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A Paradigm for Shaping, Aligning & Attuning Organizations created by iCoachAndrew
Winning Teams initiate, cultivate and propagate behavioral norms for the organization to have an agile team performance culture.
Organizational agility holds the critical key to survival and growth in the next normal.
The highest level of agility needed can only be achieved if your team leaders are trained to build winning teams that work from anywhere in the new normal, called remote value creation, which is indicated by functional norms for idea meritocracy, coordination, cooperation and collaboration across the enterprise.
This video outlines the five dictums or mandates that your team needs to fulfill in order to do your part in cultivating an agile team performance culture for your organization.
Winning Teams can train all your team leaders to execute their work with a common language and leadership style that will build an agile team performance culture for your organization to win in the Digital Economy.
For the Journey to Winning Teams, you will need a Performance Passport.
The body of knowledge in Winning Teams combines current research on the network economy with a half century of research on the human psyche and small group dynamics.
Build an agile team performance culture and help your organization survive, grow and continue to win in the network economy of the twenty first century.
Your Winning Team Score at the start of the Practice Period is called a baseline. At the end of the Practice Period, your Winning Team Score will rise to a higher level of maturity, the finish line.
How will we measure your Winning Team Score? How will we measure the level of maturity of your team in fulfilling each of The Five Dictums of a Winning Team?
Watch the video to learn about the 3 steps for measuring your Winning Team Score: preparation, baseline and finish line.
You and your team will celebrate the higher level of maturity of your winning team at the Finishing Culture.
Aim for gold!
Apply the parallel work performance cycles, Plan-Coordinate-Do-Check-Act or PCDCA, used by Winning Team Leaders.
Learn the thirty eight best leadership practices for each of the five characters for cultivating people excellence and five characters for promoting process excellence.
Learn the values that drive attention when performing key management processes on the technical side and striving for the leadership objectives on the human side of work.
Manage by head and lead by heart to build a winning team.
Use the QMLi Personal Effectiveness Report to contrast your self perception scores with the perception of your team members.
● Which practices were deemed important by your team members? Why so?
● Did you expect them to be chosen? Why? Why not?
● What impact do they expect from those important practices?
● Do you agree with their choices? Why? Why not? How did you fare in their assessment of your leadership style?
● Did you get a score of at least 60 in the important practices?
● Were your Self scores close to the Team scores?
● In which practices were there large gaps (at least 25)?
● Is your self-awareness at the levels that you expected?
Self discovery leads to self development.
The Winning Team Leader's strategy is adaptation.
Adapt style to the work situation at hand. This strategy will address the diversity of generations, cultures and personalities that you will face in the work teams of the 21st century.
While aiming for people and process excellence, follow the six steps during PLAN and the last two steps to carry out COORDINATE-DO-CHECK-ACT.
Berlatih memperhatikan pola perilaku orang lain dalam konteks situasi kerja, gaya bicara dan ucapan-ucapan Riko, Lusi dan Donni para Kepala Departemen dari Divisi Keuangan, Genesis Trading Corporation.
iCoachAndrew memaparkan Zaman Edan, arus peralihan dari ciri-ciri era ekonomi industri abad ke 20 yang telah menterbiasakan kita semua dengan optimalisasi ke era ekonomi digital abad ke 21 yang menuntut inovasi lincah.
Namun iCoachAndrew mempersalahkan penamaan Zaman Edan itu dengan istilah, ekonomi digital. Karena membuat banyak orang terkecoh, terutama para pemimpin usaha raksasa yang menjadi besar selama era ekonomi industri. Mereka menyikapi Zaman Edan dengan memusatkan perhatian dan investasi mereka pada hanya salah satu tantangan, yakni aplikasi teknologi digital untuk mengembangkan proses dan kepuasan pelanggan, dan meremehkan tantangan yang lain, yakni faktor manusia dalam bisnis dan organisasi untuk menyikapi usaha merancang dan menerapkan business model yang tepat.
Ia memaparkan network economy yang dikarang oleh Kevin Kelly, redaktur WIRED magazine pada tahun 1997, dan ciri-ciri geo-politik dunia pasca perang dingin, dengan akronim VUCA (volatile | uncertain | complex | ambiguous) yang dipopulerkan oleh US Army War College pada tahun 1998.
Pengusaha UMKM dalam negeri harus memanfaatkan kebutaan, kebingungan maupun kesibukan perusahaan raksasa menghadapi VUCA+D, dimana +D berarti Danger to health akibat pandemi COVID-19, untuk meraih peluang dan mengatasi tantangan network economy.
Di pihak lain, Pengusaha raksasa harus menyadari bahwa transformasi di era ekonomi digital adalah pertama dan terutama transformasi pola pikir yang diterapkan dengan membangun network organization yang memiliki jaringan winning team untuk mewujudkan transformasi 3T ke budaya digital, yakni transformasi yang Terarah, Terpadu dan Terukur. Semua pengusaha maupun regulator harus memiliki the right mindset untuk melakukan hal yang benar dan melakukannya dengan benar, melalui network organization yang mengedepankan kolaborasi bukan hirarki untuk bertahan, bertumbuh dan memenangkan peluang emas di Zaman Edan ini.
Command and control does not depict how people work. Only where decisions are mandated from. A hierarchical view of who reports to who from the highest to the lowest echelons. Beyond preserving order and enforcing process exccellence, it was not intended to do more.
People need a second reference for behavior before and after a decision is made. When idea meritocracy can yield the best idea. And when execution needs collaboration across work teams.
Dual Frame Organizing is the answer to the challenges and opportunities of the network economy of the 21st century.
Plans are the flowers of the intellect. Execution is the fruit of the soul.
Douglas MacArthur said it first.
Execution demands cooperation, coordination and collaboration. Unfortunately, the ego has those three C's for breakfast. The network organization is impossible to build when the ego is running loose.
Execution is at the mercy of unstoppable ego. Or is it?
Is the ego unstoppable?
We have found a way to put the ego in the bottle.