Management principles of Bank Bali appreciated
Management principles of Bank Bali appreciated
Bank Bali must rank as one of Asia's most outstanding
companies if its tally of Asian Management Awards is considered a
gauge of excellence.
This year's awards for People Development and Information
Technology join honors for Financial Management in 1992 and
Information Technology in 1991.
The bank was founded in 1955 as PT Bank Persatuan Dagang but
its growth has been particularly pronounced within the last
decade, especially in the period 1988 to 1992. During this period
the bank's total assets grew from Rp 993 billion to Rp 3.32
trillion. Total deposits rose from Rp 664 billion to Rp 2.06
trillion.
Today it is generally regarded as one of Indonesia's most
successful financial institutions. Total assets in 1993
registered Rp 4.14 trillion, a 21 percent growth over the
previous year.
Rudy Ramli, president of Bank Bali and son of founder and
chairman Djaja Ramli, says his management principles differ
little from those of his father.
"There is really not a great difference between what my father
considered important and what I consider to be essential to
managing a successful company," Ramli says. "If the management as
a concept is successful why change it?"
He adds, however, that rapidly changing times have forced the
adaptation of those principles.
"Who could have foreseen the crumbling of the Berlin Wall? We
are living in a completely different world. That provides more
opportunities but also needs greater adaptation to the changes."
Models
Ramli says a gradual restructuring of Bank Bali has occurred
since 1989, when new deregulation measures were announced by the
Indonesian government.
A pick-and-choose method of several models was used to select
the best management models for the bank, he says.
"You cannot take a management model from the U.S. or Japan and
apply it to Indonesia without making changes. We have to adapt it
to the Indonesian environment so it works without hitches."
The establishment of a strong corporate structure, with
established goals, provides the bank with a solid foundation,
Ramli adds.
"Everything is tied to three things. Our corporate goal is to
become the best bank in management, service, solidity and
reliability. The core of our corporate culture is total caring;
employer cares for the needs of employees and employees care for
the business of the employer."
Ramli is quick to add that he is not interested in creating
the largest bank. "Bigger does not necessarily mean better," he
adds. "One can be big and still be small. The key is to broaden
business into several different core markets. When you are small
you can maneuver more easily and adapt."
Receiving awards for outstanding performance is gratifying but
it also nurtures an underlying fear.
"You want to push yourself harder to make sure you remain at
the top. You start to worry about slipping. Business is like a
life-cycle; when you are at the top you can either maintain that
position or begin on a downward path."