneurship

Ability to achieve results, regardless of obstacles

You know you’re an entrepreneur when:

– You’re one of the top producers of results
– Most jobs you have worked on have resulted in significant
contributions
– You will gamble on good odds anytime
– You plan work and hold performance to schedule
– If you want something done, you find a way to get it done.
 Innovation

Ability to generate new and usable ideas

Keep an open mind
Have a questioning attitude
Use a new-ideas system
– Ask six simple questions:
I keep six honest serving men;
They taught me all I knew;
Their names are What and Where and When,
And How and Why and Who.
Rudyard Kipling

– Answers to six simple questions, applied creatively, usually identify

the solutions to most challenges
 Governpreneurship
Establishing a Thriving Entrepreneurial Spirit
in Government

Robert D. Hisrich Thunderbird

School of Global Management,
USA
Amr Al-Dabbagh Group, Saudi
Arabia
Public sector entrepreneurship is an individual or group
of individuals undertaking activities to initiate change by
adapting, innovating and assuming risk, and recognizing
that personal goals and objectives are less important
than generating results for the organization.
 Differences between public and private sector entrepreneurship
Public Sector Entrepreneurship Private (Independent) Entrepreneurship
Objectives Greater diversity and multiplicity of objectives; More clearly defined goals and objectives;
greater conflict among Objectives Greater consistency among objectives

Less decision making autonomy and flexibility; more Greater degree of flexibility and autonomy in the
Decision constraint decision making process;
making on procedures and operations; more participative and independent in their
subject to public scrutiny; major decisions have to be decision making
Transparent

Authority More authoritarian; more centralized or centrally controlled More democratic; more decentralized

Risk/Rewards Risk and reward trade- off s favor avoiding mistakes; lower Identifies risk factors and aims to minimize them;
financial incentives; does not share enterprise’s profits calculated risk taker; invest personal capital in the
business; higher financial incentives; profitability is
fundamental to generate income

Motivation Lower commitment and job satisfaction Greater level of commitment and job satisfaction

Funding and Not constrained by narrow profit; easier to obtain funding Can be constrained by narrow profit; more difficult
Profit for risky projects; easier to raise capital; does not have a to access and obtain funding for risky projects;
`profit motive, instead they are guided by political and difficult to raise capital; profit oriented
social objectives

Restrictions Restrictions on growth and power that face the private Can be restrictions on the growth and power of the
sector are not applicable to the public sector Enterprise

Independence Obtains independence by overcoming dependencies Obtains independence by avoiding or minimizing

dependencies

Source: Adopted from Kearney, C., R. D. Hisrich and F. Roche (2007) Facilitating public sector corporate entrepreneurship process: a conceptual model.
Journal of Enterprising Culture, 15 (3), 275–279.
 CHARACTERISTICS OF A GOVERNMENT ENTREPRENEUR

Morris and Jones (1999, pp. 80 – 85) describe the successful government entrepreneur in
seven dimensions:
1. Primary motive: power motivated and achievement motivated ; may think in grandiose
terms ; not constrained by profit motive.
2. Time orientation: end goals of 10 – 15 years ; begins with impressive short- term
success, then implements long- term plan as series of short term programs.
3. Skills: strong political skills ; able to develop power sources beyond those formally
assigned ; adept at using public relations and the media to advantage.
4. Attitude toward system: tends to redesign or restructure the system to accomplish his /
her own ends.
5. Focus: learns to co- opt or use external forces to accomplish internal change ; builds
constituencies of support among politicians, unions, the private sector, the media and the
community.
6. Risks and failure: calculated risk- taker ; takes big organizational risks without taking big
personal risks by managing the process by which risky decisions are made ; tends to
deviate from rules only slightly at first, then progressively more ; since failure is harder to
define, will manage events to promote positive outcomes.
7. Courage and destiny: self- confident, optimistic, bold ; high tolerance for ambiguity ;
uses ambiguity as a source of managerial discretion
 PUBLIC SECTOR TRANSFORMATION
TOWARDS ENTREPRENEURSHIP

The following are several ways a public sector organization

can transform itself into a more entrepreneurial organization:

- Competitive strategy
- Structure / formalization
- Goals and objectives
- Constituency orientation
- Budget / spending
- Long-term orientation
- Partnership agreement
 Developing entrepreneurial behavior in the government
Opportunity Identification Organizational Competencies
● Active ● Active search for dynamism
● Time Frame ● Long term orientation
● Key Focus ● Structural and cultural changes for entrepreneurial success

Individual Competencies
● Active drive and motivation
● Future orientation
● Transformation from past behavior

Opportunity Facilitation Organizational Competencies

● Structure ● Concise, defined structural change
● Human Resources ● Effective human resource policies for change, recruitment, motivation,
● Leadership training and development
● Environmental scanning

Individual Competencies
● Adaptation to embrace change
● Excelled drive and motivation
● Moderate level of risking taking with the focus on innovative opportunities
to do better
Opportunity Desire and Motivation Organizational Competencies
● Motivation and Desire to Change ● Drive to change
● Drive to Achieve ● Long term strategy to change
● Intrinsic and Extrinsic Motivation ● Focused and goal orientated

Individual Competencies
● Individual desire to change
● Overcome past concerns
● Focused and motivated to achieve

Source: Morris, Michael H. and Foard F. Jones (1999), ‘Entrepreneurship in established organizations: the case of the public sector’, Entrepreneurship Theory and Practice, 24 (1), 71–90.
 Entrepreneurship in the public sector

The pillars of public sector Entrepreneurship

 BARRIERS TO PUBLIC SECTOR INNOVATIONS

A number of key barriers to innovation that are particularly prevalent

in the government have been identified by Mulgan and Albury
(2003). These include:

- Delivery pressures and administrative burdens:

- Short - term budgets and planning horizons:
- Poor rewards and incentives to innovate:
- Culture of risk aversion
- Poor skills in active risk or change management:
- Reluctance to close down failing programs or organizations:
- Technologies available but constraining cultural or
organizational arrangements:
The Healthcare Leadership Alliance Competency Model
MODIFIKASI PERMAPKIN
 Everybody will be happy

TERIMAKASIH
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