Weighty slogan on an empty wall<\/p>\n
This second part of our series in our weekly column, prepared
\nwith the help of marketing expert Hermawan Kartajaya, illustrates
\nthe professional views and thoughts of Yaya Winarno Junardy,
\npresident director of PT Bentoel Internasional Investama, a
\npublicly listed cigarette manufacturer and distributor. The
\nfollowing ia an excerpt of the recent interview compiled by The
\nJakarta Post reporter K. Basrie.<\/p>\n
In many companies, not only in Indonesia, the vision, mission,
\ncommitment, marketing strategy, philosophy, or whatever it is
\nknown as -- formulated by the boss and his few subs -- is framed
\nand placed in eye-catching spaces and corners of the firm's
\nwalls.<\/p>\n
And in many cases, the words, which the executives usually
\npick from books or training programs, are noteworthy only for the
\nboss, his close companions and the office boys, who are regularly
\nasked to polish the frames. Otherwise, the usually-beautiful
\nframes would otherwise become a sweet home for lizards, spiders
\nand other insects.<\/p>\n
In such cases, the words will end there as a slogan and the
\nfirm's important messages to achieve its goals touch no one in
\nthe company and reach nowhere.<\/p>\n
This kind of management culture has gone into the heart of the
\nway many leaders think, and it is difficult to change since the
\npower to change -- again in the mind of the boss -- remains
\nsolely in their hands.<\/p>\n
Y. W. Junardy of Bentoel refused to join this batch of top
\nexecutives.<\/p>\n
\"It's true that we (in any business) have to grow or die. But
\ngrowth is a process and can be viewed from various angles,\" he
\nsaid.<\/p>\n
To reach our objectives is never an easy job, he added.<\/p>\n
Junardy, also vice president of the Indonesian Marketing
\nAssociation, or IMA, and former secretary-general of the Asia
\nPacific Marketing Federation, then shared the three elements in
\nthe growth model he applies in his current company, namely
\ncommitment, strategy and capability.<\/p>\n
\"Commitment means the will or the strategic intent to grow and
\nto sustain growth. This has to come first! Then comes the
\nstrategy for growth, that is how to apply it and reach the
\ngoals,\" he explained.<\/p>\n
The growth capability, Junardy went on, refers to the
\nexpertise to maintain the growth.<\/p>\n
So, any growth commitment that cannot be translated
\nprofessionally into a well-managed operational strategy will only
\nbecome a lousy slogan.<\/p>\n
\"A superb strategy without the capability to implement it will
\nalso be useless,\" he stressed.<\/p>\n
And, he added, the top executive of a company plays a giant
\nrole in this process.<\/p>\n
\"A leader must be able to mobilize and inspire all the people
\nbelow him. And the company's commitment must be reflected through
\nhis leadership,\" Junardy said.<\/p>\n
The character of any growth commitment is holistic, he
\nstressed. \"Growth does not only have to do with financial matters
\nbut with all sectors in the organization. It must touch all
\nstakeholders.\"<\/p>\n
Thus, a paradigm shift has to be made to allow people in the
\norganization to move together with the same standard.<\/p>\n
\"If not, no one will align with any one which, in turn, will
\nmake it difficult for the top executive to mobilize all the
\npotential the company has,\" Junardy said.<\/p>\n
He cited his current company as an example, a company which
\ngrew from a family-run business back in the 1930s into the
\nprofessionally-run enterprise it is today.<\/p>\n
\"At Bentoel, all of the people at the top management levels
\nnow have no blood relation. We agreed that our paradigm had to be
\nshifted and a change is a rule not an exception,\" Junardy said.<\/p>\n
Besides leadership, the growth commitment also requires a
\ncrystal-clear formula to win (also called visioning), resource
\ncommitment and a correct reward system.<\/p>\n
As for a strategy to achieve growth, Junardy referred to four
\nelements that a company should look at.<\/p>\n
These are customer focus, financial matters, internal\/external
\nfactors, and people as the center.<\/p>\n
\"Financial performance is the effort of the past. Innovation
\nis much more important for the future and to sustain growth,\" he
\nwarned.<\/p>\n
For Junardy, strategic initiatives should cover cost
\neffectiveness (to be lean and mean), quality improvement,
\ninnovation (to be different and unique) and digitalization.<\/p>\n
\"All of the four keys should be aligned and go hand in hand,\"
\nhe said.<\/p>\n
Bentoel, also the sole distributor for Philip Morris Indonesia
\nproducts, which is now the number two mild cigarette producer in
\nthe country plans to surpass its rival in the next three years,
\nhe said.<\/p>\n
At the company, he said, all executives should share their
\nknowledge with others. \"We believe that teaching is more
\neffective than participating in a seminar alone.\"<\/p>\n
Therefore, the role and capability of a top executive and his
\ncross-functional strong management team in any organization is
\ncrucial to alert everyone about the company goals and how to
\nformulate an outstanding strategy.<\/p>\n
\"Growth is absolutely necessary. But, it's not a gift. To
\nachieve it, the key is with the people,\" he said.<\/p>\n
So, if we don't achieve our growth objectives in the scheduled
\ntime, we have at least accomplished a great deal in addressing
\nthe internal management practices, attitudes, and culture.<\/p>\n
At least, we have planted seeds that will germinate and bring
\nfuture returns.<\/p>\n
A graduate of Krisnadwipayana University in Jakarta, Y. W.
\nJunardy, 55, is the boss of PT Telekomindo Primabhakti and a
\ncommissioner at PT Excelcomindo Pratama. Almost half of his life,
\nhe has spent at IBM offices, including those in Hong Kong, Tokyo
\nand New York.<\/p>",
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