Presented by: Dr. Romeo Rissal Pandjialam General Lecture at the Master’s Program, Economics Department Universitas Andalas Padang 20 November 2010 An Act of Visionary & Transformational Leadership Leadership

Romeo Rissal Pandjialam – March 2007 Business Strategy…. Kopi Panggang 2

Romeo Rissal Pandjialam – March 2007 Business Strategy.... A Simple way 3 Business strategy is the foundation of successful business. But there are, of course, different types of business strategy. The best business strategies must steer a course between the inevitable internal pressure for business continuity and the demands of a rapidly changing world for revolutionary business strategies.revolutionary business strategies But what is business strategy? Andrew Grove makes a clear distinction between strategic action and strategic plans. He believes that business strategy models should not: just be statements of intent; come across like a political speech; have concrete meaning only to management; concern themselves with events far in the future or have little relevance to today. Try this simple exercise: take a piece paper and at the bottom, write a brief account of where the business is now. Then at the top, write where you want the business to be in ‘x’ amount of years (you decide the period). Next, in between the two write what you need to do and when you to do it to get from the bottom of the page to the top. This kind of rough business development strategy shouldn’t take more than an hour.business development strategy Robert Heller Edward de Bono

Romeo Rissal Pandjialam – March Visionary & Transformational Leader Vs. BUSINESS STRATEGY Current Position Survival DR.Romeo Rissal Some companies Growth Most Companies To be a Leader

An Act of Visionary & Transformational Leadership TO BE A LEADER Business Strategies Clear Objectives Strategic Change Programs Visionary & Transformational MINDS Consistent & Measured Implementation

Leader “Leaders are pioneers. They are people who venture into unexplored territory. They guide us to new and often unfamiliar destinations. People who take the lead are the foot soldiers in the campaigns for change……..move us forward. Leaders get going some place”“Leaders are pioneers. They are people who venture into unexplored territory. They guide us to new and often unfamiliar destinations. People who take the lead are the foot soldiers in the campaigns for change……..move us forward. Leaders get going some place” (Kouzes and Posner, The Leadership Challenge: How to Get Extraordinary Things Done in Organizations, 1987)(Kouzes and Posner, The Leadership Challenge: How to Get Extraordinary Things Done in Organizations, 1987)

venture into unexplored territory….  LEADERSHIP IS A CHOICE: – Laizes faire VS something meaningful – Once you make a choice, bear in mind that you have to pursue it with all its logical consequences: Inherent risks in any venture More energy and dedication Etc

Good is the Enemy of Great “That good is the enemy of great is not just a business problem. It is a human problem. If we have cracked the code on the question of the good to great, we should have something of value to any type of organization. Good schools might become great schools.” Jim Collins Good to Great, page 16 RELUCTANT TO CHANGE

Romeo Rissal Pandjialam – March There is no more powerful engine driving an organization toward excellence and long range success than an attractive, and achievable vision of the future, widely shared Burt Nanus, Visionary Leadership. San Francisco, Jossey_Bass Publishers, 1992

CONTOH-CONTOH IMPLEMENTASI BUSINESS STRATEGY

Transformational Leader Craig Barrett: CHANGE FROM “being the preeminent supplier to the computing industry worldwide” “being the preeminent supplier to the computing industry worldwide”TO “being the preeminent supplier to the worldwide Internet economy” With a transformational process: (1) Client platforms, (2) Server platforms, (3) Cellular and Wireless, and (4) Communications and networking Core competence: chip design & manufacture

An Act of Transformational Leadership Intel Pre-386 Post-386 Intel Licensee … IBM NEC Compaq … Dell IBM

Romeo Rissal Pandjialam – March 2007 Everything is MEASURED in terms of COMPETENCIES And RESULTS! Academy of Program/Project Leadership – Blended Learning Process One-NASA LEARNING The APPL Blended Learning Process allows NASA project practitioners and teams to request and acquire professional development products and services according to their: Level of KnowledgeLevel of Knowledge Phase in the ProjectPhase in the Project Amount of Time to CommitAmount of Time to Commit Applied Research Develop Project Leadership Maturity Serve as a clearinghouse of world-class expertise Create opportunities for project management collaboration through research and exchange Communication and transfer of knowledge

Romeo Rissal Pandjialam – March Dokumen konfidensil untuk kalangan sendiri CORPORATE PLAN 2000 BANK NAGARI CORPORATE PLAN 2000 BANK NAGARI Jakarta, 12 Maret 1996 Dipresentasikan oleh DR. Romeo Rissal Pandjialam Dalam Pertemuan Pemilik BPD Sumbar Di Kantor Menaker Abdul Latief JAKARTA Dokumen konfidensil untuk kalangan sendiri BUSINESS PLAN 1999 BTPN BUSINESS PLAN 1999 BTPN Bandung, 18 November 1995 Dipresentasikan oleh DR. Romeo Rissal Pandjialam Pertemuan dg Komisaris dan Direksi BTPN Lihat Contoh

DR.Romeo Rissal Mission Values Strategic Objectives Vision Mencapai dan memelihara kestabilan rupiah/inflasi melalui pemeliharaan kestabilan moneter dan pengembangan stabilitas sistem keuangan untuk pembangunan jangka panjang Negara Indonesia yang berkesinambungan Menjadi bank sentral yang dapat dipercaya secara nasional maupun internasional melalui penguatan nilai-nilai yang dimiliki serta pencapaian inflasi yang rendah dan stabil KompetensiKompetensi KebersamaanKebersamaan IntegritasIntegritas AkuntabilitasAkuntabilitas TransparansiTransparansi 1.Mencapai kestabilan harga 2.Memajukan sistem perbankan yang andal dan efektif 3.Menjamin terciptanya sistem pembayaran yang aman dan efisien 4.Meraih citra positif yang kuat baik secara nasional maupun internasional 5.Meningkatkan koordinasi dan networking dengan stakeholders 6.Menjadi organisasi yang berbasis pengetahuan 7.Mengembangkan satuan kerja yang efektif dan berkompetensi tinggi STRATEGIC DIRECTION K – I – T – A – Kompak

BI TRANSFORMATION PROGRAM (launched in 2001): Begin With The Foundation P,B & PM HR Function Mon. policy formulation BankingBanking IMUIMU ITIT 2. Blueprint Monetary Execution Currency Circulation Regional & Rep Offices CORPORATE CULTURE IT Function Begin Begin Continue Continue IMPLEMENTOR Logistic mgt Phase I Phase I Phase II, ect Phase II, ect Strategic Objectives New Directions and Processes Implementation Strategy

DR.Romeo Rissal Result Highlights……… I. ALREADY IMPLEMENTED 1.Strategic Direction 2.New HRM System 3.SPAMK (Balance score card) 4.Financial System Study 5.Culture Change Program 6.Information Management 7.IT Architecture and Strategy 8.Logistic Management 9.Mon. Research and Pol. Form. 10.Internal Management System 11.Bank Supervision T. and C. 12.OJK Contingency Plan 13.Research function of KBI 14.Single point of accountability II In implementation preparation 1.HL Organization Structure? 2.Risk Management ?? 3.EDMS ??? E- Auction Blanket Contract Board system IT road map Regional Economic Analysis More delegation to line managers Consultant-client realtions Code of conduct Asset & Liab report Absolutely No:  disguised payment  gifts, vouchers etc

DR.Romeo Rissal External Feedback 2001 Economic Research & Monetary Policy Banking Policy & Supervision Payments Policy & Systems Internal Mgmt Functions Values & Culture Topic Strongly Deficient Strongly Deficient Satisfactory Satisfactory Strongly Performing Strongly Performing Currency Distribution Judiciaries Bankers Executives Academician Business Government Public Mass Media Respondents STAKEHOLDERS’ SURVEY DEC BEFOREAFTER

Romeo Rissal Pandjialam – March 2007 Culture Change Award: BI Medan Jadi Yang Terbaik Prof. DR. Miranda S. Goeltom DGS mengucapkan selamat

Romeo Rissal Pandjialam – March Bank Sumut Memacu Kegemilangan PERKEMBANGAN ASET, KREDIT DAN DPK BANK REGIONAL TANGGUH 1.Pertanian, Peternakan, Perikanan 2.Perdagangan.. Bank Pendamping Pedagang BANK SHARIAH TERKUAT DI SUMUT

Romeo Rissal Pandjialam – March 2007 Presentasi kepada Gubernur Sumbar 21 Ketahanan Kelembagaan Motor Ekonomi Daerah Pelayanan masyarakat Baca presentasi KBI Padang Kepada Gubrnur Sumbar 14 Nov 2010

22 Jumlah Bank dan Kantor Bank di Sumbar Bank Konvensional Bank Syariah Jumlah BPR sangat banyak Jumlah bank syariah masih terbatas Jumlah bank konvensional dominan

23 Perkembangan Aset Perbankan *Data per triwulan III-2010 Aset bank umum syariah baru 5,6% dari total aset bank umum Aset BPR hanya 3,9% dari total aset bank umum

24 Penghimpunan Dana Masyarakat (DPK) DPK BU Syariah & BPR masih rendah BU Syariah & BPR terjebak dana mahal: Porsi deposito tinggi (biaya bunga/bagi hasil tinggi)

25 Kredit/Pembiayaan BU & BU Syariah terjebak kredit konsumsi Komitmen BPR di kredit produktif lebih tinggi  Tapi penyaluran masih kecil

Romeo Rissal Pandjialam – March Akhir Presentasi Terima Kasih