An Act of Visionary & Transformational
Leadership
Presented by:
Dr. Romeo Rissal Pandjialam
General Lecture at the Master’s Program,
Economics Department
Universitas Andalas Padang
20 November 2010
Business Strategy…. Kopi Panggang
Romeo Rissal Pandjialam – March 2007
2
Business Strategy . . . . A Simple way
Business strategy is the foundation of successful business.
But there are, of course, different types of business strategy.
The best business strategies must steer a course between the
inevitable internal pressure for business continuity and the
demands of a rapidly changing world for revolutionary
business strategies.
But what is business strategy? Andrew Grove makes a clear
distinction between strategic action and strategic plans. He
Edward de Bono believes that business strategy models should not: just be
statements of intent; come across like a political speech;
have concrete meaning only to management; concern
themselves with events far in the future or have little
relevance to today.
Try this simple exercise: take a piece paper and at the bottom,
write a brief account of where the business is now. Then at
the top, write where you want the business to be in ‘x’ amount
Robert Heller
of years (you decide the period). Next, in between the two
write what you need to do and when you to do it to get from
the bottom of the page to the top. This kind of rough business
development strategy shouldn’t take more
than an hour.
Romeo Rissal Pandjialam – March 2007
3
DR.Romeo Rissal
Email: rrissal@bi.go.id
Visionary & Transformational Leader Vs.
BUSINESS STRATEGY
Growth
To be
a Leader
Some
companies
Most
Companies
Survival
Current
Position
Romeo Rissal Pandjialam – March 2007
4
An Act of Visionary &
Transformational
Leadership
Visionary &
Transformational
MINDS
Clear Objectives
TO BE A LEADER
Business
Strategies
Strategic Change
Programs
Consistent &
Measured
Implementation
Leader
•“Leaders are pioneers. They are people
who venture into unexplored territory. They
guide us to new and often unfamiliar
destinations. People who take the lead are
the foot soldiers in the campaigns for
change……..move us forward. Leaders get
going some place”
•(Kouzes and Posner, The Leadership Challenge: How to Get
Extraordinary Things Done in Organizations, 1987)
venture into unexplored territory….
 LEADERSHIP IS A CHOICE:
– Laizes faire VS something meaningful
– Once you make a choice, bear in mind that
you have to pursue it with all its logical
consequences:
• Inherent risks in any venture
• More energy and dedication
• Etc
Good is the Enemy of
Great
“That good is the enemy of great is not just
a business problem. It is a human problem.
If we have cracked the code on the question
of the good to great, we should have
something of value to any type of
organization. Good schools might become
great schools.”
Jim Collins
RELUCTANT TO
Good to Great, page
CHANGE
16
There is no more powerful
engine driving an organization
toward excellence and long
range success than an
attractive, and achievable
vision of the future, widely
shared
Burt Nanus, Visionary Leadership. San Francisco,
Jossey_Bass Publishers, 1992
Romeo Rissal Pandjialam – March 2007
9
CONTOH-CONTOH
IMPLEMENTASI
BUSINESS STRATEGY
Transformational Leader
Craig Barrett: 1998-2003
CHANGE FROM
“being the preeminent supplier to the computing
industry worldwide”
TO
“being the preeminent supplier to the worldwide
Internet economy”
With a transformational process:
(1) Client platforms, (2) Server platforms, (3) Cellular and
Wireless, and (4) Communications and networking
Core competence: chip design & manufacture
An Act of Transformational
Leadership
Pre-386
Post-386
Dell
Licensee
Compaq
Licensee
Intel
Licensee
…
IBM
Intel
IBM
NEC
…
One-NASA
Academy of Program/Project
Leadership – Blended Learning Process
LEARNING
Serve as a
Everything is MEASURED clearinghouse
of
in terms of COMPETENCIES world-class
expertise
And RESULTS!
The APPL Blended Learning
Process allows NASA project
practitioners and teams to
request and acquire
professional development
products and services
according to their:
• Level of Knowledge
• Phase in the Project
• Amount of Time to Commit
Communication
and transfer of
knowledge
Performance
Enhancement
Knowledge
Sharing
Applied
Research
Create opportunities for
project management
collaboration through
research and exchange
Career
Development
Develop Project
Leadership
Maturity
Romeo Rissal Pandjialam – March 2007
CORPORATE PLAN 2000
BANK NAGARI
Dokumen konfidensil untuk kalangan sendiri
Dipresentasikan oleh
DR. Romeo Rissal Pandjialam
Dalam Pertemuan Pemilik BPD Sumbar
Di Kantor Menaker Abdul Latief
JAKARTA
Lihat Contoh
Jakarta, 12 Maret 1996
BUSINESS PLAN 1999
BTPN
Dokumen konfidensil untuk kalangan sendiri
Dipresentasikan oleh
DR. Romeo Rissal Pandjialam
Pertemuan dg Komisaris dan Direksi BTPN
Bandung, 18 November 1995
Romeo Rissal Pandjialam – March 2007
14
DR.Romeo Rissal
Email:
rrissal@bi.go.id
Mission
Mencapai dan
memelihara kestabilan
rupiah/inflasi melalui
pemeliharaan
kestabilan moneter dan
pengembangan
stabilitas sistem
keuangan untuk
pembangunan jangka
panjang Negara
Indonesia yang
berkesinambungan
Values
•
•
•
•
•
Kompetensi
Kebersamaan
Integritas
Akuntabilitas
Transparansi
STRATEGIC
DIRECTION
Vision
Menjadi
bank sentral
yang dapat dipercaya
secara nasional maupun
internasional
melalui
penguatan nilai-nilai yang
dimiliki serta pencapaian
inflasi yang rendah dan
stabil
K–I–T–A–
Kompak
Strategic
Objectives
1. Mencapai kestabilan harga
2. Memajukan sistem perbankan
yang andal dan efektif
3. Menjamin terciptanya sistem
pembayaran yang aman dan
efisien
4. Meraih citra positif yang kuat
baik secara nasional maupun
internasional
5. Meningkatkan koordinasi dan
networking
dengan
stakeholders
6. Menjadi
organisasi
yang
berbasis pengetahuan
7. Mengembangkan satuan kerja
yang
efektif
dan
berkompetensi tinggi
Implementation Strategy
BI TRANSFORMATION PROGRAM (launched in 2001):
Begin With The Foundation
IMPLEMENTOR
Strategic
Objectives
IT Function
Begin
2. Blueprint
Mon. policy
formulation
HR
Function
P,B
&
PM
New Directions and Processes
Phase I
Banking
IMU
IT
Phase II, ect
Monetary
Execution
Currency
Circulation
Regional &
Rep
Offices
Logistic
mgt
CORPORATE CULTURE
Continue
DR.Romeo Rissal
Result Highlights………
I. ALREADY IMPLEMENTED
1.
Strategic Direction
2.
New HRM System
3.
SPAMK (Balance score card)
4.
Financial System Study
5.
Culture Change Program
6.
Information Management
7.
IT Architecture and Strategy
8.
Logistic Management
9.
Mon. Research and Pol. Form.
10.
Internal Management System
11.
Bank Supervision T. and C.
12.
OJK Contingency Plan
13.
Research function of KBI
14.
Single point of accountability
II In implementation preparation
1.
HL Organization Structure?
2.
Risk Management ??
3.
EDMS ???
Email:
rrissal@bi.go.id
• More delegation to line managers
• Consultant-client realtions
IT road map
E- Auction
Code of conduct
• Asset & Liab report
• Absolutely No:
Blanket Contract  disguised payment
 gifts, vouchers etc
Regional Economic Analysis
Board system
DR.Romeo Rissal
Email:
rrissal@bi.go.id
External Feedback 2001
Strongly
Deficient
Topic
Satisfactory
Strongly
Performing
Values &
Culture
STAKEHOLDERS’ SURVEY
DEC. 2004
Respondents
Economic
Research &
Monetary Policy
Banking Policy &
Supervision
4.26
Judiciaries
4.24
Bankers
Payments Policy
& Systems
Executives
4.08
Currency
Distribution
Academician
4.05
Internal
Mgmt
Functions
Business
Government
4.04
Public
Mass Media
BEFORE
AFTER
3.98
3.95
3.89
Culture Change Award: BI Medan
Jadi Yang Terbaik 2007
Prof. DR. Miranda S. Goeltom
DGS
mengucapkan selamat
Romeo Rissal Pandjialam – March 2007
19
Bank Sumut 2007..... Memacu
Kegemilangan
800,000
9,000,000
600,000
8,000,000
7,000,000
400,000
6,000,000
5,000,000
200,000
4,000,000
3,000,000
Des'04 Des'05 Mar'06 Jun'06 Sep'06 Des'06 Des'07
(200,000)
Modal Inti
2,000,000
1,000,000
-
PERKEMBANGAN ASET, KREDIT DAN
DPK
Des'04
Des'05
Mar'06Rata-rata
Jun'06 Aset
Sep'06
Des'06
Des'07
2007 - 2011
BANK REGIONAL TANGGUH
1.
2.
Pertanian, Peternakan, Perikanan
Perdagangan .. Bank Pendamping Pedagang
BANK SHARIAH TERKUAT DI SUMUT
Romeo Rissal Pandjialam – March 2007
20
Presentasi kepada Gubernur
Sumbar
Motor Ekonomi
Daerah
Pelayanan
masyarakat
Ketahanan
Kelembagaan
Baca presentasi KBI Padang
Kepada Gubrnur Sumbar
14 Nov 2010
Romeo Rissal Pandjialam – March 2007
21
Jumlah Bank dan Kantor Bank di Sumbar
Bank Konvensional
Bank
Perkreditan
Rakyat
232
103
Jumlah Kantor
Jumlah Bank
310
Bank Umum
19
0
100
200
300
400
Bank Syariah
Bank
Perkreditan
Rakyat
19
6
Jumlah Kantor
3
Unit Usaha
Syariah
Jumlah Bank
0
29
Bank Umum
6
0
5
10
15
20
25
30
22 35
Perkembangan Aset Perbankan
Bank Umum
Syariah
1.6
BPR
1.1
Aset bank umum syariah
baru 5,6% dari total aset
bank umum
Bank Umum
28.2
0
10
20
Aset BPR hanya 3,9%
dari total aset bank
umum
30
Triliun Rupiah
*Data per triwulan III-2010
23
Penghimpunan
Dana Masyarakat
(DPK)
Giro
8.51%
Deposito
41.31%
Bank
Umum
Syariah
1.1
BPR
0.7
Deposito
43.2%
Tabungan
56.8%
Tabungan
50.18%
DPK BU Syariah &
BPR masih rendah
Bank
Umum
17.9
0
5
10
Triliun Rupiah
15
20
BU Syariah & BPR
terjebak dana mahal:
Porsi deposito tinggi
(biaya bunga/bagi
hasil tinggi)
24
Kredit/Pembiayaan
Bank
Umum
Syariah
Modal
Kerja
42.18%
Konsumsi
46.65%
1.7
BPR
Kredit
Konsumsi
24.51%
0.8
Bank
Umum
Kredit
Investasi
10.26%
Investasi
11.17%
20.4
0
5
10
15
20
25
Triliun Rupiah
BU & BU Syariah terjebak kredit
konsumsi
Komitmen BPR di kredit produktif lebih
tinggi Tapi penyaluran masih kecil
Kredit Modal
Kerja
65.23%
Kredit
Konsumsi
46.36%
Kredit
Investasi
19.46%
Kredit
Modal
Kerja
34.18%
25
Akhir Presentasi
Terima Kasih
Romeo Rissal Pandjialam – March 2007
26