Saya sendiri masuk 5 besar (dalam arti yang menyelesaikan ketujuh case studi), yah..lumayan lah bagi seorang pemula 😛
Many large companies have run the Corporate Social Responsibility (CSR), it is a program that implements the company’s social responsibility to the public, the goal of CSR is to embrace responsibility for the company’s actions and encourage a positive impact through its activities on the environment, employees, communities, stakeholders and all other members of the public sphere.
Accenture Development Partnerships (ADP) is same model like a CSR, it is a group within Accenture that designed to operate on a not for profit basis to channel Accenture’s strategic business, technology and project management expertise to non-profit organizations, NGOs, foundation and donor organizations operating in the development sector.
In this case, to collaborate with Save the Children, Accenture as a global consultancy, established Accenture Development Partnerships (ADP) dedicated to channeling Accenture’s capabilities and assets to help address development challenges.
Accenture Development Partnership (ADP) provides its development sector clients with a broad range of management consulting and technology services, drawing on the resources of Accenture’s global organization.
ADP is helping Save the Children improve its supply chain processes. The aim of this collaboration is to enhance Save the Children’s programs in sustainable livelihoods, education and health and emergency response.
After the Tsunami struck Aceh and other regions on December 2004, Save the Children contacted Accenture to develop a logistic and procurement database that would help in managing all of the inflows of goods and delivery to the needed areas.
How Accenture Helped
• Provided Save the Children a better logistics and procurement activities using a custom-developed toolkit
• The toolkit was designed and developed within a short time period to record typical logistics transactions: requisition, procurement, and request for delivery, delivery order, goods receipt, and stock adjustment.
• Developed a pilot and provided Train the Trainers to to Save the Children staff
What benefit did Save the Children receive from Accenture Development Partnership? What would have happened if Save the Children managed their own tool kit?
Based on case study, Accenture creates a custom developed toolkit to provide Save the Children a better logistic and procurement. Even designed and developed within a short time period record typical logistics transactions, with this toolkit, Save the Children will have one database that would help in managing all of goods and delivery to the needed areas. Also with helped by ADP team which is with their skills and knowledge about this system, a lot of logistics that come from outside can easier to distribute and procurement activities such as purchase planning, suppliers research and selection, inventory control and stock management can run smoothly.
Every people that involved into this project must be work as a team, they will trained by Accenture and will be developed a pilot and provided Train the Trainers to Save the Children staff. It is important to the organization because they will know how manage operation. Manage people, understand the processes, and maximize technology to combine all of it. This aspect is really helps Save the Children staff to improve their skill and capabilities in those activities.
Another question is what would have happened if Save the Children managed their own tool kit? In my thought, if Save the children manage their own kit, it will place constraints in the needed areas, distribution and procurement activities will delayed, increase supply chain cost, wasting time and also works will be ineffective and inefficient. By implementing a custom tool kit from ADP it will helps Save the Children reduce that risk.
As a conclusion, Accenture Development Partnership is helping Save the Children by developing a custom toolkit to improve its supply chain processes.
Today, most companies are looking the best way to maximize their investment on outsourcing. All business section such IT, finance and accounting and human resource must be synergy and synchronize to make the management easier take a critical decision. Bundled outsourcing is the best way for the companies to creating synergies and efficiencies, reduce cost and increasing strategic flexibility while simplifying multiple back-office functions.
Accenture as a global management consulting, technology services and outsourcing company helps clients achieve high performance through bundled outsourcing services designed specifically to meet their particular business challenges and to drive business outcomes.
RGM Group (RGM), a diversified global resources business, with major assets in Asia Pacific, South America and Europe, is rapidly growing in geographical spread and revenue. The organization currently employs 55,000 people and achieved an average growth rate of approximately 25 percent in the last few years and has forecasted to continue its growth through both greenfield and brownfield expansions, and mergers and acquisitions. To support its growth agenda to be a high-performance global business, RGM assessed the viability of setting up a shared services center that could function as a scalable base in terms of providing IT, finance and accounting, and human resources support services to the client’s group of companies and other businesses. Accenture’s feasibility study identified areas for synergy in support functions: human resource, information technology/ information systems, and finance & administration.
Would a Shared Service Center be the best option for RGM? Would it make sense to have business process standardization, streamlining and improvement opportunities within the business units and across the organization as a whole?
Based on case study, Shared Service Center would be the best option for RGM, In my opinion the section between IT, finance and accounting also human resources is related one to each other; make a whole process become a single platform and it will enable synergies support function as whole activities.
Usually a company starts to run their businesses from employee recruitment, which is the task of the human resources, moreover human resources is also taking care of payroll, training and development to raise personnel performance, healthy and safety of their employee. By implementing an integrated IT system and providing a Shared Service Center, it will helps human resources coordinate all related matters to accounting especially for employee attendance, salaries, and another payment which is related to human resources. RGM Group can realize many times the direct cost savings from bundled outsourcing.
In terms of finance and accounting, a Shared Service Center will facilitate optimal finance processes, such as budgeting a project, month end closing, financial reporting and analysts, also all related work in account receivable and payable. IT plays an important role here to maintain the company’s cash flow to remain stable. By implementing this solution, RGM group will get efficiencies and cost savings also sharpen its focus on strategic initiatives.
Overall, Accenture provide shared service center as a business support function and focusing on operational management of service delivery and overall performance of IT, finance and accounting also human resources operations, meanwhile RGM group can focus on bringing real value to the client’s group of companies, another RGM Group businesses and innovation to the customers. Therefore, it would be make sense to have business process standardization, streamlining and improvement opportunities within the business units and across the organization as a whole
In general, the benefits of bundled outsourcing for RGM Group are :
• Reduce operating risk: Bundling with a single provider greatly reduces potential points of failure.
• Simplify the governance process: RGM group have only one relationship to manage, reducing administrative and contract activity.
• Reduce redundancies and costs: A single platform reduces hardware redundancy, development, maintenance and licensing costs.
• Improve performance: Automating manual processes and activities such as error handling can result in increased productivity and reduced time to complete.
As a conclusion
Accenture providing a Shared Service Center in terms of IT, finance and accounting, and human resources as a bundled outsourcing for RGM Group to creating synergies and efficiencies, reduce cost and increasing strategic flexibility while simplifying multiple back-office functions.
Therefore, it would be make sense to have business process standardization, streamlining and improvement opportunities within the business units and across the organization as a whole
Talk about merger is talk about integration. Over the past several years, mergers have increased steadily in value and complexity how to integrating two business. In fact, two companies together are more valuable than two separate companies and it will gain a greater market share or to achieve greater efficiency.
Many companies conducting merger to find a balance between synergy realization and customer retention. Beside that, speed is an important factor for merger integration running smoothly, if a company takes too long or there is a delay in capturing the value, it can destroy the business case justifying the merger. In essence, balance between integration speed and profitable customer retention is essential.
Merger integrations are always challenging. Today’s IT and operations merger integration is one of the most important aspects in merger process. The IT & Operations integration will also drive the timeline for most other activities.
Accenture as a global management consulting, technology services and outsourcing company have a reputation to help manage the merger of the two companies operations. Accenture’s industry insights and experience in business integration as well as its proven experience in helping clients seamlessly transition to a post-merger activities in the future.
CIMB Group of Malaysia — the fifth largest financial services provider in Southeast Asia acquired two banks in Indonesia: Bank Niaga and Lippobank. In term of assets, Bank Niaga was the sixth largest bank in Indonesia whereas Lippobank was the tenth. To comply with the Indonesia Central Bank’s “single presence policy”, CIMB embarked on a plan to merge these two banks. The merger would create the fifth largest bank (CIMB Niaga Bank) by total assets of more than USD 10 billion and also among the top five in terms of distribution network in Indonesia.
Due to the IT-intensive nature of the banking business, one of the most important aspects of a bank merger is the IT and operations merger integration. The speed of completing the merger depends on the speed of the IT & Operations integration, whereas true “one-bank” service happens only upon completion of the IT & operations integration. The IT & Operations integration timeline will also drive the timeline for most other activities
How Accenture Helped
Accenture was requested to provide integration services in the execution of the merger of the two banks. Accenture partnered with CIMB Niaga to provide the overall Merger Program Management Office.
Since Accenture’s scope covered mainly IT, it leveraged its proven “Merger Integration Framework and Methodology” to plan and execute the merger in two phases:
• In the Planning Phase, Accenture worked with CIMB Niaga in defining the ‘To-Be’ Target Operating Model for IT, Operations and selected business areas of the merged entity. The IT & Operations integration plan provides a clear roadmap with the best options on how the integration would be achieved within the timeline required by CIMB Niaga
• In the Implementation Phase, Accenture worked with CIMB Niaga to manage the execution of the merger integration activities to achieve Legal Day 1 and Operational Day 1, in line with the Target Operating Model and target schedule defined
What would be the key success factors in the planning phase that would make an impact in the implementation phase?
Based on case study, Accenture partnered with CIMB Niaga to provide the overall Merger Program Management Office. There are two phases that must be passed to successfully the program, which is Planning Phase and Implementation.
Planning Phase is a milestone that Accenture built for CIMB Niaga especially target Operating Model for IT, Operations and selected business areas of the merged entity. This programs include scope of planning, prepares work plans, cost estimates, and also schedule that required by CIMB Niaga.
In the Implementation Phase, Accenture worked with CIMB Niaga to manage the execution of the merger integration activities to achieve Legal Day 1 and Operational Day 1, in line with the Target Operating Model and target schedule defined
There are several key success factors in the planning phase that would make an impact in the implementation phase:
• Strategic planning
Every company must have purpose behind the business strategy with clear and achievable deliverables especially for IT environments and operations. Selecting target must determine because this is critical issue when the company consider the integration process. Targets valued based on the implementation of a company’s own best practices, processes and systems
• Due Diligence
A key activity in any merger, is due diligence. The benefit of a thorough due diligence effort is vital in helping companies understand what they are buying and in creating the right strategies especially conducting strategic operational and IT to obtain the desired value from a merger.
• Conduct Integration Planning
Integration process needs to run smoothly for the merger to take place and to reap the benefit from the synergy. Thus prior planning should be made even before the completion of the merger with clear timelines and milestone to ensure the successful implementation of the deal. For IT operational, this aspect must be prepared before implementation, so the system can running well to a post-merger activities in the future.
• Execute Integration Plan
This phase would involve the implementation of the plan developed in the previous phase. Decisions have to be made fast to speed the integration process and to prevent any distraction within the workspace in implementing the integration. A communication strategy needs to be developed to address the rumors and question that arise within the post merger integration.
Planning and Implementation in IT and operations merger integration must be evaluated to reviewing the performance of the new entity to ensure that a successful integration has been completed and the objective of the merger have been achieved.
As a conclusion, a successful post-merger integration must include a robust IT and operation merger integration program. The merger program management office begin with Planning and Implementation phases, which is have a goal to gain a greater market share, reduced cost and to achieve greater efficiency.
In the telecommunication industry, number of mobile phones users has been increasingly competitive. In Indonesia many service provider try to become a leader in this industry, with a latest technology, triggered brand, marketing and pricing they trying to retain their customers. Service models show that losing customers is more costly than acquiring them, and as the masses mobilize, service providers are targeting customer retention.
This increasingly competitive drive every service providers are rethinking its service strategy, especially in terms of its ability to satisfy customer service and in terms of supporting IT services. Increasing customer level is a key to facing challenging market conditions, greater competition and more demanding customers.
Accenture as a leader in global management consulting have deep understanding and proven track record in telecommunication industry to develop and implement an integrated system to helps increase their customer level.
As a response to telecommunication deregulation, Indosat formed a merger with Satelindo and IM3, which had caused the combination of several complex systems supporting its different types of products. The various systems include highly customized CRM systems and other supporting systems for the registration and activation of customers’ services. In addition, this merger had also caused multiple cards and voucher inventory systems causing complication in reconciliation and reporting. As the business becomes more dynamic, changes to the systems become more complex and tedious, thus causing long turn-around time during issues resolutions or new product creation. In addition, the reliability of these systems is also one of the biggest concerns within the business. As the complexity of the systems grew, the legacy systems have become unreliable, impacting the customers service level.
How Accenture Helped
Using the Accenture Communication Solutions, based on telecommunication industry best practices, Accenture implemented an integrated customer care and cards inventory management systems that combined all the wireless products within Indosat Accenture managed the project by working closely with the users to understand the business concerns and practices. In addition, the project was set-up with a combination of strong local resources combined skilled people from the region and skilled resources from Accenture’s delivery center. As a result, the systems implemented had been stable, and had been able to provide better service level to the subscribers. In addition, the project also consolidated Indosat’s products within a single system, which enabled the client to provide bundled services. Indosat in turn is able to effectively track its cards inventory and distribution, resulting in a higher accuracy of SIM cards inventory.
With the above adoption, how would Indosat improve its customer service level?
Based on case study above, Indosat experiencing some issue that must be resolved, with several accenture solutions such as implemented an integrated customer care and cards inventory management systems that combined all the wireless products. After the merger, the product and customer will be a single unit and integrated into one system, this implementation will help Indosat works more effective, efficiencies and also compilation in reconciliation and reporting can be reduced.
Another solution from Accenture is Implementation the various systems include highly customized CRM systems and other supporting systems for the registration and activation of customers’ services. Implementing CRM is a key because it will enable Indosat to move closer to the customer vision, focusing less on driving customer transactions for short term gain, and more on fostering trust based relationships over the long term. In essence, Indosat can sell more and spend less as their customers are better served.
Implementing a project need more resources especially from human resources. In addition, the project was set-up with a combination of strong local resources combined skilled people from the region and skilled resources from Accenture’s delivery center. By working as a team, problem and customer solutions will be addressed more quickly and efficiently, customer satisfaction is the goal of this program and of course Indosat will increase its level of quality service for their customers in the future.
The reliability of these systems is also one of the biggest concerns within the business. As the complexity of the systems grew, the legacy systems have become unreliable, impacting the customers service level. By Implementing new system it will enabled Indosat to scale capacity to support its growing customer base. The system also reduces the time to market for the new products and services that attract for retain customers in a highly competitive environment.
As a conclusion, to continue growing while delivering consistent value and service to the customers, Indosat with Accenture solution have implemented an integrated system that will assist Indosat to reap greater efficiencies in its customer service level. As a result, the systems implemented had been stable, and had been able to provide better service level to the subscribers. More importantly, it is ready to begin its journey toward becoming a high performance business.
In the globalization area many companies make cooperation with external parties to meet their needs, it can be understandable, because the company basically can not stand alone. They require the supplier to obtain sources of raw materials, labor and other contracts. This is necessary so the company can better concentrate on core business activities, determining how to do more with less and also gain competitive advantage.
Outsourcing is an essential tool for every business. In fact, many outsourcing pioneers discovered that the early phase of industrialization is focused primarily within the IT environment. The problem is that sometimes the company’s capabilities in house can not accommodate these achievements, so need to outsource some processes or IT services.
IT outsourcing allows the business to focus on what really matters, meanwhile the vendor or IT outsourcing service provider focusing on their best skills of managing IT. Not only reduce cost, Implementing IT outsourcing is a strategic asset to help the companies stand apart in their markets. They seek to leverage IT as a key driver of high performance.
Accenture as a global management consulting, technology services and outsourcing company have a proven track record to provide a full range of IT needs, start from an application, design or infrastructure outsourcing to drive business outcomes.
One of the largest offshore oil exploration and production company In Indonesia, operating in the Southeast Sumatra, completed its SAP ERP implementation project in 1998. The company then needed user support in applying the system to achieve and sustain the benefits of the SAP implementation. The company operates 24 hours a day, 7 days a week in an offshore location that requires high availability and reliability on its ERP and other applications. At the same time, its business environment also requires to have a highly productive information technology services in terms of quality, predictability and responsiveness. This high availability and reliability, predictable and yet cost effective information system support cost were a difficult challenge because the company did not have adequate IT resources.
How Accenture Helped
Accenture provided IT application support services, established the company’s IT business processes and managed the overall delivery of information technology services since 1998.
Accenture leveraged its IT Outsourcing Delivery Methods and IT Outsourcing Delivery Assets to ensure that the company achieves its outsourcing objectives of:
• Increasing productivity (quality, predictability and responsiveness) of IT services
• Providing access to skilled IT resources
• Increasing access to current IT technologies and best practices
What would be the benefit for the company in adopting an outsourcing concept?
Based on case study above, outsourcing services are no more related to only cost saving but have extended to offer greater benefits to the company, the benefit can be listed as below :
• Focus : By an outsourcing, it will help the company focus better on core business activities by managing other less important aspects of the business. The management in the company can spend more time managing details then actually planning and implementation.
• Cost : Reduction in cost of development is one of the biggest benefits offered by an outsourcing concept. It will reduce development cost approximately 30-50%.
• Maximum resource utilization : Internal resources of Accenture can be utilized in a manner so as to ensure skills of the resources are utilized to the maximum benefit.
• Advanced Technology : The Company will get the latest technology and best practice that Accenture implemented while delivering various services.
What would be the benefit for the company in adopting an outsourcing concept?
To be able to support the needs of the business, the company must realize there are some critical success factors for making outsourcing work. Here are some critical success factors:
• Manage the Relationship
Successful outsourcing is all about managing the relationship, there is a commitment from the management and the vendor (outsourcing company) to ensure that both parties gain the maximum benefit. Both parties should clearly understand the costs, risks and rewards of pursuing this path. There is some case that outsourcing relationships have failed. They failed because the responsibility of managing those relationships defaulted to the technical teams instead of the senior IT leadership who negotiated the deliverable for the outsourcing contract in the first place. This enables the management team to deal with problems before they get they get out of hand.
• Performance Management
The management must monitor and evaluate the performance of the outsourced service, identify all goals and objective from the beginning and this will enable the company to deal with performance issues before they get out of hand.
• Financial Management
Managing the financial management is just as critical as managing financial performance because it ensures that the outsourcer is meeting its delivery commitment for the non-IT items that are critical to the success of the outsourcing program.
• Service Value
Managing Service Value enables IT organizations to prove to the business that the outsource is delivering IT services optimized for cost and quality.
Outsourcing is an essential tool for every business. By an outsourcing concept the companies have the goals to Increasing productivity, reducing cost, improve reliability and predictability in the globalization area. Moreover, the company must realize that there are some critical success factors for making outsourcing work.
Many organizations have implemented ERP system to draw as much value as possible from their investment and to use it as an enable of high performance. The system attempts to integrate all departments and functions across a company into a single computer system that can serve all those different departments particular needs, so that the various departments can more easily share information and communicate with each other. The concept of ERP system is simply because the technology can provide value added point, this include: eliminate of processes that do not need (elimination process), simplification of complex processes (simplification process), and unification redundant processes (integration process), and automating manual processes (automation process).
The key objective of an ERP system is an Integration Process, the integration between business processes helps develop communication and information distribution, leading to remarkable increase in productivity, speed and performance. The integration is typically accomplished by constructing a single database repository that communicates with multiple software applications providing different divisions of an organization with various business statistics and information
Accenture as a global management consulting, technology services and outsourcing company have a proven track record to implemented ERP System in many organization and always committed to delivering innovation and help client to improve their performance.
A state-owned integrated electricity company employing around 38,000 staff, serving over 37 million customers (households, industry, business and others) with a total asset of USD 35 billion (December 2009), has been operating throughout the country with non-integrated systems and non standardized business processes. The company’s major issues were that business processes are not standardized and consolidated financial reports were not produced on a timely basis, lacking important decision-making information. In addition, lack of integrated knowledge and control of inventories and assets led to underutilization of assets. With respect to Talent Management, the company’s processes concentrated on basic record keeping and un-integrated payroll systems, making it difficult to introduce training plans, career management, succession plans, transparent performance evaluation, and other requirements of a modern Human Resource Management area.
How Accenture Helped
Accenture implemented an integrated Enterprise Resource Planning (ERP) that covers Financial Management, Material Management and Human Resource Management areas, using SAP.
Given the large scale of ERP Implementation and considering the company’s first experience with an integrated system, major change management effort is required. To minimize implementation risk, Accenture selected a multiple phase approach. Combinations of rollout sites were carefully picked to ensure minimal business disruption and yet breadth of functionalities is covered. Lessons learnt from earlier roll out was studied and immediately applied to the next one.
A total of over 500 training classes were held and a total of over 10,000 training days were consumed by users to learn the ERP system. Appropriate management sponsorship was maintained throughout the implementation, including training which resulted in over 95% training attendance rate.
Throughout the implementation journey, Accenture managed to help the company build ERP template that consists of standard policies, business process, chart of accounts and reports to be used at other company’s business units.
By implementing ERP, what would be the impact to the company’s business processes?
Based on case study above, Accenture implemented an integrated Enterprise Resource Planning (ERP) that covers Financial Management, Material Management and Human Resource Management areas, using SAP.
ERP for Financial management it’s a module that include Accounts payable, accounts receivable, fixed assets, general ledger, cash management, and billing. By using an integrated system it will provide maximum efficiency and accuracy in core financial functions, consolidated financial reports were produced on a timely basis, and also deliver comprehensive data to enable management to make strategic decisions.
The state-owned integrated electricity company faced problem that lack of integrated knowledge and control of inventories and assets led to under utilization of assets. ERP for Material Management it’s a module that include material control, assets, procurement and inventory control. By using this ERP all process will be integrated and have a centralized database asset. The benefit implementation such as tighter inventory controls, stronger service within each department to control inventories and assets, and also increase operational performance.
Human Resource Management
ERP for Human Resources Management it’s a module that include recruitment process, training development, compensation, time and attendance, integrated payroll system. The implementation of an integrated system it will have a benefit such as reduced human resource administration, improved human resources service delivery, and also enable talent optimization that include career management, succession plans and performance evaluation of each personnel can be monitored by the system. Overall with ERP Human Resources department can work more efficient and effective.
As a conclusion, with all above aspect, ERP as an integrated system makes all business process running smoothly, although takes a long time to do implementation and training are required to learn it. The implementation of ERP System can assist the company to improve efficiency, productivity and business process performance. ERP also helps the company build cost effective solutions, give contribution to competitive advantage, and accelerate business results, so for the further management can make the right decision for the sake of continuity of business enterprise.
On another major business process, with a standardization financial reporting it will significantly reduce the time used to compile business planning, simultaneously to improve the quality and data integration.
Yay! I’ve been selected to participate in the Accenture Do You Know? Competition.
Here is the first case :
MedcoEnergi is an integrated energy company with business activities consisting of oil and gas exploration, development and production in Indonesia and abroad, as well as LPG production, chemical, and power generation. It is the first Indonesian company operating in the oil and gas exploration and production business listed since 1994 in the Indonesia Stock Exchange, the Singapore Stock Exchange and the Luxemburg Stock Exchange. Realizing their business challenges, MedcoEnergi asked for Accenture expertise to assist in becoming a global player and leader in the energy business by implementing several improvement projects.
After undergoing an organization transformation at the corporate level, the company has been facing several challenges that hindered its effectiveness to perform as a world-class operation. Based on Accenture’s diagnostic, competency improvement at the leadership level was identified. MedcoEnergi did not have a formalized integrated company-wide leadership program to address the requirements and conditions for a company to grow from within and knowing how leaders can teach leaders.
How Accenture Helped
Accenture helped MedcoEnergi through 3 programs, this include :
a. Integrated Program Management (IPM) initiative to ensure alignment, coordination, and integration among multiple improvement initiatives. IPM acted as a governing body to align initiatives that were formed based on the key findings of the High Performance Business Framework project. It covered the coordination and facilitation of a total of 23 initiatives implementation at both the corporate and subsidiaries levels.
The goals of this programs is to implement an integrated environment that combines all aspects, so it could communicate effectively between corporate team and subsidiaries level, make the entire program act likes running one program which is gives a solid foundation for managing and controlling all the projects. Coordination within all associate is important to successfully this program, they work and give information to each other, learn the tools and techniques for effective cross functional program so they can reach the goals together.
As a result of this program, MedcoEnergi will have benefit:
– Communication and coordination between corporate and all subdiaries level can keep always on the right track.
– Improved cooperation and reduced organizational conflict through development of shared objectives.
– Enhanced making a decision.
– Efficient management of complex projects according to MedcoEnergi objectives
b. Business Process Realignment is focused on building a process and tool to enhance investment/ divestment decisions and transparency.
Realigning core business processes is a vital step in the understanding of the business process because it can lead to a significant improvement in performance, market position and customer focus and also helping management respond to internal problems and react to external threats.
These processes are used by people. Their involvement, understanding and action are critical to a successful outcome, this will help the management make a right decision which is very useful to continue improvement and minimize risk.
As a result of this program, MedcoEnergi will have benefit:
– Understanding of the effectiveness and efficiencies of key business processes
– As a tools to better reflect how the company actually did business, make a new improvement also right decision, so it can be increased market share, revenue, and reduced costs.
c. Leadership Development Program.
Successful businesses know that investing in the next generation of leaders is critical to sustaining competitive advantage and achieving corporate growth over the long term. Leadership Development focused on designing, developing and monitoring its Leadership Development Programs for Senior Management level. As a leader in a department, Senior Management level must effectively manage people and processes, they needs to be a smart leader with advance decision making, execution skills and also well equipped to take on greater cross-functional responsibilities. With their knowledge and skill they can deliver what they know to the lower level, so in the next generation MedcoEnergi will grow with high potential leaders.
During this engagement, Accenture worked with 12 Medcoenergi’s best talents and all directors from four different subsidiaries within 6 months in:
• Developing Blueprint for Leadership Development Program which includes coaching, action learning and workshops.
With developing blueprint, senior management level has benefit to enhance their knowledge of basic leadership principles and skills.
• Creating a company-wide integrated program to develop leadership capabilities.
As a leader in the energy business, all program must be integrated to establish a shared understanding of the critical success factors for performance in MedcoEnergi leadership roles.
• Designing and develop action learning project, workshop material and format based on their leadership competencies definition and requirement.
Leadership competencies cannot be acquired in a few training sessions or in a single training course, but only as the result of a long-range development process over a number of years. The acquisition of leadership competencies occurs by plan and design and the goals of this program is to learn how to make leadership process more efficient and effective.
• Implementing and monitor effectiveness of leadership development program.
Leadership development program must be monitored by another team to control learning process and avoid deviation, so they always focus on MedcoEnergi objective.
• Creating a Leadership Statement to establish a formal definition of leadership to strengthen culture and values.
Leardership statement will bring an impact for MedcoEnergi leadership culture and values in the next future, its all about giving the motivation and quality of the leadership.
As a conclusion, the implementation of those programs (Integrated Program Management, Business Process Realignment and Leadership Development Program) will help MedcoEnergi increase business performance and provide value added point for their competitive in global market.