3
Principles of Wikinomics
•
BEING OPEN
: being porous to external ideas and
human capital: open-source licences
•
PEERING
: collaborating on a micro-level, a
community is organized by members who voluntarily
join it and contribute by choice: Wikipedia
•
ACTING
GLOBALLY
: Utilization of global talent pool
made possible by communications technology
•
SHARING
: firms maintain their intellectual property in
5
Two Ways to Think about a Business
SENSE and RESPOND
MAKE and SELL
Assumption:
Assumption:
UN-PREDICTABLE change
PREDICTABLE change
Goal :
Become an
Efficient Enterprise
Goal :
Become an
Adaptive Enterprise
Context• Purpose and bound • Adaptive structure
Coordination of Capability
• Commitment
management
Structure
functional hierarchy
Strategy
• Objective • Plan
Mission and
Become Adaptif Enterprise :
As Interaction
Costs fall
Companies will
Come under
Pressure to
Unbundle their
Core processes,
Each of which
Has very
Different
Economic
Cultural, and
Competitive
imperative
Infrastucture
Management/
Operational
Ex-cellence
Build and manage
facilities for
high-volume,repetitive
operational task
Customer
Relationship
Management
Identify,
Differentiated,Interact, and
Customized Relationships
with customer
Product
Innovation
Conceive of attractive
new products and
service and
commercialize them
Leadership
5
Drivers
Management
Process
People
Manager vs Leader
•
Continuous
Improvement
•
Present
•
Process Oriented
•
Implement the
Vision
•
Logical
•
Work With Process
•
Breakthrough
•
Future
•
Result Oriented
•
Create Vision
•
Emotional & Art
Management vs. Leadership Roles
To create management processes to
help produce predictable results on
important dimensions.
Planning and Budgeting
Staffing and Organizing
Controling and Problem Solving
Management Roles
Leadership Roles
To create leadership processes to help
produce changes needed to cope with
a changing business environment.
Establishing direction (
vision,
strategies
)
Aligning People (
Communicating
direction, creating teams and
coalitions
)
Motivating and Inspiring (
energizing
people, satisfying basic human needs
)
Purpose
Processes
John P. Kottler
MANAGEMENT vs. LEADERSHIP
MANAGEMENT
Planning and Budgeting
o
establishing detailed steps and
timetables
o
allocating resources
Organizing and Staffing
o
establishing structure
o
staffing that structure
o
delegating responsibility and
authority
o
providing policies and
procedures
o
creating methods or systems
to
monitor implementation
Controlling and Problem
Solving
o
monitoring results vs plan
o
identifying deviations
o
planning and organizing to
solve these problems
LEADERSHIP
Establishing Direction
o
developing a vision
o
developing strategies
Aligning People
o
communicating the
direction
o
creating teams and coalitions
Motivating and Inspiring
o
energizing people
o
satisfying very basic human
needs
Produces a degree of
predictability and order
It’s about the CUSTOMER...
“We have only two sources of competitive advantage:
1)
the ability to learn more about our customers faster than the
competition
2)
the ability to turn that learning into action faster than the
competition”
Jack Welch, CEO of GE
--“ I constantly remind our employees to be afraid, to wake up in
the morning terrified. Not of our competition, but of our
customers.”
Amazon.com-Value Creating Bussiness
Competency Market
Commercial Market
COMPANY
Customer
People
Share
Holder
Interacting
Interacting
Change and Transformation
Confidence
Experience
Comfortable
Predictable
Old Skills
New Skills
Fear
Inexperience
Awkward
Chaos
Needs for
Management and Leadership
Considerable leadership but
not much management needed
(Start-up businesses)
Considerable leadership and
management required
(most businesses and organizations
today)
Little management
or
leadership required
(most organizations until this
century)
Considerable management but
little leadership required
(many successful corporations in
the 1950s and 1960s)
A
m
ou
n
t
of
c
h
an
ge
n
ee
d
ed
(
*)
High
Low
High
Low
The complexity of operation
Leadership
adalah menciptakan lingkungan yang
menstimulir orang untuk mencapai sasaran
bersama
Management
adalah menciptakan dan
mengimplementasikan proses serta
memonitor hasil - hasil.
5 Drivers of Managerial
Success
Self- direction
People Skills
Process Skills
Communication Skills
Accountability
Common
VISION,
Leadership
•
Developing self & organization leadership
•
Communicate to lead
•
Recognizing human potential
•
Build cooperation
•
Making decisions
•
Managing conflict and change
Management
•
Planning & Strategic Mgt Process
•
Organizing Structure & Culture
•
Organizing Change & Learning
•
Controlling process
•
Developing KPI
•
Job Design
Major
factors
Influencing
Job Performance
Personality:
Fitting with people & situations
Ca
pa
bil
ity
:
Ab
ilit
y,
Kn
ow
led
ge
, S
kil
l,
ex
pe
rie
nc
e
M
otiv
atio
n:
Enj
oym
ent,
Sa
tisfa
ctio
n,
Fulf
illm
ent
John Adair
“Effective Motivation: How to Get Extraordinary Results from Everyone
(Pan Books, 1996)
Three Questions for
Job Interview
“Can the person do the job?”
“Will the person do the job?”
HR Transformation
Administration
Industrial
Relations
System
Business
Manager`
Consultancy
Role:
Focus:
Objecti
ves:
Job
title:
Policy
I.R.
Procedures/
systems based
Rule –driven
Pluralist
Harmony
Legal correctness
IR Manager
Labor officer
Personal Manager
Strategic
Consultant
Integration with
business
Relevance of
programmes
Business Results
Employee
Commitment
HR Manager
HR Director
Internal
Consultancy Service
Service Agreements
Projects
O.D.
Change
Networks
Balance interest
Enable change
Organization
responsiveness
Change Manager
HR Director
Support function to
line Management
Welfare
Personnel service
Records / procedures
Unitary
Servicing needs of
individuals/
managers
VISION
--
Disciplines of Superstars
--Set up your personal vision from time to time, not just personal targets. Vision is something BIG and you have to stretch your capabilities to achieve it. Without clear vision, you will be going nowhere.
ADAPTIVE
Living in an ever-changing world needs a new mentality. Living in a complex business environment needs a new attitude. And, living in a diverse globalized society needs a new personality. There is only one answer to all these, be an adaptive person.
RESULT-DRIVEN
Nothing else counts but results. A good process that does not produce good result is wasting energy. Thus, never be satisfied or complacent before you achieve that final
victory. Win the war, not the battles! Your attitude must be result-driven and your behavior must be result-oriented.
KNOWLEDGE
Data, if analyzed, becomes information. However, information is not enough anymore. Knowledge is ready-to-use information. Knowledge should be created, enhanced, and shared.
ENTHUSIASTIC
Brilliant idea is just the starting point. Your next step is to drive yourself to realize that idea and do anything that is necessary to reach the finish line. Eat, sleep, and dream with your business.
LEARNING
In the knowledge business, especially in the ever-changing world, learning is the key to achieving competitive
advantage. Learning is not a one-time phenomenon. Be a lifelong learner or you’ll become an obsolete person.
ULTIMATE
Always strive to achieve the ultimate thing, not just an average one. When you plan or do something, make sure you consider all things that are necessary, and delight your customers. Be a perfectionist in everything you do.
SPEED
The Empowered Team
Member
Customer
Owner
Manager
Team
Member
Team
Member
Team
Member
