Andrew Tani, Sr., Founder & CEO AndrewTani & Co.
CULTURE FORMATION | The CEO partly attributed exponential revenue growth from 1988 to 1996, during the term of our engagement, to Astra Excellence, a multi-year program for the leadership development and culture formation of their highly diversified group of companies that we helped to design and facilitate.
CORPORATE TURNAROUND | The CEO led a successful corporate turnaround, called Indocement Excellence | Quantum Challenge, after the Asian Crisis of 1998. We assisted top management to articulate and execute a ten-year development plan, for which we established a lean organization and agile team network. The right strategies and their agile execution restored shareholder wealth.
MULTINATIONAL RESTRUCTURING | The CEO articulated a new paradigm to manage geographically dispersed business units to face the emerging landscape of global competitors. We helped top management articulate the strategic and cultural imperatives, based on which we restructured the largest family-owned business group in Jordan and enabled the monolithic brand deployment of FINE across seventeen country markets in the Middle East North Africa region.
UPSTREAM RESTRUCTURING | The Upstream Directorate restructured itself into a corporate center with a technology center and spun off oil and gas and drilling operations into four subsidiaries. We helped the top management team improve operating excellence and HSE scores in the oil fields. We also instilled new management and leadership practices that arrested production decline and improved their reserves outlook.
CULTURE TRANSFORMATION | The CEO needed to steer the company past the socio-political turbulence wrought by the 1998 Asian Crisis while executing a “branded commodity” strategy. We helped the top management team design and establish a system to manage strategy and operations and improve the corporate culture that increased revenues from USD 400 million in 1999 to over USD 1 billion by 2008.
DIGITAL FOUNDATION | The CEO faced the onset of the flux from analog to digital and needed to articulate the telco’s strategic direction. We helped the top management team successfully navigate the crossroads of deciding whether to establish Infocom businesses for the digital economy as separate companies or evolve the core and execute Infocom businesses within the Telkom organization.
The country's educational system at the time could not cope with the demands at all levels of the world's fourth largest population. The Minister of National Education successfully rallied his Directors-General to formulate a 20-year development roadmap, called Vision 2025: Insan Indonesia Cerdas & Kompetitif (Population of Smart and Competitive Indonesians by 2025). Senior Leaders established development milestones, goals, programs and key performance measures for the first time in the ministry's history. One of the project teams eventually succeeded in getting the executive branch to comply with the only numerically specific allocation in the state budget mandated by the Constitution.
DEVELOPMENT STRATEGY | The Governor of Bank Indonesia was facing the tailwind of the Asian Crisis that wreaked havoc on national currencies in the region. We convinced him in 2003 to rehash his Destination Statement 2008 by extending the planning horizon to 2020. The renewed perspective provoked thinking of the value of moving from rigidly centralized planning to a more regional approach. Justified by the massiveness and variety of Indonesia's provincial economies, this tenet justified a revision of the national branch structure.
CULTURE BLENDING | The evolving digital business and financial services landscape posed challenges that overshadowed the threat of a less than peaceful unification of personnel in the newly formed agency. The blending of cultural norms practiced by people from Bank Indonesia and the Ministry of Finance was a strategic objective of the Board of Commissioners. We facilitated pivotal meetings between the Chairman and his Board members to build cohesiveness around the rehashed vision, mission and core values as bonding agents.
DESIGN THINKING & AGILE EXECUTION | Telkomsel people badly needed two things to address the accelerated decline in revenues from its legacy voice and SMS businesses: humility to open one's mind to the ideas of others and speed in their execution. We trained people to practice idea meritocracy to strengthen relationships within and across teams. The team learned habits for agile execution and worked with prototypes to test their hypotheses. Pilot projects were completed successfully using design thinking and agile execution attitudes and methods.
DIGITAL MINDSET | The bank’s place among the country’s biggest banks slipped one notch. And the tagline, digital bank, was not yet manifested by behavioral norms. In a digital economy, the CEO saw they were related. We helped the top management team reach a shared understanding with all their Senior Leaders. They rehashed the BNI 1946 values and behavioral norms with tenets of idea meritocracy, and digital values and skills, and enforced Directorate digital capability statements.
GLOBAL MINDSET | The country's largest bank seeks to stay at the forefront of SOE banks in exploring and exploiting the potential for regional growth in financial services. BRI Corporate University is grooming middle managers for overseas placement in the digital economy. They need a shared digital mindset and understanding of the digital organization. We helped design a learning experience for the purpose, highlighting the four areas of digital business excellence: customer focus, innovating force, brilliant process, and winning team culture.
CULTURE FORMATION | The CEO sought a unified mindset for the Bank's Senior Leaders to face the internal and external challenges of sustainable growth and align remnants of the legacy culture with the performance expectations of the Corporate Center. We helped him facilitate his Senior Leaders in a series of events to attain levels of trust for building the Bank's Golden Bridge to Sustainable Growth. An agility culture increased productivity across the branches.
DIGITAL MINDSET | The country's flagship energy company needed a common language and shared worldview on the challenges and opportunities of the era of disruption in the 21st century. Members of the Board of Directors and their direct reports learned and applied the yin-yang SECU-VUCA mindset to generate ideas for optimization and agile innovation. The Minister of Communication and Information delivered an inspiring keynote speech on ideation.
MEASUREMENT SYSTEM | Top management wanted to ensure that it stayed on track towards realizing its vision of making it to the top 50 of the Fortune 500. The Human Capital Director needed a measurement system to reveal and monitor areas of effectiveness and inertia. We helped him design and survey all employees' self and team perceptions, and map results, indicating priority areas for development action.