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Priyantono Rudito, Ph.D
Tenaga Ahli Menteri Pariwisata Republik Indonesia
MENYIAPKAN SUMBER DAYA MANUSIA
UNTUK MENGHADAPI INDUSTRI 4.0
DENGAN MENGEMBANGKAN
DIGITAL MASTERY
Seminar Nasional Telekomunikasi dan Informatika
SELISIK 2018
3C
Managing Human Capital with
New Paradigm
Developing people: From Best Practice
to New Practice
Quadrant-9 Spirit and
Collaborative Digital Leadership
Sustainable
Growth
Accelerated
Digitalisation
Disruption
Transfor-
mation
3C: CONTEXT, CONCEPT AND CONTENT
Context Concept
Content
STRATEGIC
CONTEXT
We are truly living in digital era
LEBIH CEPAT TERJADINYA DARI YANG
DIPERKIRAKAN
Priyantono rudito, ph.d
Time
Digitalisation
INDUSTRI 2.0
Terjadi lebih cepat
INDUSTRI 4.0
EXPONENTIAL DIGITALISATION
INDUSTRI 3.0INDUSTRI 1.0
Source: George Westerman, Claire Calmejane, Didier Bonnet, Patrick Ferraris, and Andrew McAffee, “Digital Transformation: A Roadmap for
Billion-Dollar Organizations,” Capgemini Consulting and MIT Center for Digital Business, November 2011.
Broadband
Internet
Open source
Personal device
Social Media
DIGITAL STEROIDS
Digital steroids
BROADBAND ACCESS INTERNET OPEN SOURCE
APPLICATION
SMART GADGET
SOCIAL MEDIA
Replaces large delivery trucks with a
platform that enables anyone to deliver
packages in their own car
http://veho-technologies.com/
peer-to-peer delivery to let you coordinate how and when a package
will be delivered
Next Peer to peer delivery
TITIPAN KILAT
 Reducing risk of crashes meaning fewer
law suits or insurance costs
 happily work 24/7, every day of the year
with no breaks
 Reliable, constantly alert and behave
rationally without emotion eliminating
human error.
 it can be easily improved with new
software updates, the on-board
computers and sensors will continually
Self driving cars
Next, Big Data : The use of digital technologies in
Health Industry
For instance, Validic, is the healthcare industry's leading cloud-based, digital health
platform for convenient and quick access to patient data from in-home clinical
devices, wearables and patient healthcare applications
Real-time information, flagged by
over half of respondents as one of
the top benefits of digital data,
supports early decision-making in
drug development.
Chronic conditions, particularly
cardiovascular disease and
metabolic disorders, are a focus for
many pharma and biotech
companies because of the size of
the market and the increasing aging
population. People thought digital
health data could have the greatest
impact in improving care for chronic
Chronic disease remains importa
Real-time data access is an
important benefit
PERSONAL HOSPITAL: Digital healthcare apps
No administration, No Queue, Practical, Prevent disease getting worse due to
delayed handling, Anytime and Anywhere
Dronbrella
The Digital Vortex
Source : Andy Norohna, Michael Wade, James Macaulay, Jeff Loucks, Digital Vortex: How Today's
Market Leaders Can Beat Disruptive Competitors at Their Own Game, 2016.
Digital Disruption is redefining many Industries
Priyantono rudito, ph.d
Traditional Agriculture: Yesterday, Today
Machine Agriculture: More Recent Time
DRONE
AI, IOT and Robotic: Today and Tomorrow’s Agriculture
• Crop and Soil Monitoring
Companies are leveraging
sensors and various IoT-
based technologies to
monitor crop and soil health.
• Predictive Agricultural
Analytics
Various AI and machine
learning tools are being used
to predict the optimal time to
sow seeds, get alerts on risks
from pest attacks, and more.
• Supply Chain Efficiencies
Companies are using real-
time data analytics on data-
streams coming from
multiple sources to build an
efficient and smart supply
chain.
Source : Andy Norohna, Michael Wade, James Macaulay, Jeff Loucks, Digital Vortex: How Today's Market Leaders Can Beat
Disruptive Competitors at Their Own Game, 2016.
The Digital Vortex
#12
Pharmaceuticals
#7
Hospitality
& travel
#8
CPG/
Manufacturin
g
#9
Healthcare
#10
utilities
#11
Oil & Gas
#1
Technology
#2
Media &
Entertainment
#3
Retail
#4
Financial
Services
#5
Telecommunications
#6
Education
is accelerated
Three revolutions that lead
into Industry 4.0
Three Revolutions forging a more complex World
1. A Technological and Economic Revolution
2. A Social and democratic revolution
3. A Geopolitical Revolution
Priyantono rudito, ph.d
THREE WAYS OF THINKING
1. LINEAR
2. EXPONENTIAL
3. PROGRESSIVE
Priyantono rudito, ph.d
Sustaining versus Disruptive Innovation
through Technology
Product
Performance
Time
CUSTOMER
EXPECTATION
Performance
demanded at a
new emerging
segment
SUSTAINING
TECHNOLOGY
The successive
incremental
improvements of
performance that
market incumbents
incorporate into their
existing product
A new technological
innovation, product
or service that
eventually overturns
the existing dominant
technology or
product in the
market
Adapted from Christensen
DISRUPTIVE
TECHNOLOGY
Digitalisation is the new Normal towards Industry 4.0
Sustaining versus Disruptive Innovation
through Technology
Product
Performance
Time
Customer Satisfaction
Performance
demanded at the
low end of the
market or in a new
emerging segment
SUSTAINING
TECHNOLOGY
The successive
incremental
improvements of
performance that
market incumbents
incorporate into their
existing product
A new technological
innovation, product
or service that
eventually overturns
the existing dominant
technology or
product in the
market
Source: Christensen
DISRUPTIVE
TECHNOLOGY
Disruptive Product
menawarkan Value yang
Customer tidak bisa
menolaknya
$
Cost Value Experience Value Network Effect
(Platform) Value
15 Digital disruptive business
models by 3 forms of value
1. Free / Ultra low
cost
2. Consumption-
based pricing
3. Reverse auctions
4. Buyer aggregation
5. Price Transparency
6. Customer
Empowerment
7. Customization
8. Automation
9. Instant
Gratification
10. Reduced Friction
11. Digital
Marketplaces
12. Crowdsourcing
13. Communities
14. Ecosystem
15. Data
orchestrator
Source : Andy Norohna, Michael Wade, James Macaulay, Jeff Loucks, Digital Vortex: How Today's
Market Leaders Can Beat Disruptive Competitors at Their Own Game, 2016.
Combinatorial
1. Coursera
2. skype
3. iBotta
4. Shopkick
5. Dropbox
6. Spotify
7. Amazon
8. Jet.com
9. Fon
10. GroupOn
11. Priceline
12. Shopzilla
13. NexTag
14. Lending
15. Tree
16. SAP Ariba
17. Metromile
18. Salesforce.com
19. LiquidSpace
20. ShareDesk
21. Rolls-Royce
Holdings
15 Disruptive Business Models Implemented
(COST VALUE)
22. PayPal
23. NetFlix
24. Nordstrom/Trunk
Club
25. New Balance
26. Instacart
27. Shyp
28. Google Express
29. Amazon Prime
30. Tesco Click + Collect
31. Amazon Echo
32. Mint.com
33. Liquidnet
34. Bitcoin
35. Wealthfront
36. TaskRabbit
Implementation
Experience Value Based Business Models
37. Apple iOS
38. Google
Android
39. Minecraft
40. Rapsberry Pi
41. GrabCAD
42. Docker
38. Quora
39. Huffington
Post
40. Kaggle
41. Innocentive
42. WikiLeaks
43. Nextdoor
44. Twitter
45. Reddit
46. Etsy
47. Airbnb
48. Cargomatic
49. Transfix
50. ABB
51. Cisco
52. GE
53. IBM
54. Intel
55. Palantir
56. SAP
57. Splunk
58. John
Deere
NETWORK EFFECT POWER
(Demand-Side Economies of Scale)
Strategic Challenge
DIGITAL TRANSFORMATION
Going from BEST to NEXT PRACTICES
Source: Vulling and Heleven,NIH
Self-Disruption/Hack the BAU
DIGITALCAPABILITY
DIGITAL LEADERSHIP CAPABILITY
LOW
HIGH
LOW HIGH
 Revenue / Employees
 Fixed Assets Turnover
Revenue Generating
Efficiency
Profitability
• Net Profit
Margin
• EBIT Margin
DIGITAL TRANSFORMATION
Doing Nothing VS Doing Something implication
DC
DL
DIGITALCAPABILITY
DIGITAL LEADERSHIP CAPABILITY
LOW
HIGH
LOW HIGH
DC
DL
+6%
-10% +9%
-11%
Source: Westerman, Bonnet & McAfee, 2014 LEADING DIGITAL Turning Technology into Business
n = 189 companies, revenue above $500million
-4%
+9
%
-24%
+26
%
Digital mastery
Digital mastery
1
Digital Master
strongly
depending on two
dimensions:
Digital Capability
and Digital
Leadership
Capability
Variance
explained =
0.675
3
2
Digital
Capability
determined by
DIGITAL
LEADERSHIP
CAPABILITY
Discovered
levers of DL :
Digital Culture
(DCT)
Leadership Skills
(LS)
Digital Attitude/
Readiness (DA)
4
D
C
GOODNESS OF FIT
CFI & NFI = close to 1
RMSEA = 0.078 < 0.08
Chi-Square/Dof = 553.476/496
=1.12 < 2
DCT : Digital Culture
DA : Digital Attitude / Digital
Readiness
LS : Leadership Skills
DL : Digital Leadership
Capabilities
DC : Digital Capabilities
RES : Resources
LEGEND
STRONG AND ROBUST MODEL
Digital Mastery Conceptual Model
Digital Transformation is multi Dimensional,
but the core dimension is Human Capital
(Priyantono Rudito)
Digital Attitude
DIGITAL LEADERSHIP
(DL)
DIGITAL CAPABILITIES
(DC)
Leadership skill
DIGITAL MASTERY MODEL - Digital Capability determined
by Digital Leadership
BUSINESS PERFORMANCE
Digital Culture
The
Levers
of Digital
Mastery
DIGITAL CULTURE
AGILITY INNOVATION CREATIVITYANTICIPATORY EXPERIMENTALOPEN MINDSET
ability to
be
creative
ability to
anticipate
and act fast
in urgent
circumstanc
es
The
capacity
to
constantly
transform
and
experimen
t
Innovation
concerns
The
willingness
to seek
and try
something
new
Availability
of
information
and
freedom to
communica
te
NETWORKING
the
developme
nt of
networks of
relations
between all
of the
company’s
stakeholders
TECHNOLOGY
LEADERSHIP
DIGITAL
VISIONING
DIGITAL
EXECUTION
VISIONARY
LEADERSHIP
TRANSFORMATIONAL
LEADERSHIP
DIGITAL
KNOWLEDGE
DIGITAL
EXPERIENCE
knowled
ge
based
on
digital
applicati
on
Skills
needed
to
create
digital
vision
Skills to
create
digital
business
Skills to
create
vision,
mission,
objectives
and goals
Skills to
manage
changes
Experience
on using
business
application
that is
relevant
with the
General
knowled
ge
about
digital
applicati
on
DIGITAL
LEADERSHIP
CAPABILITY
LEADERSHIP SKILLDIGITAL ATTITUDE
IMPLEMENTATION
Kompetensi dibutuhkan oleh PELAKU BISNIS KE DEPAN
Secara spesifik, untuk menghadapinya diperlukan
kompetensi:
• Memilih Portofolio Bisnis yang benar
• Menjalankan Korporasi dengan proses
Strategic Management yang profesional
berdasarkan pemahaman yang benar atas
Business Value, secara organik dan un-organic
(EV/EBITDA à Mutiple EBITDA)
• Konsistensi dalam melakukan alokasi sumber
daya yang benar, sesuai dengan Inisiatif
Strategis yang telah disepakati
• Determinasi dalam melakukan
TRANSFORMASI DIGITAL
• PROGRESSIVE WAY OF THINKING
(PROGRESSIVE INVESTMENT)
• Memiliki DIGITAL MASTERY
(DIGITAL LEADERSHIP)
Kompetensi yang diperlukan
adalah kemampuan untuk
memahami Context bisnis
yang terjadi di Ecosystem
Industri nya dimana saat ini
tengah terjadi ”pertempuran”
model bisnis dengan
menggunakan cara berpikir
(way of thinking)
Linear/Incremental vs
Eksponensial.
KEYWORDS:
1. Linear/Incremental Way of Thinking
2. Exponential Way of Thinking
3. Progressive Way of Thinking
DiGITAL Mastery Development
TRILOGY LEADERSHIP CAPABILITY DEVELOPMENT
20%
OCKING BEST POTENTIAL
30%
COACHING
50%
DISRUPTIVE EXPERIENT
CREATE YOUR OWN SILICON VALLEY
Why Silicon Valley?
Silicon Valley Mindset/ Model
Dynamic
capabilities
A continually changing
organization
A people-centric
approach
An ambidextrous
organization
An open organization that
networks with its
surroundings
A system approach
Choice of people,
culture and their way of
organizing and leading
their business allows the
firms to be highly
dynamic.
every aspect of the
organization is designed and
geared not only to “react” to
change but to initiate it,
proactively, by constantly
generating new ideas and
seizing new opportunities
Emphasis on attracting,
retaining, and nurturing
the “right people” for
the kinds of work they
do.
Current operations must be
tuned to deliver the goods
efficiently while innovation
proceeds constantly as
well.
The Silicon Valley Model is
viewed as highly open and
networking
Embedding the belief of
speed, adaptability,
innovation in their culture
and in everything they do,
such as selection of people,
desired leadership style, and
choice of structures and
processes.Source : Silicon Valley model, Annika Steiber and Sverker Alange, 2015
Hack into THE
BAU
(Business As
Usual)
HACKING INTO THE HEART OF
YOUR BUSINESS
Kolaborasi antar
Generasi
Roles of
MILLENIALS
" You have to be run by
ideas, not hierarchy"
Ideas, Not Hierarchy
How Works
A G I L E
SCRUM
Project
Sponsor
(BoD)
Scr
um
Mas
ter
Project
Leader
Project Team
Members
Training on
Agile,
Design
Thinking,
etc.
DM Booster
(Project
Managemen
t Office )
Digital
Expedition
(understan
d the
ecosystem
)
Activation,
(preparing
Investor
pitch,
Investable
business
case) Digital Mindset Summit (learning experience, culture change initiatives)
DM
Committee
KPIs, Digital
GPS
tracking,
learning
progress,
evidence of
growing
confidence
Spiritual
Awakening
Culture
Assessments /
Surveys
Relevant
Corporate
University
Program
Individual
Coaching
Communicatio
ns Channel,
Verification &
Engagement
ALIGNED AND COMMON
LANGUAGE
Digital Rig
Key
Res
ourc
es
DM approach : Disruptive approach for organising talent
and resources
Scrum
Master
Training
Project
Sponsor
(BoD)
Meetings
Top 150
BootCamp
(Projects, Agile,
Design
Thinking,
Prototyping,
Canvases)
Source : Deloitte
Knowledge
sharingDigital GPS
Focus
Interrupts &
Divergent
Needs
Repeatable Exploratory
innovation
(Specialist)
Swarm
(Generalist)
Producti
on line
kanban
Support
kanban
Vole-
style
kanban
Kanban
SCRUM
Naked
planning
Scrum +
kanban
The lost of Corporate
Entrepreneurship
and
Failure to build
Self-Renewable DNA
The 1st
curve
The 2nd
curve
A
B
Start up
Growth
Maturity
Decline
Survival
RENEWAL
1 2
Explore and
experiment
Scale and
replicate
Protect and
perpetuate
1
 The right time to change.
 More challenge in dealing
with resistance to change
 Start to realizing the
urgency to change
 Too late already
2
LEADERSHIP CHALLENGE
The key is to pick the weak signal of
change in the market, and lead
organisational before a crisis hit
Source : Dr. Jeffrey Kuhn, Growthleaders, 2015
SUSTAINABLE
GROWTH
Roles of
Older Generation
PROGRESSIVE CAPEX POLICY
PROGRESSIVE WAY OF THINKING:
“Kemampuan Mengembangkan SELF-RENEWABLE
DNA”
EX: Progressive Investment Policy Google 70/20/10
70/20/10 : to ensure that the crazy ideas
got some support too (investment)
70%
20%
10%
of resources
dedicated to
the core
business
on emerging, and
on new skills
SELF RENEWABLE DNA DEVELOPMENT
STRATEGY
UNEXPLAINED PHENOMENON
Unlocking the best potential
Highest DL
+6%
-10% +9%
-11%
-4%
+9%
-24%
+26%
 Revenue / Employees
 Fixed Assets Turnover
REVENUE GENERATING
EFFICIENCY
• Net Profit Margin
• EBIT Margin
PROFITABILITY
DIGITAL
MASTERY
DIGITAL
MASTERY
Low
DIGITALCAPABILITY
D C High
Low
DIGITAL LEADERSHIP CAPABILITY
High
D L
Highest
Low
DIGITALCAPABILITY
D C High
Low
DIGITAL LEADERSHIP CAPABILITY
High
D L
Highest
(Rahmatan Lil Alamin/
blessing for the world)
(Rahmatan Lil Alamin/
blessing for the world)
Highest Highest
Unlocking their best potential from
within
Entertain personal value with corporate values
And also touch them from within to unlocking their best
potential
Spirituality @work : from money to meaning
Unlock best
potential
Workingbeyond
KPI
Sustainability and
transformational
TRUE
HAPPINES
S
• PURPOSE
• VALUES
• MEANING
COLLABORATION OF
TWO GENERATIONS
time
Idea
Realization
Plan for mistakes
Idea Realization
Plan for mistakes
- Priyantono Rudito, Ph.D -
Untuk menghadapi Industri 4.0, aspek utama
yang harus segera disiapkan adalah Human
Capital (SDM)
Secara khusus, penyiapan Human Capital
dilakukan dengan mengembangkan Digital
Mastery (Digital Leadership dan Digital
Capability)
Pendekatan membangun Digital Mastery
dengan pendekatan TRILOGI:
1. Experiential Learning
2. Coaching
3. Unlocking from Within
Implementasi trilogy memerlukan kolaborasi
antar Generasi
Untuk mengakselerasi dan mencapai hasil
yang maksimal, perlu di bentuk Spirit
Quadrant ke-9
SELISIK
Bandung, 1 September 2018
Quadrant-9 Spirit
“Hidup terlalu berharga untuk dilalui
tanpa karya besar bagi sesama”
(Priyantono Rudito, 2018)
Terima kasih

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Priyantono rudito, ph.d

  • 1. Priyantono Rudito, Ph.D Tenaga Ahli Menteri Pariwisata Republik Indonesia MENYIAPKAN SUMBER DAYA MANUSIA UNTUK MENGHADAPI INDUSTRI 4.0 DENGAN MENGEMBANGKAN DIGITAL MASTERY Seminar Nasional Telekomunikasi dan Informatika SELISIK 2018
  • 2. 3C
  • 3. Managing Human Capital with New Paradigm Developing people: From Best Practice to New Practice Quadrant-9 Spirit and Collaborative Digital Leadership Sustainable Growth Accelerated Digitalisation Disruption Transfor- mation 3C: CONTEXT, CONCEPT AND CONTENT Context Concept Content
  • 5. We are truly living in digital era
  • 6. LEBIH CEPAT TERJADINYA DARI YANG DIPERKIRAKAN
  • 8. Time Digitalisation INDUSTRI 2.0 Terjadi lebih cepat INDUSTRI 4.0 EXPONENTIAL DIGITALISATION INDUSTRI 3.0INDUSTRI 1.0 Source: George Westerman, Claire Calmejane, Didier Bonnet, Patrick Ferraris, and Andrew McAffee, “Digital Transformation: A Roadmap for Billion-Dollar Organizations,” Capgemini Consulting and MIT Center for Digital Business, November 2011. Broadband Internet Open source Personal device Social Media DIGITAL STEROIDS
  • 9. Digital steroids BROADBAND ACCESS INTERNET OPEN SOURCE APPLICATION SMART GADGET SOCIAL MEDIA
  • 10. Replaces large delivery trucks with a platform that enables anyone to deliver packages in their own car http://veho-technologies.com/ peer-to-peer delivery to let you coordinate how and when a package will be delivered Next Peer to peer delivery
  • 11. TITIPAN KILAT  Reducing risk of crashes meaning fewer law suits or insurance costs  happily work 24/7, every day of the year with no breaks  Reliable, constantly alert and behave rationally without emotion eliminating human error.  it can be easily improved with new software updates, the on-board computers and sensors will continually Self driving cars
  • 12. Next, Big Data : The use of digital technologies in Health Industry For instance, Validic, is the healthcare industry's leading cloud-based, digital health platform for convenient and quick access to patient data from in-home clinical devices, wearables and patient healthcare applications Real-time information, flagged by over half of respondents as one of the top benefits of digital data, supports early decision-making in drug development. Chronic conditions, particularly cardiovascular disease and metabolic disorders, are a focus for many pharma and biotech companies because of the size of the market and the increasing aging population. People thought digital health data could have the greatest impact in improving care for chronic Chronic disease remains importa Real-time data access is an important benefit
  • 13. PERSONAL HOSPITAL: Digital healthcare apps No administration, No Queue, Practical, Prevent disease getting worse due to delayed handling, Anytime and Anywhere
  • 15. The Digital Vortex Source : Andy Norohna, Michael Wade, James Macaulay, Jeff Loucks, Digital Vortex: How Today's Market Leaders Can Beat Disruptive Competitors at Their Own Game, 2016. Digital Disruption is redefining many Industries
  • 19. DRONE
  • 20. AI, IOT and Robotic: Today and Tomorrow’s Agriculture • Crop and Soil Monitoring Companies are leveraging sensors and various IoT- based technologies to monitor crop and soil health. • Predictive Agricultural Analytics Various AI and machine learning tools are being used to predict the optimal time to sow seeds, get alerts on risks from pest attacks, and more. • Supply Chain Efficiencies Companies are using real- time data analytics on data- streams coming from multiple sources to build an efficient and smart supply chain.
  • 21. Source : Andy Norohna, Michael Wade, James Macaulay, Jeff Loucks, Digital Vortex: How Today's Market Leaders Can Beat Disruptive Competitors at Their Own Game, 2016. The Digital Vortex #12 Pharmaceuticals #7 Hospitality & travel #8 CPG/ Manufacturin g #9 Healthcare #10 utilities #11 Oil & Gas #1 Technology #2 Media & Entertainment #3 Retail #4 Financial Services #5 Telecommunications #6 Education is accelerated
  • 22. Three revolutions that lead into Industry 4.0
  • 23. Three Revolutions forging a more complex World 1. A Technological and Economic Revolution 2. A Social and democratic revolution 3. A Geopolitical Revolution
  • 25. THREE WAYS OF THINKING 1. LINEAR 2. EXPONENTIAL 3. PROGRESSIVE
  • 27. Sustaining versus Disruptive Innovation through Technology Product Performance Time CUSTOMER EXPECTATION Performance demanded at a new emerging segment SUSTAINING TECHNOLOGY The successive incremental improvements of performance that market incumbents incorporate into their existing product A new technological innovation, product or service that eventually overturns the existing dominant technology or product in the market Adapted from Christensen DISRUPTIVE TECHNOLOGY
  • 28. Digitalisation is the new Normal towards Industry 4.0
  • 29. Sustaining versus Disruptive Innovation through Technology Product Performance Time Customer Satisfaction Performance demanded at the low end of the market or in a new emerging segment SUSTAINING TECHNOLOGY The successive incremental improvements of performance that market incumbents incorporate into their existing product A new technological innovation, product or service that eventually overturns the existing dominant technology or product in the market Source: Christensen DISRUPTIVE TECHNOLOGY
  • 30. Disruptive Product menawarkan Value yang Customer tidak bisa menolaknya
  • 31. $ Cost Value Experience Value Network Effect (Platform) Value 15 Digital disruptive business models by 3 forms of value 1. Free / Ultra low cost 2. Consumption- based pricing 3. Reverse auctions 4. Buyer aggregation 5. Price Transparency 6. Customer Empowerment 7. Customization 8. Automation 9. Instant Gratification 10. Reduced Friction 11. Digital Marketplaces 12. Crowdsourcing 13. Communities 14. Ecosystem 15. Data orchestrator Source : Andy Norohna, Michael Wade, James Macaulay, Jeff Loucks, Digital Vortex: How Today's Market Leaders Can Beat Disruptive Competitors at Their Own Game, 2016.
  • 33. 1. Coursera 2. skype 3. iBotta 4. Shopkick 5. Dropbox 6. Spotify 7. Amazon 8. Jet.com 9. Fon 10. GroupOn 11. Priceline 12. Shopzilla 13. NexTag 14. Lending 15. Tree 16. SAP Ariba 17. Metromile 18. Salesforce.com 19. LiquidSpace 20. ShareDesk 21. Rolls-Royce Holdings 15 Disruptive Business Models Implemented (COST VALUE)
  • 34. 22. PayPal 23. NetFlix 24. Nordstrom/Trunk Club 25. New Balance 26. Instacart 27. Shyp 28. Google Express 29. Amazon Prime 30. Tesco Click + Collect 31. Amazon Echo 32. Mint.com 33. Liquidnet 34. Bitcoin 35. Wealthfront 36. TaskRabbit Implementation Experience Value Based Business Models
  • 35. 37. Apple iOS 38. Google Android 39. Minecraft 40. Rapsberry Pi 41. GrabCAD 42. Docker 38. Quora 39. Huffington Post 40. Kaggle 41. Innocentive 42. WikiLeaks 43. Nextdoor 44. Twitter 45. Reddit 46. Etsy 47. Airbnb 48. Cargomatic 49. Transfix 50. ABB 51. Cisco 52. GE 53. IBM 54. Intel 55. Palantir 56. SAP 57. Splunk 58. John Deere NETWORK EFFECT POWER (Demand-Side Economies of Scale)
  • 38. Going from BEST to NEXT PRACTICES Source: Vulling and Heleven,NIH Self-Disruption/Hack the BAU
  • 39. DIGITALCAPABILITY DIGITAL LEADERSHIP CAPABILITY LOW HIGH LOW HIGH  Revenue / Employees  Fixed Assets Turnover Revenue Generating Efficiency Profitability • Net Profit Margin • EBIT Margin DIGITAL TRANSFORMATION Doing Nothing VS Doing Something implication DC DL DIGITALCAPABILITY DIGITAL LEADERSHIP CAPABILITY LOW HIGH LOW HIGH DC DL +6% -10% +9% -11% Source: Westerman, Bonnet & McAfee, 2014 LEADING DIGITAL Turning Technology into Business n = 189 companies, revenue above $500million -4% +9 % -24% +26 % Digital mastery Digital mastery
  • 40. 1 Digital Master strongly depending on two dimensions: Digital Capability and Digital Leadership Capability Variance explained = 0.675 3 2 Digital Capability determined by DIGITAL LEADERSHIP CAPABILITY Discovered levers of DL : Digital Culture (DCT) Leadership Skills (LS) Digital Attitude/ Readiness (DA) 4 D C GOODNESS OF FIT CFI & NFI = close to 1 RMSEA = 0.078 < 0.08 Chi-Square/Dof = 553.476/496 =1.12 < 2 DCT : Digital Culture DA : Digital Attitude / Digital Readiness LS : Leadership Skills DL : Digital Leadership Capabilities DC : Digital Capabilities RES : Resources LEGEND STRONG AND ROBUST MODEL Digital Mastery Conceptual Model
  • 41. Digital Transformation is multi Dimensional, but the core dimension is Human Capital (Priyantono Rudito)
  • 42. Digital Attitude DIGITAL LEADERSHIP (DL) DIGITAL CAPABILITIES (DC) Leadership skill DIGITAL MASTERY MODEL - Digital Capability determined by Digital Leadership BUSINESS PERFORMANCE Digital Culture
  • 43. The Levers of Digital Mastery DIGITAL CULTURE AGILITY INNOVATION CREATIVITYANTICIPATORY EXPERIMENTALOPEN MINDSET ability to be creative ability to anticipate and act fast in urgent circumstanc es The capacity to constantly transform and experimen t Innovation concerns The willingness to seek and try something new Availability of information and freedom to communica te NETWORKING the developme nt of networks of relations between all of the company’s stakeholders TECHNOLOGY LEADERSHIP DIGITAL VISIONING DIGITAL EXECUTION VISIONARY LEADERSHIP TRANSFORMATIONAL LEADERSHIP DIGITAL KNOWLEDGE DIGITAL EXPERIENCE knowled ge based on digital applicati on Skills needed to create digital vision Skills to create digital business Skills to create vision, mission, objectives and goals Skills to manage changes Experience on using business application that is relevant with the General knowled ge about digital applicati on DIGITAL LEADERSHIP CAPABILITY LEADERSHIP SKILLDIGITAL ATTITUDE
  • 45. Kompetensi dibutuhkan oleh PELAKU BISNIS KE DEPAN Secara spesifik, untuk menghadapinya diperlukan kompetensi: • Memilih Portofolio Bisnis yang benar • Menjalankan Korporasi dengan proses Strategic Management yang profesional berdasarkan pemahaman yang benar atas Business Value, secara organik dan un-organic (EV/EBITDA à Mutiple EBITDA) • Konsistensi dalam melakukan alokasi sumber daya yang benar, sesuai dengan Inisiatif Strategis yang telah disepakati • Determinasi dalam melakukan TRANSFORMASI DIGITAL • PROGRESSIVE WAY OF THINKING (PROGRESSIVE INVESTMENT) • Memiliki DIGITAL MASTERY (DIGITAL LEADERSHIP) Kompetensi yang diperlukan adalah kemampuan untuk memahami Context bisnis yang terjadi di Ecosystem Industri nya dimana saat ini tengah terjadi ”pertempuran” model bisnis dengan menggunakan cara berpikir (way of thinking) Linear/Incremental vs Eksponensial. KEYWORDS: 1. Linear/Incremental Way of Thinking 2. Exponential Way of Thinking 3. Progressive Way of Thinking
  • 46. DiGITAL Mastery Development TRILOGY LEADERSHIP CAPABILITY DEVELOPMENT 20% OCKING BEST POTENTIAL 30% COACHING 50% DISRUPTIVE EXPERIENT
  • 47. CREATE YOUR OWN SILICON VALLEY
  • 48. Why Silicon Valley? Silicon Valley Mindset/ Model Dynamic capabilities A continually changing organization A people-centric approach An ambidextrous organization An open organization that networks with its surroundings A system approach Choice of people, culture and their way of organizing and leading their business allows the firms to be highly dynamic. every aspect of the organization is designed and geared not only to “react” to change but to initiate it, proactively, by constantly generating new ideas and seizing new opportunities Emphasis on attracting, retaining, and nurturing the “right people” for the kinds of work they do. Current operations must be tuned to deliver the goods efficiently while innovation proceeds constantly as well. The Silicon Valley Model is viewed as highly open and networking Embedding the belief of speed, adaptability, innovation in their culture and in everything they do, such as selection of people, desired leadership style, and choice of structures and processes.Source : Silicon Valley model, Annika Steiber and Sverker Alange, 2015
  • 49. Hack into THE BAU (Business As Usual) HACKING INTO THE HEART OF YOUR BUSINESS
  • 52. " You have to be run by ideas, not hierarchy" Ideas, Not Hierarchy
  • 53. How Works A G I L E
  • 54. SCRUM
  • 55. Project Sponsor (BoD) Scr um Mas ter Project Leader Project Team Members Training on Agile, Design Thinking, etc. DM Booster (Project Managemen t Office ) Digital Expedition (understan d the ecosystem ) Activation, (preparing Investor pitch, Investable business case) Digital Mindset Summit (learning experience, culture change initiatives) DM Committee KPIs, Digital GPS tracking, learning progress, evidence of growing confidence Spiritual Awakening Culture Assessments / Surveys Relevant Corporate University Program Individual Coaching Communicatio ns Channel, Verification & Engagement ALIGNED AND COMMON LANGUAGE Digital Rig Key Res ourc es DM approach : Disruptive approach for organising talent and resources Scrum Master Training Project Sponsor (BoD) Meetings Top 150 BootCamp (Projects, Agile, Design Thinking, Prototyping, Canvases) Source : Deloitte Knowledge sharingDigital GPS
  • 56. Focus Interrupts & Divergent Needs Repeatable Exploratory innovation (Specialist) Swarm (Generalist) Producti on line kanban Support kanban Vole- style kanban Kanban SCRUM Naked planning Scrum + kanban
  • 57. The lost of Corporate Entrepreneurship and Failure to build Self-Renewable DNA
  • 58. The 1st curve The 2nd curve A B Start up Growth Maturity Decline Survival RENEWAL 1 2 Explore and experiment Scale and replicate Protect and perpetuate 1  The right time to change.  More challenge in dealing with resistance to change  Start to realizing the urgency to change  Too late already 2 LEADERSHIP CHALLENGE The key is to pick the weak signal of change in the market, and lead organisational before a crisis hit Source : Dr. Jeffrey Kuhn, Growthleaders, 2015 SUSTAINABLE GROWTH
  • 61. PROGRESSIVE WAY OF THINKING: “Kemampuan Mengembangkan SELF-RENEWABLE DNA” EX: Progressive Investment Policy Google 70/20/10
  • 62. 70/20/10 : to ensure that the crazy ideas got some support too (investment) 70% 20% 10% of resources dedicated to the core business on emerging, and on new skills SELF RENEWABLE DNA DEVELOPMENT STRATEGY
  • 64. Unlocking the best potential Highest DL +6% -10% +9% -11% -4% +9% -24% +26%  Revenue / Employees  Fixed Assets Turnover REVENUE GENERATING EFFICIENCY • Net Profit Margin • EBIT Margin PROFITABILITY DIGITAL MASTERY DIGITAL MASTERY Low DIGITALCAPABILITY D C High Low DIGITAL LEADERSHIP CAPABILITY High D L Highest Low DIGITALCAPABILITY D C High Low DIGITAL LEADERSHIP CAPABILITY High D L Highest (Rahmatan Lil Alamin/ blessing for the world) (Rahmatan Lil Alamin/ blessing for the world) Highest Highest
  • 65. Unlocking their best potential from within Entertain personal value with corporate values
  • 66. And also touch them from within to unlocking their best potential Spirituality @work : from money to meaning Unlock best potential Workingbeyond KPI Sustainability and transformational TRUE HAPPINES S • PURPOSE • VALUES • MEANING
  • 70. - Priyantono Rudito, Ph.D - Untuk menghadapi Industri 4.0, aspek utama yang harus segera disiapkan adalah Human Capital (SDM) Secara khusus, penyiapan Human Capital dilakukan dengan mengembangkan Digital Mastery (Digital Leadership dan Digital Capability) Pendekatan membangun Digital Mastery dengan pendekatan TRILOGI: 1. Experiential Learning 2. Coaching 3. Unlocking from Within Implementasi trilogy memerlukan kolaborasi antar Generasi Untuk mengakselerasi dan mencapai hasil yang maksimal, perlu di bentuk Spirit Quadrant ke-9
  • 71. SELISIK Bandung, 1 September 2018 Quadrant-9 Spirit “Hidup terlalu berharga untuk dilalui tanpa karya besar bagi sesama” (Priyantono Rudito, 2018) Terima kasih