Leading the Transformation
Experience 3
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Learning Journey
EXPERIENCE 1 EXPERIENCE 2 EXPERIENCE 3
IDENTIFY THE CHALLENGE TO CRAFTING STRATEGY TO LEADING THE
TRANSFORM TRANSFORM TRANSFORMATION
CORE COURSE: INTEGRATED
DIRECTORSHIP SIMULATION
• Essentials of Directorship • Assessing Transformation • Corporate Diplomacy
• PPM Transformation Model© Readiness • Mapping Stakeholders into Core
• Comprehending Business • Designing Transformation Business System
Ecosystem & Future Opportunity Roadmap • Proactive Reputation Building
• Defining Transformation Direction • Anticipating Risk of Change • Internal Stakeholders Engagement
• Managing Strategic Change
Sasaran :
1. Mengidentifikasi stakeholder yang paling berkepentingan dengan perusahaan dan
menentukan keberlangsungan transformasi organisasi.
2. Menyusun rencana jangka pendek maupun jangka panjang untuk membangun
reputasi organisasi di lingkungan bisnis
3. Membangun jejaring hubungan lintas pemangku kepentingan untuk mendukung
implementasi transformasi organisasi
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4. Mengelola resistensi terhadap perusahaan.
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Fakta Tentang Perubahan
Sejak tahun 2000 hingga sekarang, lebih
dari separuh perusahaan yang dulu
masuk dalam daftar Fortune 500,
menghilang..., mungkin karena tidak
mau berubah, telat atau tidak berhasil
melakukan perubahan. Hanya 25 persen saja dari
inisiatif perubahan manajemen
(change management) yang
-- Riset Accenture, dalam Rhenald Kasali, 2017 -- berhasil dilakukan dalam
jangka Panjang.
-- Towers Natson, 2013 --
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Fakta Tentang Perubahan
• Sebanyak 55% pengusaha merasa bahwa inisiatif
perubahan dalam organisasi memang sesuai tujuan awal,
tetapi hanya 25% yang merasa bahwa hal itu
membawa manfaat berkelanjutan dari waktu ke waktu.
• Sebanyak87% responden mengatakan dilatih oleh
manajer mereka untuk “mengelola perubahan”, tetapi A study by the Center for Creative
hanya 22% yang merasa pelatihan ini benar-benar
efektif. Leadership (CCL®) found that the
four most important
• 68% dari manajer senior mengatakan bahwa mereka skills/capabilities needed by
“mendapatkan pesan” tentang alasan mengapa organizations in the future—leading
organisasi melakukan perubahan besar, tapi angka itu
people, strategic planning, inspiring
turun menjadi 53% untuk manajer menengah dan 40%
untuk supervisor. commitment, and managing
change—are among the weakest
competencies for today’s individual
Change & Communication. leaders
http://shiftindonesia.com/8-penyebab-gagal
nya-inisiatif-perubahan/
Posted on 19 Aug 2014
https://cclinnovation.org/transforming-yo
ur-organization/
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Jika Anda diminta untuk memimpin perubahan
besar dalam organisasi Anda,
Apa yang akan Anda lakukan?
Apa saja langkah-langkahnya?
Apa kunci keberhasilan Anda untuk memimpin,
menavigasi, atau menjalankan inisiatif
perubahan?
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9 Competencies
to Lead Successful Change
LEADING THE PROCESS 01 LEADING PEOPLE
Communicate
04 Initiate 07 Support
Creating the case to change Removing barriers so employee may
engage to the change
02
05 Strategize Collaborate 08 Sway
Develop the change plan Influencing specific key stakeholders
to gain their support & involvement
03
06 Execute Commit 09 Learn
Implementing & monitoring the Gathering & using feedback to
change plan improve the approach to change
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Stages Of Transformational Plan
In Stage 1, the change process is initiated by
gaining a deep understanding of the terrain In Stage 2, the seeds of change are sown and
and preparing the early change adopters to the focus is on building and nourishing the
support change: relationships across change agents so that the
• What communities or stakeholder groups need to transformational foundations take root. Here,
be taken into consideration? the early change adopters begin to hand off
• Who are the players and how do they interact? to pragmatists in the transformation process,
• How are they connected, and what would an some change initiatives die and others
effective change agent network look like? continue to flourish.
• How might the players influence or be influenced
by others?
In Stage 4, change pragmatists are handing off In Stage 3, dominant changes begin to spread
to mature players specialized in disseminating across the terrain and adapt to the ecosystem
the ecosystem changes that will become inhibitors that are encountered. Here the
self-sustaining over time. survival of the most adaptable is the driving
principle, and change leaders must be
tenacious in their efforts to overcome barriers
to keep others onboard.
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Peran Pemimpin
Dalam Transformasi Ekosistem
FRAGMENTED WEBS
players interact primarily with species within their distinct
stakeholder group
CENTRALIZED WEBS
primary colony of change agents is central to pushing widespread
change process
MULTI-CLUSTERED WEBS
select stakeholder groups are interacting with each other to find
equilibrium and discover strategies to drive dominant change
Untuk mencapai perubahan transformasional yang berkelanjutan
dan berdampak pada ekosistem, pemimpin perubahan harus
TRANSFORMATIONAL WEBS
mampu membangun hubungan lintas pemangku kepentingan dan
mempengaruhi para agen perubahan untuk berevolusi dari jejaring change is solidly rooted and flowing system-wide
yang terfragmentasi menjadi jejaring transformasional
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Corporate Diplomacy
Managing Stakeholders in Corporate Transformation
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Stakeholders
• Pihak yang mempunyai kepentingan dan pengaruh
terhadap perusahaan
• Seorang atau kelompok orang yang punya pengaruh
signifikan terhadap proses pembuatan keputusan stratejik,
atau terhadap implementasinya
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Siapakah Stakeholders Kita?
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Siapakah Stakeholders Kita?
STAKEHOLDER
EKSTERNAL INTERNAL STAKEHOLDERS:
di dalam organisasi • Stakeholder yang posisi di organisasi,
ada di bawah kita
STAKEHOLDER
Anda EKSTERNAL
di luar organisasi EXTERNAL STAKEHOLDERS:
• Stakeholder di dalam organisasi, tapi
STAKEHOLDER posisinya di atas kita
INTERNAL • Stakeholders di luar organisasi
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Siapakah Stakeholders Kita?
PEMERINTAH
MASYARAKAT
PEMEGANG
SAHAM SUPPLIER
PEMERINTAH
PERUSAHAAN KARYAWAN
UNIT LAIN
UNIT KERJA
UNIT KERJA
SERIKAT
PEKERJA UNIT INDIVIDU
KERJA
LAIN
UNIT
KERJA
LAIN
ANAK BUAH KELUARGA
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Stakeholder Management Process
Plan Manage Control
Identify
Stakeholders Stakeholders Stakeholders
Stakeholders
Management Engagement Management
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Stakeholder Management Process Overview
Identify Stakeholders Plan Stakeholders Management Manage Stakeholders Engagement Control Stakeholders Engagement
Inputs Inputs Inputs Inputs
1. Project charter 1. Project management plan 1. Stakeholder management plan 1. Project management plan
2. Procurement documents 2. Stakeholder register 2. Communications management 2. Issue log
3. Enterprise environmental 3. Enterprise environmental plan 3. Work performance data
factors factors 3. Change log 4. Project documents
4. Organizational process assets 4. Organizational process assets 4. Organizational process assets
Tools & Techniques Tools & Techniques Tools & Techniques Tools & Techniques
1. Stakeholder analysis 1. Expert judgment 1. Corporate Diplomacy 1. Information management
2. Expert judgment 2. Meetings 2. Stakeholder Networking systems
3. Meetings 3. Analytical techniques 2. Expert judgment
3. Meetings
Outputs Outputs Outputs Outputs
1. Stakeholder register 1. Stakeholder management plan 1. Issue log 1. Work performance information
2. Project documents updates 2. Change requests 2. Change requests
3. Project management plan 3. Project management plan
updates updates
4. Project documents updates 4. Project documents updates
5. Organizational process assets 5. Organizational process assets
updates updates
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Corporate Diplomacy
art of, skill in dealing with people so that business is done smoothly
Corporate Diplomacy is an attempt to manage
systematically and professionally the business environment in
such a way as to ensure that business is done smoothly –
basically with an unquestioned ‘‘license to operate’’ and an
interaction that leads to mutual adaptation between
corporations and society (in a sense a co-evolution).
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Role of Senior Executives
in Corporate Diplomacy
The role senior executives play in advancing the
corporate interest by negotiating and creating
alliances with key external players including
governments, analysts, the media and
non-governmental organizations.
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6 Elements Of Corporate DIPLOMacy
Source: Henisz, Witold J., Corporate Diplomacy-Building
Reputations and Relationships with External Stakeholders, 2017
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0
Corporate Diplomacy
in managing stakeholders
Menerapkan corporate diplomatic strategy
membutuhkan perpaduan antara
pendekatan analitik dengan pendekatan
tradisional yang menuntut pemahaman
mendalam tentang perilaku manusia dan
kemampuan menjadi relasi antar pribadi.
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Corporate Diplomacy
in managing stakeholders
Analytical Approach Due Dilligence Integration
Integrating Stakeholders Mapping & Analytic
Stakeholders Mapping & Analytic
into Core Business System
• Identifikasi siapa saja stakeholder yang • Data terkait stakeholder harus
paling berkepentingan dengan diintegrasikan dengan aspek bisnis lain di
perusahaan; atau jika menghadapi isu perusahaan.
tertentu, siapa saja yang akan
• Komitmen atas pengelolaan stakeholder
berkepentingan dengan isu tersebut
perlu didukung oleh unit-unit lain di
• Petakan kekuatan pengaruh (power) yang organisasi (misalkan unit keuangan atau
dimiliki dan arti penting/ kepentingan pemasaran, dan bahkan CEO).
(salience/ interest) dari suatu isu bagi
para pemangku kepentingan tersebut
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Corporate Diplomacy
in managing stakeholders
Behavioral - External Personal Openness
Stakeholders Relationship are Personal Strategically Communicating to Reinforce
Relationship Trust & Reputation
• Membangun hubungan dengan • Persepsi stakeholder menentukan
stakeholder adalah kegiatan yang bersifat interpretasi mereka atas apa yang
personal. Selain melalui jalur formal, dilakukan oleh perusahaan.
jalur-jalur komunikasi informal juga perlu
• Persepsi yang tepat dapat dibentuk
dibangun.
melalui budaya keterbukaan.
• Memahami pemangku kepentingan juga
• Keterbukaan di sini mencakup
perlu dipandang dari sudut kemanusiaan.
penyampaian informasi dengan cara-cara
Komunikasi dan pendekatan personal
yang memperkuat reputasi dan
perlu dibangun berbasis empati terhadap
kepercayaan, menunjukkan tanggung
posisi masing-masing.
jawab, dan memunculkan ekspektasi yang
realistis.
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Corporate Diplomacy
in managing stakeholders
Behavioral - Internal Learning Mindset
Humbly Adapting to Negative Feedback in a Cultivating an Externally Facing Long-term
Necessarily Imperfect System Organizational Mindset
• Perusahaan yang cerdas mengumpulkan • Tanpa pola pikir yang benar, interaksi
umpan balik di muka dan beradaptasi. Ini antara pegawai dan external stakeholder
tidak berarti selalu menyetujui, melainkan dapat menghambat pencapaian sasaran
mencoba memahami dan mengantisipasi perusahaan.
keberatan, bukan hanya bereaksi
• Untuk menyamakan pandangan
terhadapnya.
diperlukan pelatihan berkelanjutan dan
• Perusahaan dapat melibatkan lawan di komunikasi korporat yang menonjolkan
muka, menunjukkan empati dan diplomasi;
pemahamannya dengan mengubah
• Corporate diplomacy perlu dikelola
rencananya untuk menangani klaim dan
sebagai hal yang sama pentingnya dengan
keluhan. Hal ini akan memudahkan
nilai-nilai korporat lainnya, seperti
tercapainya kompromi dari stakeholder. keselamatan, orientasi pelanggan, dan
inovasi.
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4
Making Corporate Diplomacy
Happen
In order to implement a Corporate Diplomacy strategy,
companies need to design and build a robust business
case to see the potential benefits and the potential
impediments.
Then they have to look for alliances with industry
association or pro-sustainability organizations and assess
what they can (and cannot) deliver in supporting a
comprehensive strategy.
Finally, the new buzz is about – that capital markets push
companies via social-responsible investment to ‘‘good
corporate citizenship’’
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