An Act of Visionary & Transformational Leadership

Presented by: Dr. Romeo Rissal Pandjialam

General Lecture at the Masters Program,

Economics Department Universitas Andalas Padang

20 November 2010

Business Strategy. Kopi Panggang

Romeo Rissal Pandjialam March 2007

Business Strategy . . . . A Simple way

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. But what is business strategy? Andrew Grove makes a clear distinction between strategic action and strategic plans. He Edward de Bono 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 Robert Heller 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 shouldnt take more than an hour. Romeo Rissal Pandjialam March 2007

Email: rrissal@bi.go.id

DR.Romeo Rissal

Visionary & Transformational Leader Vs. BUSINESS STRATEGY

Growth
Some companies

To be a Leader

Most Companies

Survival

Current Position

Romeo Rissal Pandjialam March 2007

An Act of Visionary & Transformational Leadership

Visionary & Transformational MINDS Clear Objectives

TO BE A LEADER

Business Strategies Strategic Change Programs 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
(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 RELUCTANT TO 16
CHANGE

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
Romeo Rissal Pandjialam March 2007

CONTOH-CONTOH IMPLEMENTASI BUSINESS STRATEGY

Transformational Leader Craig Barrett: 1998-2003

CHANGE FROM 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

Pre-386
Licensee Licensee

Post-386
Dell Compaq

Intel
Licensee

IBM

Intel

IBM
NEC

One-NASA

Academy of Program/Project Leadership Blended Learning Process

LEARNING

Serve as a Everything is MEASURED clearinghouse of in terms of COMPETENCIES world-class expertise And RESULTS!

Communication and transfer of knowledge

The APPL Blended Learning Process allows NASA project practitioners and teams to request and acquire professional development products and services according to their:

Performance Enhancement Applied Research

Create opportunities for project management collaboration through research and exchange

Knowledge Sharing

Level of Knowledge Phase in the Project Amount of Time to Commit

Career Development
Develop Project Leadership Maturity
Romeo Rissal Pandjialam March 2007

CORPORATE PLAN 2000 BANK NAGARI

Dokumen konfidensil untuk kalangan sendiri

Dipresentasikan oleh DR. Romeo Rissal Pandjialam

Dalam Pertemuan Pemilik BPD Sumbar Di Kantor Menaker Abdul Latief

JAKARTA

Lihat Contoh

Jakarta, 12 Maret 1996

BUSINESS PLAN 1999 BTPN

Dokumen konfidensil untuk kalangan sendiri

Dipresentasikan oleh DR. Romeo Rissal Pandjialam Pertemuan dg Komisaris dan Direksi BTPN

Bandung, 18 November 1995

Romeo Rissal Pandjialam March 2007

14

DR.Romeo Rissal
Email: rrissal@bi.go.id

Mission
Mencapai dan memelihara kestabilan rupiah/inflasi melalui pemeliharaan kestabilan moneter dan pengembangan stabilitas sistem keuangan untuk pembangunan jangka panjang Negara Indonesia yang berkesinambungan

STRATEGIC DIRECTION

Strategic Objectives
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

Vision
Menjadi bank sentral yang dapat dipercaya secara nasional maupun internasional melalui penguatan nilai-nilai yang dimiliki serta pencapaian inflasi yang rendah dan stabil

Values
Kompetensi Kebersamaan Integritas Akuntabilitas Transparansi

KI TA Kompak

Implementation Strategy
BI TRANSFORMATION PROGRAM (launched in 2001): Begin With The Foundation
Phase I

IMPLEMENTOR

2. Blueprint

Phase II, ect

New Directions and Processes

HR Function

Mon. policy formulation

Banking IMU IT Logistic mgt

Monetary Execution Currency Circulation Regional & Rep Offices

Strategic Objectives

P,B

&

PM

IT Function

Begin

CORPORATE CULTURE

Continue

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 ???

Email: rrissal@bi.go.id

More delegation to line managers Consultant-client realtions

IT road map
E- Auction

Code of conduct Asset & Liab report

Absolutely No: Blanket Contract disguised payment gifts, vouchers etc

Regional Economic Analysis

Board system

DR.Romeo Rissal
Email: rrissal@bi.go.id

External Feedback 2001

Topic Strongly Deficient

Satisfactory

Strongly Performing

Values & Culture

Economic Research & Monetary Policy
Banking Policy & Supervision Payments Policy & Systems

STAKEHOLDERS SURVEY DEC. 2004 Respondents

Judiciaries
Bankers Executives Academician Business Government Public Mass Media
4.08 4.05 4.04

4.26

4.24

Currency Distribution

Internal Mgmt Functions

3.98
3.95 3.89

BEFORE

AFTER

Culture Change Award: BI Medan Jadi Yang Terbaik 2007

Prof. DR. Miranda S. Goeltom DGS mengucapkan selamat

Romeo Rissal Pandjialam March 2007

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Bank Sumut 2007..... Memacu Kegemilangan

800,000 9,000,000 600,000 8,000,000 7,000,000 400,000 6,000,000 200,000 5,000,000 4,000,000 Des'04 Des'05 Mar'06 Jun'06 Sep'06 Des'06 Des'07 3,000,000

2,000,000
1,000,000 Des'04 Des'05 Mar'06 Jun'06 Aset Sep'06 Rata-rata Des'06 Des'07

(200,000)

Modal Inti

PERKEMBANGAN ASET, KREDIT DAN DPK

2007 - 2011 BANK REGIONAL TANGGUH

1. 2. Pertanian, Peternakan, Perikanan Perdagangan .. Bank Pendamping Pedagang
Romeo Rissal Pandjialam March 2007

BANK SHARIAH TERKUAT DI SUMUT

20

Presentasi kepada Gubernur Sumbar

Motor Ekonomi Daerah

Pelayanan masyarakat Baca presentasi KBI Padang Kepada Gubrnur Sumbar 14 Nov 2010
Romeo Rissal Pandjialam March 2007

Ketahanan Kelembagaan

21

Jumlah Bank dan Kantor Bank di Sumbar

Bank Konvensional
Bank Perkreditan Rakyat 232 103 Jumlah Kantor
Jumlah Bank 310

Bank Umum 19

100

200

300

400

Bank Syariah
Bank Perkreditan Rakyat Unit Usaha Syariah

19 6 Jumlah Kantor Jumlah Bank

3
0

Bank Umum

29
6
0 5 10 15 20 25 30

22 35

Perkembangan Aset Perbankan

Bank Umum Syariah

1.6

Aset bank umum syariah baru 5,6% dari total aset bank umum

BPR

1.1

Bank Umum

28.2

Aset BPR hanya 3,9% dari total aset bank umum

10

20

30

Triliun Rupiah
*Data per triwulan III-2010

23

Penghimpunan Dana Masyarakat (DPK)

Bank Umum Syariah BPR

Giro 8.51%
Deposito 43.2%

Deposito 41.31% Tabungan 50.18%

Tabungan 56.8%

1.1

0.7

Bank Umum
0 5 10 15

DPK BU Syariah & BPR masih rendah

17.9

Triliun Rupiah

20

BU Syariah & BPR terjebak dana mahal: Porsi deposito tinggi (biaya bunga/bagi hasil tinggi)
24

Kredit/Pembiayaan
Bank Umum Syariah BPR 1.7
Konsumsi 46.65%

Modal Kerja 42.18%

0.8

Kredit Konsumsi 24.51%

Kredit Investasi 10.26%

Investasi 11.17%

Bank Umum
0 5 10 15 20

20.4
Kredit Modal Kerja 65.23%

25

Triliun Rupiah

BU & BU Syariah terjebak kredit konsumsi Komitmen BPR di kredit produktif lebih tinggi Tapi penyaluran masih kecil

Kredit Konsumsi 46.36%

Kredit Investasi 19.46%

Kredit Modal Kerja 34.18%

25

Akhir Presentasi
Terima Kasih

Romeo Rissal Pandjialam March 2007

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