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Revolusi Mental – Operations Leadership ...
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Revolusi Mental – Operations Leadership Program

March, 2017

Revolusi Mental – Operations Leadership Program

Our partner in Indonesia Farhan Qureshi outlines five key elements of Mental Revolution – Operations Leadership Program, which lays the foundation for the basic skills of a successful leader

As Indonesia looks to maintain over 5 percent growth into 2017 (based on 2016 Asian Development Bank figures and forecasts) and the foreseeable future, Indonesian business owners and leaders need to be mindful to convert growth opportunities before the local economy inevitably dips into a lower growth territory.

Once this growth begins to decelerate, organizations have to be focused on how to maintain profitability and meet investor expectations through cost-cutting i.e. trimming of operational expenditures and hedging of capital expenditures and other long-term investments. In fundamental terms, as the economy continues to expand, companies should focus on market/revenue growth opportunities but as soon as the economy begins to stabilize, shift focus to maintaining position and increasing earnings from fixed market capitalization or established revenue base. Alternatively, (only to be expected from best-in-class performers,) companies can choose to focus on both where financial and profit centers are tasked to peg growth whilst operational and cost centers are expected to achieve increasing efficiency and effectiveness.

This epitomizes the never-ending battle to become or maintain the number 1 position in any respective market or industry; the story of how an organization or group of individuals can fight short-term and long-term challenges to become better and achieve ‘wins’ in their chosen areas of focus. Financial analysts, forecasters and experts-alike might like to call this their crystal ball domain of looking into the abyss and making mixed mathematical and intuitive predictions – however to an operations expert and more-so for operations-based organizations (ones that work and interface with the real economy), this is simply a matter of operations leadership.

Therefore the analogy of going into the open-market capitalist battlefield to fight competitors and overcome hurdles to win the hearts and minds of customers (the true focus of operations) is an apt one, since under the rightly framed boundary conditions, doing business is undoubtedly a continuous world of winners and losers. How this effects the mindset of business leaders and their executive is simple: one always needs to be mindful of the end-goal where profits are king and the art of war can be elegantly deployed to create a strategy and execute until this strategy becomes a reality.

Based on this aberrant narrative of what is business success and regardless of how various business leaders may choose to describe their success tales, Farhan Qureshi (SCM Consult’s Partner in Indonesia) proposes an agreeable framework for what are the key fundamental operational capabilities for successful executives, consequently, forming the five basic elements of the Revolusi Mental - Operations Leadership Program:

A.    Combat Readiness: Mental preparation to be ready to go into any situation (in or outside the business environment) with the necessary initiative, discipline, focus and effort.

B.     Strategy: An understanding of what is strategy and the fundamentals of HoshinKanri (or policy development).

C.     Tactics: Good operations practice and management techniques used to develop standardized systems of work aided by transparent and effective communication.

D.    Operations: The way management strategy is channeled into operational or day-day activities through the use of Lean, Kaizen (or continuous improvement) and Jidoka (or autonomation).

E.     Results/Sustainment: An ability to self-evaluate individual, divisional and corporate progress but also how to make this an on-going and self-sustained activity.

Revolusi Mental was developed in collaboration with KomandoPasukanKhusus (Kopassus; Indonesia’s Special Armed Forces) and draws heavily upon the original principles from the Toyota Production System (initially developed by Sakichi Toyoda, Kiichiro Toyoda and TaiichiOhno in Japan from 1948 until 1975) and The W. Edwards Deming Institute (based on Edward Deming’s post-WWII work in Japan from 1950 onwards). The program is lead by Farhan Qureshi, SCM Consult’s Partner in Indonesia.

                                                 Farhan Qureshi, Partner of SCM Consult in Indonesia

МЕТКИ: Lean production | Operational Efficiency | Strategy development

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