Kadarsah Suryadi

Bandung, 15 Maret 20211

ENGINEERING LEADERSHIP

GLOBAL TRENDS

ENGINEERING LEADERSHIP

CASE STUDY

GLOBAL TRENDS1

Authors’ graphical conceptualization of the 4th Industrial Revolution.

Industry 4.0: A bibliometric review of its managerial intellectual structure and potential evolution in the service industriesMarcello Mariani⁎, Matteo Borghi Henely Business School, Greenlands, Henley Business School, Henley-on-Thames, United Kingdom RG9 3AU, United Kingdom

https://www.sciencedirect.com/science/article/pii/S0040162519311345?via%3Dihub

ATU Net -University President Forum – 2018Shibaura Institute of Technology

4th Industrial Revolution = Industry 4.0

Essence of 4th Industrial Revolution is Digital Transformation(Prof. Erick Stolterman-Umea University-Swedia)

https://www.youtube.com/watch?v=1ezqG29uymo

Video ri 4

Sumber: The internet of things for smart manufacturing: A review Hui Yang, Soundar Kumara, Satish T.S. Bukkapatnam & Fugee Tsung; https://www.tandfonline.com/doi/full/10.1080/24725854.2018.1555383

M: Machine; H: Human

Sumber: http://shapingtomorrow.in/knowledgehub/12-disruhttp://shapingtomorrow.in/knowledgehub/12-disruptive-technologies-mckinsey/ptive-technologies-mckinsey/dan Dr Deonie Botha, Southern African Knowledge management Summit 29-31 August 2017

10Ekonomi Internet Asia Tenggara didominasi oleh 5 sektor besar:

01

04

Online Travel (penerbangan, hotel, rental liburan);

e-commerce (perdagangan elektronik)

02

05

Online Media (Iklan, Game, Subscription Music dan Video on Demand);

Digital Financial Services/Jasa keuangan digital(Pembayaran, Remittance/pengiriman uang dalam bentuk valuta asing, Pinjaman, Investasi, Asuransi).

03 Raide Hailing/Jasa Angkutan (transportasi, pengiriman makanan)

Tahun 2019:

Ekonomi internet di Asean > 100 milyar

dollar.

Didominasi oleh

e-Commerce dan jasa angkutan

online.

E-Commerce:Transaksi online shoping

Asean rata-rata 5 juta pesanan per

hari.

Sumber: e-Conomy SEA 2019 dan hasil penelitian oleh “Digital 2019-We Are Social and Hootsuit”

11

THE 4 MEGA SHIFTS CONSUMER BEHAVIOR IN COVID-19

1-Stay at home

life style

3-Go Virtual

4-Empathic Society

2-Bottom of the

Piramid

Kebutuhan sehat dan selamat (Maslow)menjadi utama

Inovasi Digital menjadi Kunci Keberhasilanmendapatkan konsumen

Menjalankan akitivitas untuk mencari solusidilakukan di rumah

Masyarakat penuh empati

https://mix.co.id/marcomm/brand-insight/marketing-strategy/hadapi-empat-mega-shifts-consumer-behavior-sun-life-hadirkan-sun-connect/

11 Juni 2020

Diadaptasi dari:

PANDEMI COVID-19

COVID 19

"Singapura:7% (dari jumlah penduduk);Malaysia:5%; Thailand: 3%; Indonesia:1,65%,“ Menteri Koperasi dan

Usaha Kecil Menengah, Anak Agung Gede Ngurah Puspayoga, di acara Penjurian Nasional Program Wirausaha Mandiri 2014, (10/03/2014).Sumber: https://finance.detik.com/berita-ekonomi-bisnis/d-2854139/di-asean-persentase-jumlah-pengusaha-di-ri-kalah-dari-malaysia-dan-thailandDiakses: tgl 26082020

Jumlah Entrepreneur

Global Enterpreneurship Index 2018, dari 137 negara,

Indonesia peringkat 94 kewirausahaan.

Vietnam: 87; Filipina: 76; Thailand: 71; Malaysia: 58; Brunei Darussalam:53; Singapura: 27.Sumber: https://republika.co.id/berita/q5w66m380/kemenperin-jumlah-wirausaha-indonesia-capai-4-persen-2030 Diakses: tgl 26082020

“..Wirausaha di negara kita hanya 3 persen.Malaysia, Singapura, dan Thailand yang sudah di atas 4 persen," ujar Bambang

saat Pembukaan Rakernas Himpunan Pengusaha Muda Indonesia (HIPMI) di Tangerang, Rabu (7/3).

Sumber: https://wartakota.tribunnews.com/2018/03/07/jumlah-wirausaha-indonesia-kalah-dibanding-negara-lain-di-asean-ketua-dpr-bilang-beginiDiakses: tgl 26082020

Syarat untuk menjadi negara maju: Entrepreneur harus lebih dari 14% dari rasio

penduduknya. Sementara di Indonesia,

pelaku entrepreneur baru 3,1%Sumber: https://economy.okezone.com/read/2019/04/09/320/2040896/syarat-jadi-negara-maju-jumlah-pengusaha-14-dari-rasio-pendudukDiakses:tgl 26082020

20142018

2018 2019

*Semakin banyak jumlah entrepreneur, maka semakin maju suatu bangsa*

Sumber: http://shapingtomorrow.in/knowledgehub/12-disruhttp://shapingtomorrow.in/knowledgehub/12-disruptive-technologies-mckinsey/ptive-technologies-mckinsey/dan Dr Deonie Botha, Southern African Knowledge management Summit 29-31 August 2017

Automation of Knowledge Work12 Potentially Economically Disruptive

Technologies

1514 Principles of the Future Organization

1. Globally distributed with

smaller teams

2. Connected Workfoces

3. Intrapreneurial

4. Operates like small company

5. Focuses on “want” instead of

Need

6. Adapts to change faster

7. Innovation anywhere

8. Runs in the cloud

9. More women in senior management roles

10. Flatter structure

11. Tells stories

12. Democratizes learning

13. Shifts from profit to

prosperity

14. Adapts to future employee

and manager

(Dr Deonie Botha; The Fourth Industrial Revolution and Knowledge management Early stage conceptualisation, Southern African Knowledge management Summit 29-31 August 2017)

Diagram of the VOS keyword analysis results Manesh et all, 2019; https://doi.org/10.1109/TEM.2019.2963489

To analyze the intellectual structure of the research reported on in this dataset, bibliometric analysis was

performed and the specific technique was based on the visualization of similarities (VOS), (Van Eck et all

2006)

N. J. van Eck, L. Waltman, J. van den Berg, and U. Kaymak, "Visualizing the computational

intelligence field [Application Notes]," IEEE Computational Intelligence Magazine, vol. 1, no.

4, pp. 6-10, 2006.

The VOS analysis shows six different clusters related to different research areas emerging from studies of KM and Industry 4.0

•Systems-Level Quality Improvement Published: 23 December 2019 The Times they Are a-Changin’ – Healthcare 4.0 Is Coming!; •Chiehfeng Chen, El-Wui Loh, Ken N. Kuo & Ka-Wai Tam Journal of Medical Systems volume 44, Article number: 40 (2020)

ENGINEERING LEADERSHIP2

19

US PRESIDENT

…..The only criteria for what I do should be not working

for the American people because this job is too big, too

important to just want to occupy space. And if I spent the

next four years, everyday making decisions based on that

single criteria “Is this going to help the American people

achieve their dreams and keep them safe.” .......

ENGINEERING LEADERSHIP

01 LEADERSHIP IN LITERATURE

THEMES AND CATEGORIES OF ENGINEERINGLEADERSHIP: BEST PRACTICES

02

03

ENGINEERING LEADERSHIP

22DEFINISI LEADERSHIP

Koontz dan O’Donnel (1959): kepemimpinan merupakanusaha mempengaruhi orang-orang agar turut berpartisipasi dalam usahamencapai tujuan bersama.

Gibson et al. (1973): kepemimpinan adalah usaha penggunaan jenispengaruh bukan paksaan untuk memotivasi orang-orang guna mencapai tujuan.

George R. Terry (1960) : suatu aktivitas mempengaruhi orang-orang agar mencapai tujuan kelompok secara sukarela.

Kotter (1988): kepemimpinan berkaitan dengan proses menggerakkanorang-orang dengan berbagai pedoman/arahan dan tanpa paksaan.

Edwin A. Fleishman (1961): kepemimpinan adalah upaya mempengaruhi parapengikut melalui proses komunikasi untuk mencapai tujuan tertentu.

23

Four elements of leadership:

LEADERSHIP ISA PROCESS 01

Leadership is a

transactional process that

occurs between the

leader and the followers.

REQUIRES COLLABORATION 02

Leadership is a “process

whereby an individual

influences a group of

individuals to achieve a

common goal”.

ENTAILSPROBLEM SOLVING 03

Leadership must

emphasize the

importance of problem

solving.

RESULTS INTRANSFORMATIVE

CHANGE 04

Leadership results in

transformative change; it

is a process of adaptation

and evolution

Leadership in LiteratureAmerican Society for Engineering Education, 2018

https://peer.asee.org/board-92-what-is-engineering-leadership-a-proposed-definition

01

24LEADERSHIP IS A PROCESS

PARTICIPATION 03

To participate in leadership, both leaders and followers must participate in a

process.

COLLECTIVE 02

Dynamic collective of individual wills and individual needs.

FOLLOWERSHIP 04

Followership can be defined as the “conscious and unconscious behaviours of

persons and groups in support of the goals and desires of a leader”.

ADAPTIVE 05

Leadership can only emerge when there is strong followership, where the

followers trust the leader and are able to be flexible and adaptable in meeting

the needs of the group.

TRANSACTIONAL PROCESS 01

Leadership is a transactional process that occurs between the leader and the

followers, where a leader affects and is affected by followers.

25LEADERSHIP REQUIRES COLLABORATION

MOTIVATING 03

When power is applied, this only meets the goals of the leader, whereas

leadership is about motivating and engaging followers towards a common goal

NOT POWER 02

Leadership requires collaboration, this highlights the fact that leadership is not

power.

PARTNERSHIP 04

Leadership is about fostering trust through a mutual partnership, not a

hierarchical relationship

COMMON GOAL 01

Leadership is a “process whereby an individual influences a group of individuals to achieve a common

goal”. (P. G. Northouse, Leadership : Theory and Practice, 7th ed. Los Angeles, CA: Sage, 2016).

26LEADERSHIP ENTAILS PROBLEM SOLVING

CATALYST FOR ADAPTIVE ACTION 03

Leadership is a process that must identify and assess problems, and then

provide the “catalyst for the adaptive action executed by the followers/group

which resolves the problem”

EMPHASIZE PROBLEM SOLVING 02

Leadership must emphasize the importance of problem solving.

FACILITATE CREATIVE PROBLEM SOLVING 04

Leaders must facilitate and promote followers to engage in creative problem

solving activities, including divergent idea generation and convergent idea

evaluation

IMPORTANT IN GLOBALIZED SOCIETY GOAL 01

Problem solving is becoming increasingly important in the modern complex and globalized society.

27LEADERSHIP IS TRANSFORMATIVE

FOCUS ON HIGHER ORDER INTRINSIC NEEDS 03

The term transformational leadership provides leaders and followers with a

purpose beyond short-term goals, focusing on higher order intrinsic needs.

ENGAGE IN ADAPTIVE ACTION 02

Leadership is when leaders and followers engage together in adaptive

action

LEAD TO GREATER CHANGE 04

The transformational style of leadership has been shown to have stronger

outcomes in terms of effectiveness, satisfaction, commitment and extra effort,

all of which lead to greater change and problem solving achievements

TRANSFORATIVE CHANGE 01

Leadership results in transformative change; it is a process of adaptation and evolution

.

28

“Engineering [leadership] is the process of

envisioning, designing, developing, and supporting

new products and services to a set of requirements,

within budget, and to a schedule with acceptable

levels of risk to support the strategic objectives of an

organization.”

ENGINEERING LEADERSHIP

“Engineering Leadership is the ability to lead a

group of engineers and technical personnel

responsible for creating, designing, developing,

implementing, and evaluating products, systems, or

services.”

02

29

“In an engineering context, leadership incorporates a number

of capabilities that are critical to function at a professional

level:

▪ ability to assess risk and take initiative,

▪ willingness to make decisions in the face of uncertainty

▪ a sense of urgency

▪ will to deliver on time in the face of constraints or

obstacles

▪ flexibility, trust and loyalty in a team setting

▪ ability to relate to others.

30

In a broader context, engineers need leadership skills so that later in

their careers they can develop:

▪ ability to help create and communicate a vision for the future

▪ ability to help shape public policy

These leadership capabilities are essential for the professional practice

of engineering and for the:

▪ protection of public health

▪ safety

▪ and welfare

31

SOME COMMONALITIES OF LEADERSHIP DEFINITION

ORIENTATION

INFLUENCE

INFLUENCE

VISION

32SOME COMMONALITIES OF LEADERSHIP DEFINITION

VISION

ORIENTATION DELIVERABLE

Ability to produce a deliverable based on

constraints, for example “to meet the schedules

and customer quality requirements while working

within specified time and budget constraints”

INFLUENCE

Ability to influence others and direct a group, for

example, “helping to organize effort, create vision,

and facilitate the work of others”

.

Three orientations of engineering leadership: technical

mastery, collaborative optimization, and organizational

innovation.

Creating a vision, assessing risk, and

building trust.

THEMES AND CATEGORIES OF ENGINEERING LEADERSHIP: BEST PRACTICES03

Sumber: American Society for Engineering Education, 2018

Survey was distributed to 163 participants (87% students, 13% alumni from a Canadian University)

Word cloud visualizing the most commonly used words across the

engineering leadership definitions.

1 2 3 4

THEMES AND CATEGORIES OF ENGINEERING LEADERSHIP: BEST PRACTICES03

Sumber: American Society for Engineering Education, 2018

Survey was distributed to 163 participants (87% students, 13% alumni from a Canadian University)

35

01LEAD OTHERS 01

The lead others: lead, direct, control, guide, coordinate, and manage. Setting a vision or direction for others, for example engineering leadership is “the ability to get multiple people working towards a common goal.”

02INFLUENCE OTHERS 02

The influence others: encourage, empower, help, inspire, influence, motivate, teach, and support. For example, engineering leadership is “inspiring and motivating team oriented individuals to accomplish a particular goal while helping to unlock their skills and potential.”

03BE A ROLE MODEL 03

Be a role model: mentorship, setting a good example, being humble, authenticity, and trustworthiness. For example, leadership in an engineering context is “leading by example, being a role model, and getting the job done and empowering others to do the same.”

LEADING AND INFLUENCING OTHERSLead others, influence others, and be a role model.

1

36

exc e l le n c e a n d g e tt in g t h in g s d on e .

01THE EXCELLENCE 01

The excellence: engineering leaders should be good at what they do. Concepts such as successful, effective, confident, and technical expertise were included here. Engineering leaders are able to be “effective, creative and innovative but to still respect all of the analytical skills behind design.” Engineering leaders should always do their best and “go above and beyond”, and that they should be “continuously targeting opportunities for growth and learning”.

02GETTING THINGS DONE 02

The second category in this theme, getting things done: take initiative, take action, make decisions, take responsibility, be accountable, and be willing to do what others will not. Engineering leaders take action to improve the world around them. For example, “Leadership is taking the initiative to find new opportunities to better someone's life.”

2 PERSONAL EFFECTIVENESS

37ENGINEERING COMPETENCYS o lv in g p rob le m s , p ro j e c t m a n a g e m e n t , a n d e n g in e e r in g e t h ic s .

01PROBLEM SOLVING 01

Problem solving: the ability to “work with others to solve problems, include technology, complex problems, innovation, and the approach to problem solving (being able to define, structure, analyze and systematically solve problems).

02PROJECT MANAGEMENT 02

Project management: time management, task management, seeing the big picture, being organized and being resourceful. For example, “leadership is the ability to look at the big picture, to coordinate people and resources in the hopes of accomplishing a project.”

03ENGINEERING ETHICS 03

Engineering ethics: focused on the code of ethics, being a responsible engineer, safety, and understanding the impact on society. For example, engineering leaders have the “ability to take action, and inspire/direct action in others, which leads to safe, technically sound, and practical engineering solutions that follows professional practice standards and improves society in a meaningful way.”

3

38COLLABORATION Work w it h ot h e rs a n d l i s te n t o ot h e rs

01THEWORK WITH OTHERS 01

The work with others: teamwork, communication, making teams more effective, and understanding individual strengths of team members. For example, an engineering leader is “an individual who, when in a group, is able to lead their group members and use their full potential in order to get maximum production from the whole group.”

02THE LISTEN TO OTHERS 02

The listen to others: emphasized the importance of being able to listen, create a safe and open environment, take input from others, and be understanding. For example, “leadership is the ability to gather thoughts and ideas from everyone, and construct a main idea containing all of the elements gathered.”

4

39

https://www.youtube.com/watch?v=WOITVZAGw4w

Digital Leader

40

CASE STUDY3

41

The Metrology of Organizational Performance:

How Baldrige Standards Have Become the Common Language for

Organizational Excellence Around the World

Baldrige Criteria for Performance Excellence

42

Leadership

Customer

Focus

Strategy Workforce

Focus

Operation

Focus

Results

Measurement, Analysis and Knowledge Mgt.

Elemen Keberhasilan Pemimpin Dalam Manajemen Organisasi

1.1 LEADERSHIP CAPACITY

A. VISION , VALUES and MISSION, Future Direction

B. COMMUNICATION

1. LEADERSHIP

1.2 GOVERNANCE AND SOCIETAL RESPONSIBILITY

A. ORGANIZATIONAL GOVERNANCE (Check & Balance)

B. LEGAL AND ETHICAL BEHAVIOUR

C. SOCIETAL RESPONSIBILITIES AND SUPPORT OF KEY COMMUNITIES

ITB MENUJU ENTREPRENEURIAL UNIVERSITY

2015 - 2020

(Adapted from: Roger C.Y. Chen – The Transformation into an Entrepreneurial University: The Experience of First Tech, 2016)

Global Trends

UNESCOWorld Declaration on Higher Education in 1988▪ Developing entrepreneurial skillsand initiative should become majorConcerns of higher education

European UnionLisbon Strategy in 2000▪ Entrepreneurship is one of the new basic skillsto be provided through lifelong learning

U.S.Obama’s Presidential Proclamation in 2012▪ November is the National Entrepreneuship Month▪ November 16th is the National Entrepreneurs’ Day

MalaysiaNational Higher Education Action Plan (2007-2010)▪ To create an ecosystem of entrepreneurship

education in higher learning institution is a must

(Adapted from: Roger C.Y. Chen – The Transformation into an Entrepreneurial University: The Experience of First Tech, 2016)

Global Trends

ChinaMass Entrepreneurship and Innovation▪ Chinese Premier Li Keqiang first public call for “mass

entrepreneurship and innovation” – September 2014▪ Encourages mass entrepreneurship and

innovation to foster a new engine of growth for greatersocial mobility, equity and justice

▪ January 2015, China created a 40-billion-yuan venturecapital fund to help innovative firms in their early stages,especially in emerging industries

TaiwanPromotion of Innovation and Entrepreneuship ▪ “Innovation & Startups” Project (2013) by the

Ministry of Science and Technology(NT$ 1 billion fund)

▪ “Reform of Technological and Vocational Education”Project (2013) by the Ministry of Education(NT$500 million fund)

▪ “Taiwan Silicon Technology” Project (2015) bythe Executive Yuan (NT$ 3 billion fund)

Top ten entrepreneurial universities:

• Aalto University (Finland)• University of Auckland (New Zealand)• University of Cambridge (UK)• Imperial College London (UK)• University of Michigan (US)• MIT (US)• University of Oxford (UK)• Stanford University (US)• Technion (Israel)• UC San Diego (US)

AIM

HKUST

Business School

Babson College

MIT

SL

OA

N

• Business Plan

Competition

• Sending out all

teams

• VC Courses and

Speakers

• ONE UST with

Engineering

• Incubation

Center

• Global

Social

Venture

Competition

• Business

Plan

• Competitions

• Coursework

• On Line

Entrep EMBA

• Supporting Start

ups: The Founders

Institute, Endeavor,

e-Tohum

• Leader in

Entrepreneurship

• Mission: Educate

Entrepreneurial

Leaders!

• Select Seven

Important Traits?

• Plattner Institute of

Design: Conbines -

• Business,

Engineering and

Design Content

• $100K Competition

Innovation Track

• Alumni : US$2

Trillion

• 11th largest

economy,

• Technology is Key

• Field #3,

Mandatory Class In

Second Semester

• REAL WORLD

Format

Examples of

Practices in

Preparing

Entrepreneurs

50Key Performance Indicators

03

02

01

Excellence inInnovation

Excellence in Research

Excellence in Teaching

EntrepreneurialUniversity

2.1 STRATEGY DEVELOPMENT

A. STRATEGY DEVELOPMENT PROCESS

B. STRATEGIC OBJECTIVES

2. STRATEGIC PLANNING

2.2 STRATEGY IMPLEMENTATION

A. ACTION PLAN DEVELOPMENT AND DEPLOYMENT

B. PERFORMANCE PROJECTION

Renip

Renstra

Rencana Kerja Anggaran Tahunan

52

53

ORGANIZATIONAL CAPACITY

CultureEmpl.

Satisf.

Carreer.

Plan.

Producti

vity

Availability Demurage Reliability

Cust. Satisf.Cust. Loyalty

CostRevenue

FINANCIAL/ STEWARDSHIPROI

Curent Ration

Dll.

INTERNAL PROCESS

MARKET/CUSTOMERS/STAKEHOLDERS

Profit Margin

Market Share

3.1 VOICE OF CUSTOMER/STAKEHOLDERS

How do you obtain and use information from your customers?

A. CUSTOMER/STAKEHOLDERS LISTENING

B. DETERMINATION OF CUSTOMER SATISFACTIONAND ENGAGEMENT

3. CUSTOMER FOCUS

3.2 CUSTOMER ENGAGEMENT

How do you engage customers to serve their needs and build relationships?

A. PRODUCT OFFERINGS AND CUSTOMER SUPPORTB. BUILDING CUSTOMER RELATIONSHIP

55

World Forum:University Rankings (QS, THE)AUN (Asean University Network)

National Forum:Majelis Rektor PTNForum Rektor IndonesiaForum Rektor Peduli DesaForum dengan Stakholders (Pemerintah, Industri, Masyarakat)

Internal Forum:Rapat MWA (bulanan)Rapat Senat Akademik (2 mingguan)Forum Guru Besar (2 mingguan)Rapat Pimpinan (Mingguan)Rapat Pra Rapim (Mingguan)Rapim Fakultas (Mingguan)Satuan Penjaminan MutuPertemuan dengan keluarga MahasiswaIkatan Orang Tua Mahasiswa

Japan66

Germany9

South Korea

24

Malaysia13

Australia15

Taiwan15

USA12

Thailand5

France 16

UK 17

Netherland12

Czech Rep. 2

Norway 1Russia

4

Singapore3

Finland 2

China18

Sudan 1

Sweden 4

Timor Leste

2

Turkey 5

Network Member:1. GE32. AUN3. AUN/SEED-Net4. ASEA-UNINET5. AOUTULE6. SEATUC

7. SATU8. ASAIHL9. N+i (France)10. USIPP-USA11. USR-AUN12. STS FORUM

Number of ITB Partner (2019)

Spain 6

New Zealand 2

Denmark 2

India 5

Belgia 3Austria 2

Lebih dari 30 negara,Lebih dari 300 Perguruan Tinggi/ Lembaga Riset/Industri

Vietam 2

Cambodia 1

Croatia 2

Kolombia1

Etiopia 2

Kyrgystan 1

Lituania 4

Meksiko1

Nigeria 1Phillipines

8

Switzerland 3

Chile1

Luar Negeri : 302 Dalam Negeri: 453

13. JWG Indonesia-France14. JWG Indonesia- Japan

Mitra Kerjasama Dalam Negeri dan Luar Negeri 2015-2019

4.1 MEASUREMENT, ANALYSIS AND IMPROVEMENT OFORGANIZATIONAL PERFORMANCE

A. PERFORMANCE MEASUREMENT

B. PERFORMANCE ANALYSIS and REVIEW

C. PERFORMANCE IMPROVEMENT

4. MEASUREMENT,ANALYSIS, AND KNOW.MGT

4.2 MANAGEMENT OF INFORMATION, KNOWLEDGE AND INFORMATION TECHNOLOGY

A. DATA, INFORMATION AND KNOWLEDGE MANAGEMENT

B. MANAGEMENT OF INFORMATION RESOURCES ANDTECHNOLOGY

62

Forum Continuous Improvement:

▪ Rapat MWA (bulanan)▪ Rapat Senat Akademik (2 mingguan)▪ Forum Guru Besar (2 mingguan)▪ Rapat Pimpinan (Mingguan)▪ Rapat Pra Rapim (Mingguan)▪ Rapim Fakultas (Mingguan)▪ Satuan Penjaminan Mutu▪ Akreditasi Nasional dan Internasional▪ Audit Internal▪ Audit Eksternal▪ Evaluasi Perkuliahan semesteran▪ Ranking Nasional dan Internasional▪ Pangkalan Data Pendidikan Tinggi▪ Sistem Informasi: Akademik, Keuangan, Pengadaan, Penelitian, SDM, Sarpras...▪ ...

5.2WORKFORCE ENGAGEMENT How do you engage your workforce to achieve organizational and personal success?

A. WORKFORCE PERFORMANCEC. ASSESMENT OF WORKFORCE ENGAGEMENT B. WORKFORCE AND LEADER DEVELOPMENT

5. HUMAN RESSOURCES/WORKFORCE FOCUS

5.1 WORKFORCE ENVIRONMENT How do you build an effective and supportive workforce environment?

A. WORKFORCE CAPABILITY AND CAPACITY

B. WORKFORCE CLIMATE

6.1 WORK SYSTEMS how your organization designs, manages, and improves its Worksystems to deliver customer Value, prepare for potential emergencies,and achieve organizational success and sustainability.

6. OPERATIONS FOCUS

6.2 WORK PROCESSES How do you design, manage, and improve your key work processes to deliver CUSTOMER VALUE and achieve organizational success and SUSTAINABILITY ?

7.1 PRODUCT PROCESS OUTCOMES

7. RESULTS

7.2 CUSTOMER-FOCUSED OUTCOMES

7.5 FINANCIAL AND MARKET OUTCOMES

7.3 WORKFORCE-FOCUSED OUTCOMESS

7.4 LEADERSHIP AND GOVERNANCE OUTCOMES

No Nama Prodi TahunNama

Akreditasi

1 S1 Teknik Elektro 2017 ABET

2 S1 Teknik Kelautan 2017 ABET

3 S1 Teknik Fisika 2017 ABET

4 S1 Teknik Kimia 2017 ABET

5 S1 Teknik Lingkungan 2017 ABET

6 S1 Teknik Industri 2017 ABET

7 S1 Teknik Informatika 2017 ABET

8 S1 Teknik Sipil 2017 ABET

9 S1 Teknik Perminyakan 2017 ABET

10 S1 Teknik Tenaga Listrik 2018 ABET

11 S1 Teknik Telekomunikasi 2018 ABET

12 S1 Teknik Pertambangan 2017 ABET

13 S1 Manajemen Rekayasa Industri 2017 ABET

14 S1 Kimia 2018 RSC

15 S1 Fisika 2015 ASIIN

16 S1 Matematika 2015 ASIIN

17 S1 Astronomi 2015 ASIIN

18 S1 Biologi 2015 ASIIN

19 S1 Mikrobiologi 2015 ASIIN

20 S1 Sains & Teknologi Farmasi 2015 ASIIN

21 S1 Farmasi Klinik & Komunitas 2015 ASIIN

22 S1 Teknik Mesin 2016 ASIIN

23 S1 Teknik Aeronotika & Astronotika 2016 ASIIN

24 S1 Teknik Material 2016 ASIIN

25 S1 Teknik Geofisika 2016 ASIIN

No Nama Prodi TahunNama

Akreditasi

26 S1 Teknik Geodesi 2019 ASIIN

27 S1 Perencanaan Wilayah dan Kota 2019 ASIIN

28 S1 Teknik Geologi 2019 ASIIN

29 S1 Arsitektur 2018 KAAB

30 S2 Arsitektur 2018 KAAB

31 S1 Teknik Metalurgi 2016 JABEE

32 S1 Rekayasa Hayati 2018 IABEE

33 S1 Rekayasa Pertanian 2018 IABEE

34 S1 Manajemen 2018 ABEST21

35 S2 Sains Manajemen 2018 ABEST21

36 S2 Administrasi Bisnis (Jakarta) 2018 ABEST21

37 S2 Administrasi Bisnis (Bandung) 2018 ABEST21

38 S3 Sains Manajemen 2018 ABEST21

39 S1 Kewirausahaan 2018 ABEST21

AKREDITASI INTERNASIONAL PROGRAM STUDI DI ITB (27 November 2019)

No Nama Prodi Nama Akreditasi

1 Informatika (S1)/Re-akreditasi ABET

2 Sistem & Teknologi Informasi (S1) ABET

3 Meteorologi (S1) ASIIN

4 Oseanografi (S1) ASIIN

5 Seni Rupa NASAD

6 Kriya NASAD

7 Disain Produk NASAD

8 Disain Komunikasi Visual NASAD

9 Disain Interior NASAD

AKREDITASI INTERNASIONAL (DALAM PROSES)

EXCELLENCE IN INNOVATION

PRESTASI INSTITUSI

Terimakasih