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Membangun Budaya Inovasi menuju Organisasi Berkinerja Tinggi Agustinus Sulistyo Peneliti Madya, Jakarta, 3Juli 2015.

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Presentasi berjudul: "Membangun Budaya Inovasi menuju Organisasi Berkinerja Tinggi Agustinus Sulistyo Peneliti Madya, Jakarta, 3Juli 2015."— Transcript presentasi:

1 Membangun Budaya Inovasi menuju Organisasi Berkinerja Tinggi Agustinus Sulistyo Peneliti Madya, Jakarta, 3Juli 2015

2 What do you think?

3 Prologue  Innovation is the mantra in leadership these days.  Potensi kegagalan suatu program inovasi sangat besar. Bukan karena kita tidak mempunyai kemampuan, tetapi lebih karena kita melupakan hal-hal dasar yg mesti dipersiapkan dan dipelajari.

4 7 Faktor Penyebab Kegagalan 1. Inability to engage your people; 2. Inability to get top management’s attention; 3. Lack of resources; 4. Lack of relevance; 5. Lack of measurable return; 6. Lack of transparency; 7. Lack of purpose. innovationmanagement.sehttp://www.innovationmanagement.se/2 014/08/13/why-your-innovation-program-will-failor-how-to-build-a- high-performanceinnovation-culture/

5 1. Leadership; 2. Participatory decision making; 3. Team based work systems; 4. Developing and utilising the skills of the workforce; 5. Quality improvement; 6. Learning from others, networking and benchmarking; 7. Knowledge sharing. Australian Industry Group. High Performance Organisations- Maximising Workforce Potential (2012)High Performance Organisations- Maximising Workforce Potential 7 Karakter Organisasi Berkinerja Tinggi

6 5 Karakter Kinerja yg Berkelanjutan 1. Leadership—koordinasi yg jelas antara top, middle, lower dan pegawai; 2. Design—struktur org yg ramping, fokus pada visi, misi dan tujuan org, peran dan tanggung jawab yg jelas; 3. People—pengembangan pegawai sesuai talentanya; 4. Change management—kemampuan utk mengatur dan menjaga perubahan, mencoba mengantisipasi segala peluang, tantangan dan masalah yg muncul; 5. Culture and engagement—pembentukan mind set dan culture set yg mendukung kinerja, pengembangan share value dan share beliefs. Boston Consulting Group. High Performance Organisations: The Secrets of their success (2011)High Performance Organisations: The Secrets of their success

7 7 Ciri Organiasi Kinerja Buruk 1. Rekrutmen tidak objektif, 2. Menganggap karyawan adalah pembantu, 3. Pimpinan adalah bos, 4. Pola manajemen top down, 5. Prinsip ABS (asal bapak senang), 6. Intervensi politik, 7. Kurang berorientasi pada pelayanan, https://janeman.wordpress.com/2011/12/18/ciri- organisasiperusahaan-berkinerja-buruk-menurut-dahlan-iskan/

8 Budaya Inovasi  Culture : "The sum total of values, norms, assumptions, beliefs and ways of living built up by a group of people and transmitted from one generation to another."  Innovation :  "The adoption of a new practice, process, or paradigm by a community — not just a new product or service.  "Adapting, adjusting, or altering that which already exists for the purpose of adding value." creating_coi.shtml

9 7 Kebiasaan Kinerja Tinggi 1. Live an inspiring vision; 2. Communicate clear strategies and goals; 3. Develop your people; 4. Go out of your way to recognise your people; 5. Genuinely care for your people; 6. Listen and adapt to your customer’s needs; 7. Continually improve your systems. Insync Surveys. capital-matters/2014/high-performance-organisationshttp://www.apsc.gov.au/projects/resources/human- capital-matters/2014/high-performance-organisations

10 29 Hambatan Inovasi 1. Lack of a shared vision, purpose and/or strategy 2. Innovation not articulated as a company-wide commitment 3. Lack of ownership by Senior Leaders 4. Constantly shifting priorities 5. Short-term thinking 6. Internal process focus rather than external customer focus 7. Focus on successes of the past rather than the challenges of the future 8. Unwillingness to change in the absence of a burning platform 9. Politics — efforts to sustain the status quo to support entrenched interests 10. Rewarding crisis management rather than crisis prevention 11. Hierarchy — over-management and review of new ideas 12. Under-funding of new ideas in the name of sustaining current efforts 13. Reluctance to kill initiatives that are not succeeding, but have been funded and staffed creating_coi.shtml

11 Lanjutan Fear that criticizing current practices and commitments is a high-risk activity 15.Workforce workloads (i.e. too much to do, not enough time) 16.Risk aversion (i.e. punishment for "failure") 17.Micromanagement 18.Inelegant systems and processes 19.Addiction to left-brained, analytical thinking ("data is God") 20.Absence of user-friendly idea management processes 21.Unwillingness to acknowledge and learn from past "failures" 22.Inadequate understanding of customers 23.Innovation not part of the performance review process 24.Lack of skillful brainstorm facilitation 25.Lack of "spec time" to develop new ideas and opportunities 26.Inadequate "innovation coaching" 27.No creative thinking training 28.No reward and recognition programs 29."Innovation" relegated to R&D

12 Budaya Inovasi “How To ?”  Terimalah dan sadarilah bahwa dunia sudah berubah dan org memerlukan banyak perubahan;  Inovasi ibarat “puzzle”, yg harus dirangkai satu persatu dan berbeda utk masing-masing org;  Awal dari membangun inovasi adalah unik dan misteri, namun semua diawali dengan adanya perubahan “mindset”;  Perubahan mindset harus dimulai dari top manajer dan mencakup semua level, terkait dengan persamaan value, beliefs, harapan dan tujuan org. create-a-culture-of-innovation-in-the-workplace

13 5 Tahapan Listen  Dari kalangan internal maupun eksternal utk menemukan inovasi baru. Stay open  Ide tdk datang hanya dari pimp ataupun expert, kadang muncul dari orang yg tidak pernah kita pandang, terbuang, tersingkir. Collaborate  Tidak ada yg mampu berinovasi sendirian, semua membutuhkan kerjasama. create-a-culture-of-innovation-in-the-workplace

14 Lanjutan... Go flat  Ramping, miskin struktur kaya fungsi. Visi, misi, tujuan, sasaran jelas dan dapat diturunkan secara jelas dari top, middle, lower dan people. Embrace failure  Kesalahan dan kegagalan adalah proses, selalu belajar dari kesalahan dan kegagalan. Yang diperlukan adalah cara pandang dan cara belajar yang berbeda.

15 Kurt Lewin Theory and Tri’s Theory Tri Widodo : Membangun Budaya dan Praktek Inovasi, KSF (2015) W > A Willingness > Ability + continues learning and experiencing B = f(P.E) Behaviour is function of the Individual dan Environment

16 Epilogue  Menuju org berkinerja tinggi harus melalui inovasi;  Inovasi membutuhkan dukungan semua pihak (top, middle, lower and people);  Inovasi bs dikembangkan, dilaksanakan, diimplementasikan apabila ada budaya inovasi yg mencakup adanya share value, beliefs, harapan dan tujuan organisasi di semua level,  Utk berinovasi, berkembang, dan berubah modal utamanya adalah willingness.

17 Terima kasih


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