Hendra Kusnoto
Advisor of GCG & Change Management
PT ANTAM Tbk
Presented for Faculty of Psychology UGM
4 th December 2011, Yogyakarta

“God will not change people’s fate if they do not change it themselves”
(Al-Qur’an, Ar-Ra’d: 11) hendra kusnoto 4/10/2020
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(Albert Einstein)
(Plutarch)
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

Two Sides of Change

People Oriented Change

Organizational Change

Managing Resistance to Change

Tools for Change

The Problems of Change

The Best Practice of Change

Antam’ Experience hendra kusnoto
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



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Change:
• Economic
• Politic
• Social
• Technological
Direct impacts
Organization
Indirect impacts
Customers
Suppliers
Business partners
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Discontinuities in the business environment
Old
Confidence and rigidity
Permanence and certainty
Incremental change
Facts and theories
Logic
Boundaries and disciplines
Organization
Attitudes
Personalities and vested interest
Quantity
Getting ahead
Drives
Producer centered
Focus on activity
Conflict and rivalry
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New
Insecurity and openness
Turbulence and uncertainty
Revolutionary change
Values
Intuition
Interest, issues and problems
Adaptation
Feelings
Principles & business philosophy
Quality and post – quality
Achieving balance and harmony
Needs
Customer centered
Focus on output
Cooperation and consensus
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Discontinuities in the business environment
Old New
Command and control
Bureaucracy hierarchy
Absolutes
Simplicity
Two-way communication & sharing
Horizontal relationship
Solutions relative to context
Diversity and relative complexity
One-dimension maximization Multi-dimensional trade – offs
Answer Question
Temporary accommodation Solutions
Sanction
Authority
Departmentalism and procedures
Consent
Encouragement
Business processes
Holistic issues Discrete problems
Uniformed customers
Homogenous customers
Demanding customers
Standard products and services Tailored products and services
Local customers
Diverse customers
International customers
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Discontinuities in the business environment
Old New
Established relationship
Sales
Individuals
The self and the organization
The ‘here and now’
Unsupported
‘Hoarding’ by the few
Single discipline
Diversification
Generalization
Knowledge
Teaching
Specialist teaching institution
Initial qualification
Lifetime practice
Integration and fragmentation
Account management
Teams
The group and the environment
The consequences and the future
Facilitating processes & technology
Empowerment of the many
Multi – disciplinary
Focus
Segmentation
Competence
Learning
Integration of learning & working
Continual updating
Functional mobility
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Discontinuities in the business environment
Old New
Career ladders
Standard employment
Commodity products
Limited competition
Barriers to entry
Cartels and oligopoly
Zero – sum relationship
Independence and dependence
Succession of projects
Various patterns of work
Search for differentiation
Open competition
Diversity of supply
Competition and choice
Positive – sum collaboration
Interdependence & partnership
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
Any organization is facing today’s business challenges:

* Severe competition

* Rapid change in technology, communication and information hendra kusnoto
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 To have competitive supremacy, increasing profits, and maximum control over organization’s destiny it is essential to innovate, learn quickly and respond quickly
 Being aware of the environment and trends outside the organization and working with those within the organization who are keen to make change a strategic approach to required change hendra kusnoto
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
What is Change?


People Oriented Change

Organizational Change

Managing Resistance to Change

Tools for Change

The Problems of Change

The Best Practice of Change

Antam’ Experience hendra kusnoto
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
People Oriented Change: before changing other people, we have to change our self, first!

Organizational Change: changing the strategy, policy, system and procedures for achieving an high performing organization hendra kusnoto
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
What is Change?

Two Sides of Change


Organizational Change

Managing Resistance to Change

Tools for Change

The Problems of Change

The Best Practice of Change

Antam’ Experience hendra kusnoto
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
C
C
C
C
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
Creating hopes
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Adapted from Ackerman (1997)
Developmental of change
• Improvement of existing situation
• Transitional change
Implementation of a known new state
Management of the interim transition state over a controlled period of time
OLD state
Growth
Plateau
Transformational change
• Emergence of a new state, unknown until it takes shape, out of the remains of the old state; time period not easily controlled hendra kusnoto
Birth
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Time
Transition
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NEW state
Re-emergence
Chaos
Death

Creating a New Vision
 Vision is a reality that has not yet come to be
 Vision is not a dream
 Vision reflects a depth and breadth of understanding that enables one to detect patterns or trend, and it guide a leader through the present and into the future
 A vision of the future is more than just a plan or a goal. It a picture of what we want to be in the future
 Leader have a responsibility to transform the vision into reality hendra kusnoto
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A true vision must provide a clear image of desirable future – one that represents an achievable, challenging, and worthwile long – range target toward which people can direct their energies hendra kusnoto
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Values and Beliefs
 Values and beliefs are the critical dimensions in leadership effectiveness because they serve as the basis for direction and action
 A person with vision who cannot articulate beliefs and values and inspire others is a dreamer, not a leader hendra kusnoto
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Values and Beliefs
Tom Peters and Waterman describe the seven basic beliefs shared by the excellent organizations they studies:
 Belief in being the best
 Beliefs in the importance of the details of execution
 Beliefs in the importance of people as individuals
 Beliefs in superior quality and service
 Beliefs that most members of the organization should be innovators
 Beliefs in the importance of informality to enhance communication
 Beliefs and recognition of the importance of economic growth and profits hendra kusnoto
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Values and Beliefs
Ray Kroc, founder of Mc Donald’s, provide a good example of the leader’s role in promoting and protecting values. The stated values of McD are quality, service, value and cleanliness.
Motorola, the first winner of MBQNA is a organization with a strong belief system. Its stated “seven attributes of a quality system”. The attributes are follows:
• Extend leadership and quality commitment form top to bottom
• Communicate to every employee so that each knows that his or her individual contribution helps
• Train every employee and teach them the corporate language hendra kusnoto
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Values and Beliefs
• Establish challenging goals and very high standards
• Recognize success in achieving quality through incentives and other rewards
• Create a participative and cooperative culture throughout the organization and between divisions
• Develop a high quality, creative, receptive, and adaptive work force by developing employees to their fullest potential hendra kusnoto
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So I have to change all the ways that I have done…..
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OLD PARADIGMS
THE BUSINESS Ore-Mining Exploitation
Up-stream industry
THE
OPERATIONS
THE QUALITY
THE PEOPLE
LEADERSHIP
Local and Domestic organization (Mind-set)
Local standards
Good organization
NEW PARADIGMS
Mining-Based Processing
Down-stream industry
Global and International
Operations (Mind-set)
World-class standards
Great Institution
People = Human Capital,
Strategic Assets and
Strategic Partners
Managers are promoted Leadership is earned. You do not need a title to be a leader.
LEADERSHIP
DEVELOPMENT
Transactional Leaders
Effective Managers should be nice and kind.
Survival of the fittest (By
Nature)
Transformational Leaders
Effective Leaders deliver results.
Development of the fittest
(By Nature + Nurture)
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THE CULTURE
OLD PARADIGMS
Strategy and Culture are independent and standing alone
Build Any Culture
NEW PARADIGMS
Culture can drive or drag
Strategy
DEVELOPMENT Training
COST
Build High Performance
Business Culture
Learning
Class Training –
Training is one way &
Training = Costs (Key word: REDUCE!)
Learning can be any where and by any means. The role of
Interventions are key.
Development = Investment
(Key word: MEASURE THE
RETURNS!)
Efficiency Effectiveness (Cost Consciousness is still important)
Bureaucratic Operations Speedy + Agile Operations
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OLD PARADIGMS
EMPLOYMENT Attracting mediocre people
NEW PARADIGMS
Employee of Choice – Ability to attract the best talent
The dullest = the brightest
Employer of Choice – Ability to retain the best people
Life-time employment Life-time employability
KNOWLEDGE Knowledge =
Certification
BUSINESS Business is dirty, the ends justify the means.
Knowledge is the ability to act
Business with ethics.
Business is noble. To improve the quality of life of mankind.
H.C Staffs
Business is complex.
You need sophisticated solutions to play.
Administrators
Business is simple. The business principle uses common sense.
Performance Consultant
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• Leader must possess the discipline, determination, and courage necessary to get the job done. “A unique feature of the human brain is its ability to form mental images of the future and to translate these images into reality though leadership and action”.
• Leaders must possess more than vision and values. They must discipline, energy, determination, zeal, and courage to carry them through the difficult periods and more important, to keep them moving forward during thee good times as well.
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“The road stop here, what got you here, won’t get you there”
Good
Second
Curve
First Curve
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STRATEGIC
TARGETS
Long-Term
Plan
History
Old Paradigms
Industrial Economy
Continuous Improvement
Extrapolation
Projection
Strategic
Scenario
Interpolation
STRATEGIC
INITIATIVES
GAP
BAU
Future Vision
New Paradigms
Knowledge Economy
Innovation and Breakthrough
2003 2008 (2012) 2003 2011
THE ROAD STOPS HERE
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(20XX)

Capacity for change
(resources)
• Capacity here means resources and these are staff time and, where appropriate, money. To implement change you need to identify the resources that will be required before you proceed and make sure these are provided. Often, the cost benefits from implementing energy efficiency measures and waste minimisation programmes can provide the financial resources for an ongoing programme of improvement
It is usually the organisation’s own employees that have the information, intuition, ideas and instincts necessary for implementing change effectively. When given the capability and the opportunity to participate in improvement programmes, it is employees who often can find the greatest cost savings and efficiency improvements
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“We are what we repeatedly do. Excellence then, is not an act, but a habit” – Aristotle
“Energy is equal to desire and purpose” Sheryl Adams
 Having got the other three factors in place (pressure, a clear shared vision and capacity) you now have to implement the planned change.
 Keeping up momentum is what matters here and implementing the PLAN – DO - CHECK – ACT management methodology is essential to maintaining the effectiveness and appropriateness of the change. Good monitoring and analysis of the resulting data is essential.
> Make sure you continue to keep employees informed of progress
38 hendra kusnoto 4/10/2020


What is Change?

Two Sides of Change

People Oriented Change


Managing Resistance to Change

Tools for Change

The Problems of Change

The Best Practice of Change

Antam’ Experience hendra kusnoto
4/10/2020
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* Theory E
Theory E has as its purpose the creation of economic value, often expressed as shareholder value. Its focus on formal structure and systems. It is driven from the top down with extensive help from consultants and financial incentives. Change is planned and programmatic
* Theory O
Theory O has as its purpose the development of the organization’s human capability to implement strategy and to learn from actions taken about the effectiveness of a changes made. Its focus is on the development of a high – commitment culture. Its means consist of high involvement, and consultants and incentives are relied on far less to drive change. Change is emergent, less planned and programmatic
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Theories E and O of Change
Purpose & Means
Purpose
Leadership
Focus
Planning
Motivation
Consultants
Theory E Theory O
Maximize economic value Develop organizational capabilities
Top – down
Structure & systems
Participative
Culture
Programmatic
Incentives lead
Large/knowledge – driven hendra kusnoto 4/10/2020
Emergent
Incentive lag
Small/process driven
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Dimensions
Of Change
Goals
Theory E
Maximize shareholder value
Theory O
Develop organizational capabilities
Leadership
Manage change from the top down
Encourage participation from the bottom up
Focus Emphasize structure and systems
Build up corporate culture, employees’ behavior and attitudes
Experiment and evolve Process Plan and establish programs
Reward System
Use of
Consultants
Motivate through financial incentives
Motivate through commitment – use pay as fair exchange
Consultants analyze problems and shape solutions hendra kusnoto
Consultants support management in shaping their own solutions
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Theory E and O Combined
Explicitly embrace the paradox between economic value and organizational capabilities
Set direction from the top and engage the people below
Focus simultaneously on the hard (structures and systems) and the soft (corporate culture)
Plan for spontaneity
Use incentives to reinforce change but not to drive it
Consultants are expert resources who empower employees
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•
Incremental Change Strategy – taking necessary changes in sequential order
•
Fundamental Change Strategy – the whole organization and its relationship will simultaneously change
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MANAGEMENT
CHANGE
Generate energy, allocate resources, shift paradigms, develop transformation team, develop transformational leaders at all levels
STRATEGY
CHANGE
STRUCTURAL
CHANGE
CULTURAL
CHANGE
Product portofolios, market repositioning, value proposition, competitive advantages, the winning formula, business success model (KPI, strategic initiative)
Realignment and rebuilding of policies, management systems, organization structures, business processes, enabling technology
Cultural assessment, value definition, a set of behaviors, socialization, internalization, externalization (Moments of Truth), reassessment
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CULTURE
 Business Acumen
 A Culture of Excellence
PEOPLE


LEADERSHIP
Results-Based
Transformational
STRATEGY
KPI & Goals
Strategic Initiatives
EXECUTION
Management Disciplines
Reward/Incentives
RESULTS
STRUCTURE & SYSTEMS


Accountability
HUMAN
CAPITAL CHANGE
 Fundamental, Strategic and Comprehensive
 First WHO then WHAT hendra kusnoto 4/10/2020
Relationship
THE SOCIAL
CAPITAL
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The Business Transformation Implementation of
Change Model (Simplified Framework)
TECHNOLOGY CHANGE
BUSINESS
TRANSFORMATION
PROCESS CHANGE
PEOPLECHANGE hendra kusnoto
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1. Anticipate Change
2. Generate
Confidence
3. Initiate action
4. Liberate thinking
5. Evaluate results
1.
Phase One:
FOCUSED
Communicate
Vision, Strategy and commitment
2. Phase two:
Fast Target
3. Phase three :
Build on going capability
Results
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Source : AGILE Change


What is Change?

Two Sides of Change

People Oriented Change

Organizational Change


Tools for Change

The Problems of Change

The Best Practice of Change

Antam’ Experience hendra kusnoto
4/10/2020
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Desired
Condition
RF
RF
DF
DF
Current
Condition
Restraining forces
Driving forces
Before change hendra kusnoto 4/10/2020
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After change

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Postimplementation
Implementation
Successful
Change
Concept and
Design
Business
Need
Awareness Desire Knowledge Ability Reinforcement
Phases of a change for employees
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How a person perceives problems
A person’s view of the current state
Credibility of the sender
Awareness of the need for
Change
Context stability of the reasons for change
Circulation of misinformati on or rumors
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Intrinsic motivator
Nature of the change and
WIIFM
Desire to support and participate in the change
Organizatio nal context and history
Personal situation hendra kusnoto
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A person’s current knowledge base
Access to or existence of required knowledge
Knowledge of how to change
Capability of the person to learn
Resources available to provide education and training
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Psychological blocks
Availability of resources to support skill development
Ability to implement new skills and behaviors
Time available to develop needed skills hendra kusnoto
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Intelectual capability
Physical abilities
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Degree to which reinforcement is meaningful
Accountability systems to reinforce the change
Reinforcements to sustain the change
Association of reinforcement with accomplishment
Absence of negative consequences
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
What is Change?

Two Sides of Change

People Oriented Change

Organizational Change

Managing Resistance to Change


The Problems of Change

The Best Practice of Change

Antam’ Experience hendra kusnoto
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



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Desired state
RESTRAINING
FORCES
DRIVING
FORCES
CURRENT STATE hendra kusnoto
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Kurt Lewin

Legitimacy and
Support:
Comes from authorizing environment
• Mission
• Goals
• Objectives
• Value
Operational
Capacity:
Ability to deliver results hendra kusnoto
Creating Public Value, Mark H. Moore
4/10/2020
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In developing a change strategy, a leader must bring three elements into coherent alignment:
• The change strategy must be substantively valuable in the sense that the organization or the program produces
things of value to overseers, clients, and beneficiaries at
low cost in terms of money and authority. hendra kusnoto
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Creating Public Value, Mark H. Moore
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• It must be legitimate and politically sustainable. The organization or program must be able to continually
attract both authority and money from the political authorizing environment to which it is ultimately accountable hendra kusnoto
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Creating Public Value, Mark H. Moore
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• It must be operationally and administratively feasible in that the authorized, valuable activities can actually be accomplished by the existing organization with help from others who can be induced to contribute to the organization’s or program’s goal.
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Creating Public Value, Mark H. Moore
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







* “70% of people’s problems need no other solution than understanding”
“Resolving conflict”, McConnon
4/10/2020
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If A + B + D > Z, then C
C = Change
A = Dissatisfaction with the status quo
B = Knowledge about first practical steps
D = Shared vision of the future
Z = Costs of change (economic, psychological)
Adapted from Richard Beckhard’s Change Equation
C= f (A+ B + D) > Z hendra kusnoto
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Daryl R. Conner
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Image
Tame the grapevine
Explain complex idea to spark action
Further team work
“Squirrel Inc.” Stephen Denning hendra kusnoto
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Lead people into the future
Share information and knowledge
Transmit values
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-
-
-

Important to factor in the change process
-

Techniques to work with change:
Force Field Analysis,
Strategic Triangle,
8 Steps model, Change Equation
Cycle of Change, Storytelling hendra kusnoto
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
What is Change?

Two Sides of Change

People Oriented Change

Organizational Change

Managing Resistance to Change

Tools for Change


The Best Practice of Change

Antam’ Experience hendra kusnoto
4/10/2020
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

7 hendra kusnoto
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

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These four factors for failure then lead to the “treadmill effect”:
•
•
•
•
•
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“The main dangers in this life are the people who want to change everything or nothing” - Lady Nancy Astor
Before looking at the four factors for success, recognising the four factors for failure in managing change can help identify problems more rapidly, and can show where initial action should be concentrated:
• Lack of consistent leadership
• De-motivated staff kept in the dark
• Lack of capacity: budget cuts, no spend-to-save policy, short-term approach to investment, stressed out staff working hard just to stand still hendra kusnoto
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



Change process goes through a series of phases that, in total require a considerable length of time
Skipping steps creates only an illusion of speed and never produces a satisfying result
Critical mistakes in any of the phases can have a devastating impact, slowing momentum and negating hard won gains
Even very capable people often make at least one big error
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







Not Establishing a Great Enough Sense of Urgency
Not Creating a Powerful Enough Guiding Coalition
Lacking a Vision
Undercommunicating the Vision by a Factor of Ten
Not removing obstacles to the New Vision
Not Systematically planning for and Creating Short-Term
Wins
Declaring Victory Too Soon
Not Anchoring Changes in the Corporation’s Culture
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


Transformation requires the aggressive cooperation of many individuals
Change by definition always demand leadership
The message that the status quo is more dangerous than launching into the unknown must be given




Successful transformation requires a minimum “critical” mass
Guiding coalition members must include those that operate outside of the normal hierarchy
Teamwork is essential
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

In failed transformations, you often find plenty of plans and programmes, but no vision
A vision says something that clarifies the direction in which an organization needs to move
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


In more successful transformation efforts, executives use all existing communication channels to broadcast the vision
Communication comes in both words and deeds
Nothing undermines change more than behaviour by important individuals that is inconsistent with their words
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


Too often,an employee understands the new vision and wants to make it happen. But something appears to be blocking the path,
Organization structures, systems and procedures can seriously undermine transformation efforts.
The worst of all are bosses who refuse to change and make demands that are inconsistent with the overall effort.
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

Without Short-Term wins, too many people give up or actively join the ranks of those who have been resisting change
Short-Term wins help keep the urgency level up and force detailed analytical thinking that can clarify or revise visions
81




While celebrating a win is fine, declaring the war won can be catastrophic.
Changes must sink deeply into an organizational culture.
New approaches are fragile and subject to regression.
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


Change sticks when it becomes “the way we do things around here.”
There must be a conscious attempt to show people how the new approaches, behaviours, and attitudes have helped improve performance.
Take sufficient time to make sure that the next generation of top management really does personify the new approach.


What is Change?

Two Sides of Change

People Oriented Change

Organizational Change

Managing Resistance to Change

Tools for Change

The Problems of Change


Antam’ Experience hendra kusnoto
4/10/2020
84

Pressure for change
3
Policy and action plan in place
Regular reviews
Active commitment from top management
2
Policy agreed and communicated to all staff
1
Board level “champion” appointed
Drafting of policy
0
No explicit policy
‘Business as usual’, no forward planning
Lack of consistent leadership
& responsibility (buckpassing)
Clear shared vision
3
High level of awareness and support at all levels
Staff highly motivated
2
Representatives from all levels of management chain involved in planning process and drawing up action plan(s)
All staff given opportunity to make an input
1
Key and supportive staff identified for assisting in drafting policy, taking action, and driving the process
Capacity
(resources)
3
Resources (staff and funding) routinely committed
Cost savings re-invested for further improvements
2
Key staff working on plans and projects.
Staffing and funding needs identified and resources becoming available
1
“Champion” appointed at middle management level (to support the Board’s
“Champion”).
Training & development needs assessment
0
De-motivated staff kept in the dark
0
No investment. High stress levels in over-worked and under-valued staff
No training & development No communication.
General mistrust hendra kusnoto
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Action (and performance)
3
Action being taken and embedded throughout the organisation
Monitoring and reporting of progress
2
Wider engagement across the organisation
‘Low-cost’ and more ‘no-cost’ measures implemented
1
Commencement of action at some levels of the organisation.
Some ‘no-cost’ measures implemented
0
Zero action
(or limited to crisis management)

Vision Skills
Skills
Vision
Vision
Vision
Vision
Skills
Skills
Skills
Incentives
Incentives
Incentives
Incentives
Incentives
Resources
Resources
Resources
Resources
Resources
Action Plan
Action Plan
Action Plan
Action Plan
Action Plan
Change
Confusion
Nervousness
Gradual Change
Frustration
False Starts
86 hendra kusnoto 4/10/2020


How Things Will Be Better With the Change

More Than Sloganeering

Leaders and Change Agents Need Their Own
Individual Visions and Need to Know How
That Fits Into the Organization’s Vision

People Need to See How They Fit Into That
Vision
87 hendra kusnoto 4/10/2020



Develop Detailed, Multi-dimensional Plans

Change Description
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Business Objectives
Human Objectives
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Key Role Map
Vision
Detailed Activities, Resources, Timelines
Measurements
Recognize That This Is a Journey
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Will Need to Adapt Plan As Needs Change
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There Is a Need to Develop a Comprehensive Plan for the Change
There Is a Need to Get the Organization Ready for the
Change
But If It Takes Too Long, People Lose Interest and
Motivation
So, Plan for Short Projects That Will Engage the
People
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The Past Bounds Future Success
Identify Critical Success Factors From Previous
Successful Changes in the Organization
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Surveys
Interviews
Lessons Learned Sessions
Acknowledge Past Failures
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Explicitly Plan on Countermeasures
90 hendra kusnoto 4/10/2020

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At All Levels Within the Organization
Teach Them Their Job
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Establish a Clear Vision
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Articulate That Vision
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Communicate With the Affected Groups
Focus Energies on Their Direct Reports
Monitor Progress
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Eliminate Obstacles
Recognize and Reward Short-term Wins
Stick With It for the Long Haul
91 hendra kusnoto 4/10/2020

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Create a Key Role Map of the Formal Organization
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Sponsors (at All Levels)
Change Agents
Targets
Augment With Identification of Informal
Organization Key People (Understand Why They
Have This Influence)
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Opinion Shapers
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Gate Keepers
Idea Champions
Develop an Understanding of Their
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Level of Influence
Level of Commitment to the Change
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Assess the Organization on Their Readiness for This
Particular Change
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Surveys
One-on-One Discussions
Understand Where People Are
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Early Adopters
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Late Adopters
Laggards
Are There Outside Organizations That Are Influencers?
Understand Their Frames of Reference and Develop
Communication Strategies
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Avoid the Dedicated Resistors, Focus on
Early Adopters (About 20% of the
Population)
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Helps to Get Some Early Wins hendra kusnoto 4/10/2020
94

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Get People Involved Early in the Planning
Even If They Can’t Plan “What”, They Can Plan “How”
They Are Changed by the Act of Participating in
Planning the Change
Surfaces Resistance Early and Can
Potentially Manage It hendra kusnoto 4/10/2020
95

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96

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Substitute One Fear for Another
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Make the Anxiety Associated With Not Changing
Greater Than the Anxiety of Changing
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Intentionally Create Disorder
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Remove the Mechanisms That Allow People to Stay the Same hendra kusnoto 4/10/2020
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Keep It Simple – No Jargon
Use Language of the People
Use Storytelling
Use Different Mediums
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Memos
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Group Meetings
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Stories in Newsletters
One-on-one Meetings
(Have Different Levels of Impact)
Change Style of Communication Depending Upon
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Where You Are in the Change
Who You Are Communicating With
Walk the Talk, Be Honest
98 hendra kusnoto 4/10/2020

Sample
Memo From Director General to Manager:
Today at 11 O'clock There Will Be a Total Eclipse of the Sun. This Is When the
Sun Disappears Behind the Moon for Two Minutes. As This Is Something That
Cannot Be Seen Every Day, Time Will Be Allowed for Employees to View the
Eclipse in the Car Park. People Should Meet in the Car Parking Area at Ten to
Eleven, When I Will Deliver a Short Speech Introducing the Eclipse, and
Giving Some Background Information. Safety Goggles Will Be Made Available at a Small Cost.
Memo From Manager to Department Head:
Today at Ten to Eleven, All Staff Should Meet in the Car Parking Area. This
Will Be Followed by a Total Eclipse of the Sun, Which Will Disappear for Two
Minutes. For a Moderate Cost, This Will Be Made Safe With Goggles. The
Director General Will Deliver a Short Speech Beforehand to Give Us All Some
Background Information. This Is Not Something That Can Be Seen Every Day.
99 hendra kusnoto 4/10/2020

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In Terms That Have Meaning to Individuals and
Teams
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Ask Them What a Reward Would Look Like to Them
Highly Visible
Reward Throughout the Change, Not Just at the End hendra kusnoto 4/10/2020
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Plan for Goals (Long and Near Term) That Are
Measurable, Tangible and Clear
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Explicitly Tied to Vision
Not a Count of Activities
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# Of People Trained in CM Projects/programs
# Of Procedures Written
Performance Results That Matter to Customers,
Employees or Shareholders
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Reduction in Delivered Defects
Reduction in Cycle Time
Reduced Escaped Defects Resulting in Reduced
Rework
101 hendra kusnoto 4/10/2020

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Things Often Get Worse Before They Get Better
Increase the Communication
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Change the Medium and Words
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Focus on What Is Ahead
Provide As Much Information As Possible
Allow Resistance to Surface and Manage It hendra kusnoto 4/10/2020
102

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Resistance Can Be at Systemic or Behavioral Level

Systemic – Lack of Appropriate Knowledge,
Information, Skills and Managerial Capacity
(Cognitive)
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Behavioral – Reactions, Perceptions and
Assumptions (Emotional)
Acknowledge the Pain of Changing hendra kusnoto 4/10/2020
103

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Letting Go of Familiar Past
Romanticized View)
(Perhaps a
Confronting Feelings About an Uncertain Future
Dealing With Loss of Face
Redesigning a Focus on New Realities
Working on These in Public, Facilitated Forums
Allows People to Constructively Express Their
Anxiety and Anger and Helps to Reduce Passive-
Aggressive Inertia and Sabotage
104 hendra kusnoto 4/10/2020

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Resistance Is
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Inevitable
A Natural Function of Change
Manageable
Resistance Is Not
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Necessarily Logical
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A Sign of Disloyalty
To Be Taken Personally
A Sign That the Change Project Is Out of Control
105 hendra kusnoto 4/10/2020

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Train Managers As Facilitators for the Change
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Helps Them to Demonstrate Active Commitment to the Change
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Can Immediately Reinforce the Training on the Job
Trainers Are Generally Not Held Accountable for
Achieving Results
Development and Delivery Are Much Less Important
Than Group Dynamics and the Perception That
Leadership Is Interested
106 hendra kusnoto 4/10/2020

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Study Groups
“On-the-Dash” Coaching
Web-based
Classroom Training hendra kusnoto 4/10/2020
107

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Educate Leaders of the Change As Well As the
Targets of Their Roles in the Change
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To Be Open to Change
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To Anticipate Change, Not Just React to It
To Accept That Change Causes Stress and to
Developing Coping Mechanisms hendra kusnoto 4/10/2020
108

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Simultaneously Pushing for Change While Allowing Selflearning to Unfold
Being Prepared for a Journey of Uncertainty
Seeing Problems As Sources of Creative Resolution
Having a Vision, but Not Being Blinded by It
Valuing the Individual and the Group
Incorporating Centralizing and Decentralizing Forces
Being Internally Cohesive, but Externally Oriented
Valuing Personal Change Agency As the Route to System
Change
109 hendra kusnoto 4/10/2020

“The Ultimate Measure of a Man Is Not
Where He Stands in Moments of Comfort, but Where He Stands at Times of
Challenge and Controversy”
(Martin Luther King, Jr.) hendra kusnoto 4/10/2020
110


What is Change?

Two Sides of Change

People Oriented Change

Organizational Change

Managing Resistance to Change

Tools for Change

The Best Practice of Change

hendra kusnoto
4/10/2020
111

Draft hendra kusnoto 4/10/2020
112
112

Daftar Isi
 Arah dan Model Transformasi
 Strategi Transformasi
 Langkah-langkah Transformasi hendra kusnoto 4/10/2020
113

Visi 2020
 Visi 2020 Antam adalah: ““To be a global mining based corporation, with healthy growth and worldclass standards”.
 Pengertian:
 Global diartikan sebagai meningkatkan ukuran dan praktek, dan mengembangkan operasi di luar negeri
 Mining based diartikan sebagai berbasis sumber daya mineral, diversifikasi bisnis, dan integrasi;
 Healthy growth diartikan sebagai pertumbuhan diatas rata-rata perusahaan sejenis, dan
 World class standards diartikan sebagai kemampuan organisasi untuk menerapkan prinsip-prinsip operational
excellence menuju high performing organization berdasarkan kaidah-kaidah best in class performance
114 hendra kusnoto 4/10/2020

Visi 2020
 Visi 2020 di atas menunjukkan bahwa di masa depan akan Antam memposisikan dirinya menjadi perusahaan global yang bergerak dalam bisnis berbasis komoditas tambang dan beroperasi di manca negara
 Untuk merealisasikan Visi Antam tersebut dibutuhkan konsep manajemen transformasi yang mampu dijadikan pedoman bagi segenap pimpinan Antam
 Konsep manajemen transformasi dimaksud diwujudkan dalam bentuk model transformasi Antam sebagai berikut:
115 hendra kusnoto 4/10/2020

Persyaratan Bisnis
• GCG
• Arahan
Strategik
• Nilai-nilai
Perusahaan
KSF
Kebijakan
Bisnis
Sistem
Manajemen
Kinerja
Sistem &
Prosedur
Kepemimpinan Korporat hendra kusnoto 4/10/2020
Hasil
116

 Untuk melakukan transformasi, Antam telah mempersiapkan serangkaian persyaratan bisnis seperti GCG, arahan strategis dan nilai-nilai perusahaan yang berfungsi sebagai landasan untuk mencapai visi
 Untuk mengimplementasikan visi, Antam telah mempersiapkan Rencana Jangka Panjang Perusahaan
(RJPP) yang berfungsi sebagai pedoman manajemen di dalam menjalankan strategi korporat
 Antam telah mempersiapkan stuktur organisasi, kebijakan bisnis, sistem manajemen kinerja serta sistem dan prosedur
117 hendra kusnoto 4/10/2020

 Antam telah mempersiapkan serangkaian persyaratan bisnis dengan baik sebagaimana perusahaan pada umumnya. Untuk mencapai keberhasilan transformasi, Antam perlu mengembangkan kapabilitas organisasi
(organization capability) yang merupakan faktor kunci keberhasilan di dalam proses transformasi
 Antam perlu mengembangkan strategi transformasi yang tepat berdasarkan strategi korporat sebagai berikut:
118 hendra kusnoto 4/10/2020

Daftar Isi
 Arah dan Model Transformasi
 Strategi Transformasi
 Langkah-langkah Transformasi hendra kusnoto 4/10/2020
119

Strategi Korporat:
 Optimize core commodity business or Continuously to increase cost efficiency, effectiveness and competitiveness
 Selectively diversify miningbased businesses or Smartly optimize high potential value business integrations
 Strive for operations excellence and technology development
Strategi Transformasi:
 Fokus pada peningkatan efisiensi
 Pengembangan kemampuan kewirausahaan dan inovasi bisnis
 Mengembangkan kemampuan operations and performance
excellence di seluruh organisasi
120 hendra kusnoto 4/10/2020

Strategi Korporat:
 Balance leverage on asset performance, profitability, shareholders value, community welfare and environment conservation
 Effectively develop people capability and capacity
Strategi Transformasi:
 Mengembangkan high purpose organization
 Mengembangkan high purpose people and culture
121 hendra kusnoto 4/10/2020

Daftar Isi
 Arah dan Model Transformasi
 Strategi Transformasi
 Langkah-langkah Transformasi hendra kusnoto 4/10/2020
122

1.
Meningkatkan sense of urgency
2.
Membentuk tim pemandu (guiding team)
3.
Merumuskan arahan strategis (visi, misi dan strategi korporat)
4.
Mengkomunikasikan arahan strategis
5.
Memberdayakan pimpinan dan pegawai
6.
Menjalankan proyek manajemen transformasi
7.
Mengkonsolidasikan transformasi
8.
Membangun budaya perusahaan baru
123 hendra kusnoto 4/10/2020

 Saat ini kita semua mengetahui bahwa Direktur
Utama telah menyampaikan pesan kepada segenap pimpinan dan pegawai untuk meningkatkan kesadaran bahwa kita harus berubah seiring dengan transformasi lingkungan bisnis yang ditandai dengan krisis finansial global
 Dirut menekankan bahwa dampak krisis terhadap Antam cukup signifikan, yaitu turunnya harga komoditi dan pendapatan perusahaan
124 hendra kusnoto 4/10/2020

 Untuk mengatasi dampak tersebut, Dirut menekankan perlunya upaya-upaya perbaikan, efisiensi dan inovasi di segala bidang sehingga kita bisa mengatasi persoalan
 Selanjutnya ditegaskan bahwa setiap pemimpin berkewajiban untuk meneruskan pesan ini kepada para pegawai di lingkungannya dan menjalankan program-program yang berkaitan dengan peningkatan efisiensi dan inovasi
125 hendra kusnoto 4/10/2020

 Unsur Pimpinan Transformasi:
 Promotor Transformasi: Direktur Utama
 Sponsor Transformasi: Seluruh anggota
Direksi
 Koordinator Manajemen Proyek Transformasi:
Direktur Sumber Daya Manusia
126 hendra kusnoto 4/10/2020

 Unsur Pengelola Proyek ManajemenTransformasi:
 Project Manager Transformasi adalah pimpinan
Proyek Managemen Transformasi
 Eksekutif Transformasi adalah semua pimpinan satuan kerja di Kantor Pusat dan unit-unit
 Agen Transformasi adalah pegawai yang ditugaskan menjalankan proyek transformasi
127 hendra kusnoto 4/10/2020

 Tim Perumus dan Sosialisasi Arahan Strategis telah dibentuk
 Hasil kerja tim adalah rumusan arahan strategis yang memuat rumusan visi, misi, strategi dan arahan yang akan dipergunakan oleh Tim RJPP dan tim-tim lainnya
 Saat ini perumusan arahan strategis sedang dalam tahap penyelesaian
128 hendra kusnoto 4/10/2020

 Apabila rumusan arahan strategis telah disetujui oleh Komisaris, maka tahap selanjutnya adalah mensosialisasikannya kepada seluruh pegawai
 Pihak yang paling tepat untuk mensosialisasikan arahan strategis adalah Unsur Pimpinan transformasi dibantu oleh Tim Sosialisasi Arahan
Strategis hendra kusnoto 4/10/2020
129

 Untuk mensukseskan manajemen transformasi, maka manajemen Antam perlu memberdayakan pimpinan dan pegawai di semua level organisasi
 Proses pemberdayaan dapat dilakukan dengan cara:
 memberikan kesempatan untuk mengajukan ide-ide baru mengenai transformasi
 memberikan kepercayaan untuk menjalankan proyek manajemen
 mendelegasikan tugas-tugas kepemimpinan
130 hendra kusnoto 4/10/2020


hendra kusnoto 4/10/2020
131

Proyek Manajemen Transformasi
 Tujuan: Membangun kapabilitas organisasi Antam untuk mensukseskan proses transformasi
Proyek Manajemen
•
Peningkatan Efisiensi dan Inovasi
•
Pengembangan Budaya Perusahaan
•
Pengembangan Kapabilitas Operasi
(Manajemen Mutu) berbasis berbasis
Malcom Baldrige danTQM
Tujuan
- meningkatkan efisiensi, dan inovasi proses, sistem dan produk
- mengembangkan budaya perusahaan PIONEER, team
building dan budaya pembelajaran
- meningkatkan kualitas operations and performance excellence
132 hendra kusnoto 4/10/2020

Proyek Manajemen Transformasi
 Tujuan: Membangun kapabilitas organisasi Antam untuk mensukseskan proses transformasi
Proyek Manajemen
•
Pengembangan Kepemimpinandan
Pegawai berbasis high purpose organization
•
Alignment Kebijakan dan Sistem
Manajemen Strategis
Tujuan
- meningkatkan kompetensi kewirausahaan pemimpin dan pegawai yang concern pada masyarakat dan lingkungan
- mengembangkan dan menyelaraskan kebijakan dengan sistem – sistem manajemen strategis (GCG,
Arahan Strategis, SMK,
SMUK, dll)
133 hendra kusnoto 4/10/2020

Proyek Manajemen Transformasi
 Tujuan: Membangun kapabilitas organisasi Antam untuk mensukseskan proses transformasi
Proyek Manajemen
•
Pengembangan Organisasi dan Proses
Bisnis
•
Pengembangan Teknologi
Tujuan
- menyediakan organisasi dan proses bisnis yang memiliki nilai tambah tinggi
- meningkatkan daya saing perusahaan berbasis teknologi yang sesuai dengan strategi korporat
134 hendra kusnoto 4/10/2020

 Koordinator Manajemen Proyek Transformasi melakukan konsolidasi semua proyek manajemen perubahan agar tercipta sinergi yang efektif dibantu oleh PMO dan ICT
 Koordinator tersebut juga berkewajiban menjaga stamina setiap pihak yang terlibat di dalam manajemen transformasi Antam melalui pemberian motivasi, fasilitas dan imbalan
135 hendra kusnoto 4/10/2020

 Koordinator Manajemen Proyek Transformasi bertugas mengkoordinasikan semua kegiatan yang berkaitan dengan implementasi proyek manajemen transformasi dengan pengembangan budaya perusahaan baru
 Pada saat ini Tim Perumus sedang mengkaji nilainilai budaya perusahaan yang perlu dikembangkan di lingkungan Antam. Hasil kerja tim ini akan dipergunakan oleh Pengelola Proyek
Pengembangan Budaya Perusahaan
136 hendra kusnoto 4/10/2020

 Pengelola Proyek Pengembangan Budaya
Perusahaan berkewajiban melakukan survey budaya perusahaan dan mengembangkan budaya perusahaan baru berdasarkan nilai-nilai
PIONEER
 Di dalam melakukan sosialisasi nilai-nilai
PIONEER, Pengelola Proyek Pengembangan
Budaya Perusahaan melakukan kerjasama dengan Tim Sosialisasi Arahan Strategis
137 hendra kusnoto 4/10/2020

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
Questions and comments, please…

Thank You, and Good Luck…..

 hendra.kusnoto@antam.com
hendra.koesnoto@yahoo.co.id

HP: 081519028097 hendra kusnoto
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