Change Management - Concepts And Tools
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Transcript of Change Management - Concepts And Tools
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Hendra KusnotoAdvisor of GCG & Change Management
PT ANTAM Tbk
Presented for Faculty of Psychology UGM4th December 2011, Yogyakarta
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““God will not change people’s fate God will not change people’s fate if they do not change it if they do not change it themselves” themselves”
(Al-Qur’an, Ar-Ra’d: 11)(Al-Qur’an, Ar-Ra’d: 11)
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‘R U MAD’? Are You Ready for
“Making A Difference”?
An Initiative of the Education Foundation
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‘Learning is an experience, everything else is just information.’
(Albert Einstein)
‘The mind is not a vessel to be filled, but a fire to be ignited.’
(Plutarch)
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What is Change? 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
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”Change is inevitable. In a progressive country change is constant.” (Benjamin Disraeli,1804 - 1881)
”We must become the change we want to see” (Mahatma Gandhi, 1869 - 1948)
” Change the way people think, and things will never be the same” (Steve Biko, 1946 - 1977)
”If we don't change our direction we're likely to end up where we're headed” (Chinese Proverb)
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To change is to take different actions than previously. To take different actions than previously means to make different choices. Different choices produce change. The same produce sameness, a reinforcement of the status quo.
Change management is defined as the systematic deployment of change management programs, tools and processes throughout an organization.
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The goal of CM : Create competitive advantage or economic value of an organization Improve the utilization of human capital Ensure vision/projects meet their goals
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Change:•Economic
•Politic•Social
•Technological
CustomersSuppliersBusiness partners
Organization
Indirect impacts
Direct impacts
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Discontinuities in the business environment
Old New
Confidence and rigidity Insecurity and opennessPermanence and certainty Turbulence and uncertaintyIncremental change Revolutionary changeFacts and theories ValuesLogic IntuitionBoundaries and disciplines Interest, issues and problemsOrganization AdaptationAttitudes FeelingsPersonalities and vested interest Principles & business philosophyQuantity Quality and post – quality Getting ahead Achieving balance and harmonyDrives NeedsProducer centered Customer centeredFocus on activity Focus on outputConflict and rivalry Cooperation and consensus
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Discontinuities in the business environment
Old New
Command and control Two-way communication & sharingBureaucracy hierarchy Horizontal relationshipAbsolutes Solutions relative to contextSimplicity Diversity and relative complexityOne-dimension maximization Multi-dimensional trade – offs Answer QuestionSolutions Temporary accommodationSanction ConsentAuthority EncouragementDepartmentalism and procedures Business processesDiscrete problems Holistic issuesUniformed customers Demanding customersHomogenous customers Diverse customersStandard products and services Tailored products and servicesLocal customers International customers
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Discontinuities in the business environment Old New
Established relationship Integration and fragmentationSales Account managementIndividuals TeamsThe self and the organization The group and the environmentThe ‘here and now’ The consequences and the futureUnsupported Facilitating processes & technology‘Hoarding’ by the few Empowerment of the manySingle discipline Multi – disciplinaryDiversification FocusGeneralization SegmentationKnowledge CompetenceTeaching Learning Specialist teaching institution Integration of learning & workingInitial qualification Continual updatingLifetime practice Functional mobility
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Discontinuities in the business environment
Old New
Career ladders Succession of projectsStandard employment Various patterns of workCommodity products Search for differentiationLimited competition Open competitionBarriers to entry Diversity of supplyCartels and oligopoly Competition and choiceZero – sum relationship Positive – sum collaborationIndependence and dependence Interdependence & partnership
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Any organization is facing today’s business challenges:
* Severe competition
* Rapid change in technology, communication
and information
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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
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What is Change? 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
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People Oriented Change
Organizational Change
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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
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What is Change? 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
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Changing the mindsets:Creating hope
Building beliefsShifting paradigms
Courage to Take Action
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Creating hopes
Dream..Dream …
Dream …
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Adapted from Ackerman (1997)
Developmental of change• Improvement of existing situation
Time
Perf
orm
ance
• Transitional change Implementation of a known new state Management of the interim transition state over a controlled period of time
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
OLDstate
NEWstate
Transition
Birth
GrowthPlateau
Chaos
Death
Re-emergence
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Creating a New VisionCreating 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
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Creating a New VisionCreating a New Vision
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
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Yes, I’m sure that I can be happybecause of ….
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Values and BeliefsValues 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
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Values and BeliefsValues 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
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Values and BeliefsValues 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
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Values and BeliefsValues 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 29
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So I have to change all the ways that I have done…..
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OLD PARADIGMS NEW PARADIGMSTHE BUSINESS Ore-Mining
ExploitationUp-stream industry
Mining-Based ProcessingDown-stream industry
THE OPERATIONS
Local and Domestic organization (Mind-set) Local standards
Global and International Operations (Mind-set) World-class standards
THE QUALITY Good organization Great InstitutionTHE PEOPLE People = Costs
People = Human Capital, Strategic Assets and Strategic Partners
LEADERSHIP Managers are promoted
Leadership is earned. You do not need a title to be a leader.
Transactional Leaders Transformational Leaders
Effective Managers should be nice and kind.
Effective Leaders deliver results.
LEADERSHIP DEVELOPMENT
Survival of the fittest (By Nature)
Development of the fittest (By Nature + Nurture)
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OLD PARADIGMS NEW PARADIGMSTHE CULTURE Strategy and Culture
are independent and standing alone
Culture can drive or drag Strategy
Build Any Culture Build High Performance Business Culture
DEVELOPMENT Training LearningClass Training – Training is one way & knowledge transfer.
Learning can be any where and by any means. The role of Interventions are key.
Training = Costs (Key word: REDUCE!)
Development = Investment (Key word: MEASURE THE RETURNS!)
COST Efficiency Effectiveness (Cost Conscious-ness is still important)
Bureaucratic Operations
Speedy + Agile Operations
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OLD PARADIGMS NEW PARADIGMSEMPLOYMENT
Attracting mediocre people
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
Knowledge is the ability to act
BUSINESS Business is dirty, the ends justify the means.
Business with ethics. Business is noble. To improve the quality of life of mankind.
Business is complex. You need sophisticated solutions to play.
Business is simple. The business principle uses common sense.
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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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Turning Point“The road stop here, what got you here, won’t get
you there”
GoodGood GreatGreat
First Curve
Second Curve
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2003 2008 (20XX)(2012) 20112003
Long-Term Long-Term PlanPlan
Strategic Strategic ScenarioScenario
HistoryOld ParadigmsIndustrial EconomyContinuous Improvement
Future VisionNew ParadigmsKnowledge EconomyInnovation and Breakthrough
ExtrapolationProjection
Interpolation
Strategic Scenario - A Transformation Strategic Scenario - A Transformation ApproachApproach
GAP
BAUBAU
THE ROAD STOPS HERETHE ROAD STOPS HERE
STRATEGIC STRATEGIC INITIATIVESINITIATIVES
STRATEGIC STRATEGIC TARGETSTARGETS
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Capacity for change 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
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What is Change? 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
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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 ChangeTheories E and O of Change
Purpose & MeansPurpose & Means Theory E Theory E Theory O Theory O
Purpose Purpose Maximize economic value Develop organizational Maximize economic value Develop organizationalcapabilities capabilities
Leadership Leadership Top – down Top – down ParticipativeParticipative
FocusFocus Structure & systems Structure & systems CultureCulture
PlanningPlanning Programmatic Programmatic EmergentEmergent
MotivationMotivation Incentives lead Incentives lead Incentive lagIncentive lag
ConsultantsConsultants Large/knowledge – Large/knowledge – Small/process drivenSmall/process driven drivendriven
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DimensionsOf Change
Theory E Theory O Theory E and O Combined
Goals Maximize shareholdervalue
Develop organizationalcapabilities
Explicitly embrace the paradoxbetween economic value andorganizational capabilities
LeadershipManage change from the top down
Encourage participationfrom the bottom up
Set direction from the topand engage the people below
Focus Emphasize structureand systems
Build up corporate culture, employees’ behavior and attitudes
Focus simultaneously on the hard (structures and systems) and the soft (corporate culture)
Process Plan and establish programs
Experiment and evolve Plan for spontaneity
Reward System Motivate through financial incentives
Motivate through commitment – use payas fair exchange
Use incentives to reinforcechange but not to drive it
Use ofConsultants
Consultants analyzeproblems and shape solutions
Consultants support management in shapingtheir own solutions
Consultants are expert resources who empoweremployees
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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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MANAGEMENTCHANGE
Generate energy, allocate resources, shift paradigms, develop transformation team, develop transformational leaders at all levels
STRATEGYCHANGE
Product portofolios, market repositioning, value proposition, competitive advantages, the winning formula, business success model (KPI, strategic initiative)
STRUCTURALCHANGE
Realignment and rebuilding of policies, management systems, organization structures, business processes, enabling technology
CULTURALCHANGE
Cultural assessment, value definition, a set of behaviors, socialization, internalization, externalization (Moments of Truth), reassessment
Fundamental ChangeFundamental Change
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CULTUREBusiness Acumen
A Culture of Excellence
THE STRATEGY MODELThe Strategy Model for Fundamental The Strategy Model for Fundamental ChangeChange
LEADERSHIPResults-Based
Transformational
CHANGEFundamental, Strategic and Comprehensive
First WHO then WHAT
STRUCTURE & SYSTEMSAccountabilityRelationship
THE SOCIAL CAPITAL
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BUSINESSTRANSFORMATION
TECHNOLOGY CHANGE
PROCESS CHANGE
PEOPLECHANGE
Source : AGILE Change
Results
1. Anticipate Change2. Generate Confidence3. Initiate action4. Liberate thinking5. Evaluate results
1. Phase One: FOCUSED Communicate
Vision, Strategy and
commitment2. Phase two: Fast Target3. Phase three : Build on going capability
The Business Transformation Implementation The Business Transformation Implementation of Change Model (Simplified Framework)of Change Model (Simplified Framework)
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What is Change? 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
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Before change After change
DesiredCondition
CurrentCondition
Restraining
forces
Drivingforces
RF
DF
RF
DF
Lewin’s Force Field Analysis Model
Restraining and Driving Restraining and Driving ForcesForces
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Level of AcceptanceLevel of Acceptance
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Awareness Desire KnowledgeAbilityReinforcement
Business Need
Concept and Design
Implementation
Post-implementatio
n
Phas
es o
f a
chan
ge p
roje
ct
Phases of a change for employees
SuccessfulChange
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Awareness Awareness 04/22/23hendra kusnoto 51
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Desire Desire 04/22/23hendra kusnoto 52
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Knowledge Knowledge 04/22/23hendra kusnoto 53
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Ability Ability 04/22/23hendra kusnoto 54
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Reinforcement Reinforcement 04/22/23hendra kusnoto 55
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What is Change? 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
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Analysis “Force Field” Planning and Strategy ”Strategic
Triangle” Implementation ”8 Steps” Supporting implementation ”Cycle of
Change” ”Storytelling”
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Desired state
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DRIVINGFORCES
RESTRAININGFORCES
CURRENT STATE
Kurt Lewin
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OperationalCapacity:Ability to
deliver results
Legitimacy and Support:
Comes fromauthorizing
environment
Creating Public Value, Mark H. Moore
• Mission
• Goals
• Objectives
• Value
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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.
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
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.
Creating Public Value, Mark H. Moore
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“People will not make sacrifices, even if they are unhappy with the status quo, unless they think the potential benefits of change are attractive and unless they really believe that a transformation is possible.”
The Heart of Change (John P. Kotter and Dan S. Cohen)
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Increase urgency Build the guiding team Get the vision right Communicate for buy-in* Empower action Create short – term wins Don’t let up Make change stick
* “70% of people’s problems need no other solution than understanding” “Resolving conflict”, McConnon
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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
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Daryl R. Conner
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Explain complex idea to spark action
Image
Transmit values
Further team work
Tame the grapevine Share
information and
knowledge
Lead people into the future
“Squirrel Inc.” Stephen Denning
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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
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What is Change? 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
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If change without direction business as
usual Change for better and the
importance of change is adapting to new era
and survival
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For most organizations, the problems with managing change derive from two key areas:
Too many unnecessary changes caused by cross - functional misunderstandings; And too many well-intentioned changes made in later stages without adequate consideration of their negative impact
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These four factors for failure then lead to the “treadmilleffect”:
• No time for reflection, planning and learning• No improvement in design and implementation • Increasing need to do something• Increasing failure and unplanned consequences• Go back to 1. and repeat
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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 • Lack of initiative to “do something different”
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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
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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
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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.
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What is Change? 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
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Pressure for change
Clear shared vision
Capacity (resources)
Action (and performance)
3Policy and action plan in
place Regular reviews
Active commitment from top management
3High level of awareness and
support at all levelsStaff highly motivated
3Resources (staff and
funding) routinely committedCost savings re-invested for
further improvements
3Action being taken and
embedded throughout the organisation
Monitoring and reporting of progress
2Policy agreed and
communicated to all staff
2Representatives from all
levels of management chain involved in planning process
and drawing up action plan(s)
All staff given opportunity to make an input
2Key staff working on plans
and projects.Staffing and funding needs
identified and resources becoming available
2Wider engagement across
the organisation‘Low-cost’ and more ‘no-
cost’ measures implemented
1Board level “champion”
appointedDrafting of policy
1Key and supportive staff identified for assisting in
drafting policy, taking action, and driving the process
1“Champion” appointed at
middle management level (to support the Board’s
“Champion”).Training & development
needs assessment
1Commencement of action at
some levels of the organisation.
Some ‘no-cost’ measures implemented
0No explicit policy
‘Business as usual’, no forward planning
Lack of consistent leadership & responsibility (buck-
passing)
0De-motivated staff kept in
the dark
No communication.General mistrust
0No investment. High stress levels in over-worked and
under-valued staffNo training & development
0Zero action
(or limited to crisis management)
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Vision
Vision
Vision
Vision
Vision
Skills
Skills
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
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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
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Develop Detailed, Multi-dimensional Plans Change Description Business Objectives Human Objectives Key Role Map Vision Detailed Activities, Resources, Timelines Measurements
Recognize That This Is a Journey 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 Surveys Interviews Lessons Learned Sessions
Acknowledge Past Failures Explicitly Plan on Countermeasures
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At All Levels Within the Organization Teach Them Their Job
Establish a Clear Vision Articulate That Vision Communicate With the Affected Groups Focus Energies on Their Direct Reports Monitor Progress Eliminate Obstacles Recognize and Reward Short-term Wins Stick With It for the Long Haul
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Create a Key Role Map of the Formal Organization Sponsors (at All Levels) Change Agents Targets
Augment With Identification of Informal Organization Key People (Understand Why They Have This Influence) Opinion Shapers Gate Keepers Idea Champions
Develop an Understanding of Their Level of Influence Level of Commitment to the Change
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Assess the Organization on Their Readiness for This Particular Change Surveys One-on-One Discussions
Understand Where People Are Early Adopters 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)
Helps to Get Some Early Wins
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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
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Substitute One Fear for Another Make the Anxiety Associated With Not
Changing Greater Than the Anxiety of Changing
Intentionally Create Disorder Remove the Mechanisms That Allow People
to Stay the Same
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Keep It Simple – No Jargon Use Language of the People Use Storytelling Use Different Mediums
Memos Group Meetings Stories in Newsletters One-on-one Meetings (Have Different Levels of Impact)
Change Style of Communication Depending Upon Where You Are in the Change Who You Are Communicating With
Walk the Talk, Be Honest
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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.
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In Terms That Have Meaning to Individuals and Teams Ask Them What a Reward Would Look Like to
Them Highly Visible Reward Throughout the Change, Not Just at the
End
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Plan for Goals (Long and Near Term) That Are Measurable, Tangible and Clear Explicitly Tied to Vision
Not a Count of Activities # Of People Trained in CM Projects/programs # Of Procedures Written
Performance Results That Matter to Customers, Employees or Shareholders Reduction in Delivered Defects Reduction in Cycle Time Reduced Escaped Defects Resulting in
Reduced Rework
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Things Often Get Worse Before They Get Better Increase the Communication
Change the Medium and Words Focus on What Is Ahead Provide As Much Information As Possible
Allow Resistance to Surface and Manage It
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Resistance Can Be at Systemic or Behavioral Level Systemic – Lack of Appropriate Knowledge,
Information, Skills and Managerial Capacity (Cognitive)
Behavioral – Reactions, Perceptions and Assumptions (Emotional)
Acknowledge the Pain of Changing
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Letting Go of Familiar Past (Perhaps a Romanticized View)
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
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Resistance Is Inevitable A Natural Function of Change Manageable
Resistance Is Not Necessarily Logical A Sign of Disloyalty To Be Taken Personally A Sign That the Change Project Is Out of
Control
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Train Managers As Facilitators for the Change Helps Them to Demonstrate Active
Commitment to the Change 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
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Study Groups “On-the-Dash” Coaching Web-based Classroom Training
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Educate Leaders of the Change As Well As the Targets of Their Roles in the Change To Be Open to Change To Anticipate Change, Not Just React to It To Accept That Change Causes Stress and to
Developing Coping Mechanisms
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Simultaneously Pushing for Change While Allowing Self-learning 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
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“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.)
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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
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112
Draft
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Agenda
Arah dan Model Transformasi
Strategi Transformasi
Langkah-langkah Transformasi
Daftar Isi
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Arah Transformasi
Visi 2020Visi 2020 Antam adalah: ““To be a global mining based
corporation, with healthy growth and world-class 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
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Arah Transformasi (samb)
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:
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Model Manajemen Transformasi
• GCG
• Arahan Strategik • Nilai-nilai Perusahaan
Kebijakan Bisnis
Sistem & Prosedur
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Kapa
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asi
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ana
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Sistem Manajemen Kinerja
Kepemimpinan Korporat
Persyaratan Bisnis KSF Hasil
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Model Manajemen Transformasi (samb)
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
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Model Manajemen Transformasi (samb)
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:
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Agenda
Arah dan Model Transformasi
Strategi Transformasi
Langkah-langkah Transformasi
Daftar Isi
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Strategi Transformasi
Strategi Korporat:Optimize core commodity
business or Continuously to increase cost efficiency, effectiveness and competitiveness
Selectively diversify mining-based 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
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Strategi Transformasi
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
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Agenda
Arah dan Model Transformasi
Strategi Transformasi
Langkah-langkah Transformasi
Daftar Isi
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Langkah-langkah Transformasi
1. Meningkatkan sense of urgency2. Membentuk tim pemandu (guiding team)3. Merumuskan arahan strategis (visi, misi dan
strategi korporat)4. Mengkomunikasikan arahan strategis5. Memberdayakan pimpinan dan pegawai6. Menjalankan proyek manajemen transformasi7. Mengkonsolidasikan transformasi8. Membangun budaya perusahaan baru
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Langkah 1:Meningkatkan Sense of Urgency
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
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Meningkatkan Sense of Urgency (samb)
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
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Langkah 2:Membentuk Tim Pemandu (Guiding Team)
Unsur Pimpinan Transformasi: Promotor Transformasi: Direktur Utama Sponsor Transformasi: Seluruh anggota
Direksi Koordinator Manajemen Proyek
Transformasi: Direktur Sumber Daya Manusia
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Membentuk Tim Pemandu (Guiding Team)
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
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Langkah 3:Merumuskan Arahan Strategis
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
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Merumuskan Arahan Strategis (samb)
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
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Langkah 4:Memberdayakan Pimpinan dan Pegawai
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
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Langkah 5:Menjalankan Proyek Manajemen
Transformasi
Untuk menjalankan strategi transformasi dengan baik, Unsur Pimpinan Transformasi Antam perlu menjalankan serangkaian proyek manajemen transformasi sbb:
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Proyek Manajemen Transformasi
Tujuan: Membangun kapabilitas organisasi Antam untuk mensukseskan proses transformasi
Proyek Manajemen Tujuan• Peningkatan Efisiensi dan Inovasi - meningkatkan efisiensi, dan inovasi proses,
sistem dan produk
• Pengembangan Budaya Perusahaan - mengembangkan budaya perusahaan PIONEER, team
building dan budaya pembelajaran
• Pengembangan Kapabilitas Operasi - meningkatkan kualitas (Manajemen Mutu) berbasis berbasis operations and performance Malcom Baldrige danTQM excellence
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Proyek Manajemen Transformasi
Tujuan: Membangun kapabilitas organisasi Antam untuk mensukseskan proses transformasi
Proyek Manajemen Tujuan• Pengembangan Kepemimpinandan - meningkatkan kompetensi Pegawai berbasis high purpose kewirausahaan pemimpin organization dan pegawai yang concern
pada masyarakat dan lingkungan
• Alignment Kebijakan dan Sistem - mengembangkan dan Manajemen Strategis menyelaraskan kebijakan
dengan sistem – sistem manajemen strategis (GCG, Arahan Strategis, SMK, SMUK, dll)
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Proyek Manajemen Transformasi
Tujuan: Membangun kapabilitas organisasi Antam untuk mensukseskan proses transformasi
Proyek Manajemen Tujuan• Pengembangan Organisasi dan Proses - menyediakan organisasi Bisnis dan proses bisnis yang
memiliki nilai tambah tinggi
• Pengembangan Teknologi - meningkatkan daya saing perusahaan berbasis teknologi yang sesuai dengan strategi korporat
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Langkah 7:Mengkonsolidasikan Transformasi
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
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Langkah 8:Membangun Budaya Perusahaan Baru
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 nilai-nilai budaya perusahaan yang perlu dikembangkan di lingkungan Antam. Hasil kerja tim ini akan dipergunakan oleh Pengelola Proyek Pengembangan Budaya Perusahaan
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Langkah 8:Membangun Budaya Perusahaan Baru
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
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