T H E T E L KO M WA Y

LEADERSHIP ARCHITECTURE AND CORPORATE CULTURE TELKOM

GROUP

Presented by Group 1 MMUI Alfina | Alfin | Ali Yudi | Azhar | Ferry | Iman | Indri

AGENDA

About Telkom

The Telkom Way

Leadership & Corporate Values

Theory & Analysis

Conclusion

VISION & MISSION

• Vision • To become a leading Telecommunication, Information,

Media, Edutainment & Services (TIMES) Player in the Region

• Mission • To Provide TIMES Services with Excellent Quality &

Competitive Price.• To be the Role Model as the Best Managed Indonesian

Corporation  

TELKOM GROUP

PRODUCT• Fixed phone,

fixed wireless phone, mobile phone• Internet• Multimedia• Pay TV• Content and

Application• Enterprise

Solution

TRANSFORMATION IN TELKOM

Phase 1

Phase 2

Phase 3

Cacuk Sudarijanto (1988-1992)

Setyanto P Santosa (1992-1997)

Kristiono (2002-2005)

Rinaldi Firmansyah(2005-2012)

Asset-based Company

Customer Centric Company

InfoComT.I.M.E.S Company

Arief Yahya(2012-2013)

THE TELKOM WAY

The tradition of building systems and cultures is apparent in each era of Telkom’s leadership. Telkom’s corporate culture has continued to evolve in response to the demands of a changing business environment. In 2009, Telkom began the transformation to a new corporate culture known as “The Telkom Way”.

THE TELKOM WAY

Basic Belief :

Commited 2U (Commited to You)

Corporate Values: 5C1. Commitment to Long Term2. Customer First3. Caring Meritocracy4. Co-Creation of Win-Win Partnership5. Collaborative Innovation

THE TELKOM WAY

• Commitment to Long Term1. Menetapkan target yang stretch

untuk diri sendiri dan anggota team

2. Memilih hasil-hasil yang berkelanjutan dalam jangka panjang

3. Terus melakukan transformasi• Customer First

1. Membangun hubungan baik2. Proaktif memenuhi kebutuhan

pelanggan3. Pelayanan lebih baik dari

ekspektasi • Caring Meritocracy

1. Mencari feedback individual2. Mengembangkan orang lain3. Rewards/consequences sesuai

kinerja

• Co-Creation of Win Win Partnership1. Proaktif menangkap peluang

kemitraan 2. Kreatif bernegosiasi3. Aktif mencari feedback dan

mengelola kinerja mitra• Collaborative Innovation

1. Membagi sumber daya antar Unit

2. Mencari sumber daya dari pihak lain 

3. Mempengaruhi lingkungan eksternal

15 Key Behavior :

RECENT TELKOM WAY

On Arief Yahya Management, Telkom made transformation in The Telkom Way, especially on Leadership Architecture and Corporate Culture

GREAT SPIRIT IS BETTER THAN

JUST A STRATEGY

GREAT LEADER GREAT COMPANY

LEADERSHIP ARCHITECTURE AND CORPORATE CULTURE TELKOM GROUP

LEADERSHIP ARCHITECTURE AND CORPORATE CULTURE TELKOM GROUP

Spiritual

Business Transformatio

n

HR and Organiation

Transformation

HR and Organiation

Transformation

Culture Transformatio

n

Culture Transformatio

n

System & Infrastructure Transformatio

n

LEADERSHIP ARCHITECTURE AND CORPORATE CULTURE TELKOM GROUP

• Telkom Corporate Philosophy :

Always the Best• Always the Best, demand all employee to have

• Integrity• Enthusiasm• Totalities

LEADERSHIP ARCHITECTURE

RECENT LEADERSHIP STYLE

Arief Yahya was Telkom’s Operation Director, and become First Man in Telkom since 2012

Characteristic• Innovative • People first• Enthusiast• Good Listener

THE TELKOM WAY

THE TELKOM WAY

• Philosophy to be the best adalah keyakinan dasar (basic belief) bagi setiap karyawan Telkom Group untuk menjadi insan terbaik• Telkom Corporate Philosophy : Always the

Best adalah sebuah basic belief untuk selalu memberikan yang terbaik dalam setiap pekerjaan

THE TELKOM WAY

• Principles to be the Star adalah nilai-nilai inti (core values) yang berisi prinsip-prinsip dasar untuk menjadi insan bintang• Principles to be the Star adalah:• SOLID• Hati – Pikiran - Tindakan

• SPEED• Awal – Arah - Aksi

• SMART• Intuisi – Inovasi - Impresif

THE TELKOM WAY

THE TELKOM WAY

• Practices to be the winner adalah standar perilaku yang berisi praktek-praktek luhur untuk menjadi Insan Pemenang

THE TELKOM WAY

• Imagine• Berawal dari Akhir• Identik dengan Visi atau Mimpi seorang Pemimpin• Mulai dari desirability (keinginan) bukan feasibility

(kebiasaan)

• Focus• Utamakan yang utama• Tetapkan bukti-bukti kemenangan• Alokasi sumber daya berdasarkan prioritas

• Action• Hanya imajinasi dan aksi yang akan mengubah dunia• Visi tanpa aksi itu fantasi, aksi tanpa visi itu sesaat• Meraih Quick Wins

TRANSFORMATIONAL MODEL OF LEADERSHIP

Traits Inspirational motivation

Increased intrinsic motivation, achievement orientation, and goal pursuit

Personal commitment to leader and vision

Life experience Idealized influence Increased identification and trust with the leader

Self – sacrificial behafior

Organizational culture Individualized consideration

Increased identification and cohesion with work group members

Organizational commitment

Intelectual stimulation

Increased self-esteem, self-efficacy, and intrinsic interest in goal accomplishment

Task meaningfulness and satisfaction

Increased role-modeling of transformation leadership

Increased individual group, and organizational performance

Leader behaviorInd. & Org. characteristics

Effects on followers and work groups

Outcomes

TRANSFORMATIONAL MODEL OF LEADERSHIP

Traits Inspirational motivation

Increased intrinsic motivation, achievement orientation, and goal pursuit

Personal commitment to leader and vision

Life experience Idealized influence Increased identification and trust with the leader

Self – sacrificial behavior

Organizational culture Individualized consideration

Increased identification and cohesion with work group members

Organizational commitment

Intellectual stimulation

Increased self-esteem, self-efficacy, and intrinsic interest in goal accomplishment

Task meaningfulness and satisfaction

Increased role-modeling of transformation leadership

Increased individual group, and organizational performance

Leader behaviorInd. & Org. characteristics

Effects on followers and work groups

Outcomes

FOUR LEADERSHIP STYLES

Seeks input from others before taking

action; gets consensus

High

High

Low

Low

Sh

owin

g C

onsi

der

atio

n

Initiating Structure

Passive, noncommittal, low impact on followers

Takes charge, structures employees

tasks

Emphasizes reaching the goal while welcoming

suggestions and encouraging consensus

16-24

FOUR LEADERSHIP STYLES

Seeks input from others before taking

action; gets consensus

High

High

Low

Low

Sh

owin

g C

onsi

der

atio

n

Initiating Structure

Passive, noncommittal, low impact on followers

Takes charge, structures employees

tasks

Emphasizes reaching the goal while welcoming

suggestions and encouraging consensus

16-25

With emphasize to human capital and well defined job structure

BEHAVIORAL STYLES: KEY TAKEAWAYS

Parameters

• Challenged assumption that leaders are born, not made

• Defined “leadership” in actual behaviors

• There is no one best style of leadership – depends on the situation

• An “effective” leader behavior can be misused and have negative consequences for employees

Telkom

• Leader are created by leadership framework : Telkom Way• Every phase of

Telkom’s transformation has its own leader style

16-26

FOUR FUNCTIONS OF ORGANIZATIONAL CULTURE

3-27

FOUR FUNCTIONS OF ORGANIZATIONAL CULTURE

3-28

Commited 2U

Telkom Way

Principle to the STar

CSR

UNDERSTANDING ORGANIZATIONAL CULTURE

Antecedents

• Founder’s values

• Industry & business environment• National culture• Senior leaders’ vision and behavior

Organizational Structure &

Practices

• Reward systems

• Organizational design

Organizational Culture

• Observable artifacts

• Espoused values

• Basic assumptions

Group & Social

Processes• Socialization

• Mentoring• Decision making• Group dynamics• Communication• Influence & empowerment• LeadershipOrganizationa

l Outcomes

• Effectiveness

• Innovation & stress

Collective Attitudes &

Behavior

• Work attitudes

• Job satisfaction

• Motivation3-29

COMPETING VALUES FRAMEWORK

3-30

Vision, Mission, Values

LEADERSHIP TRAITS ON AY

• Intelligence• Self-confidence• Determination• Honesty/Integrity• Sociability• Extroversion• Conscientiousness• Problem solving skills

16-31