Y.W. Junardy shared his personal experiences and lessons learned over decades of leadership in various industries in Indonesia. He discussed 6 phases of learning: 1) survival skills in difficult early career, 2) transitioning with IBM, 3) moving to banking, 4) the story of XL telecom, 5) restructuring Bentoel tobacco, and 6) transforming Rajawali Corporation. Key lessons included adapting to change, managing transitions, cultural transformation, and the importance of continuous learning. Junardy emphasized developing leadership at multiple levels and managing through shared values and principles.

1. A Journey of Learning, Leading and Serving
(Personal Experience)
GI Net Seminar, Universitas ATMA Jaya
Jakarta, 15 May 2012
Y.W.Junardy
President Commissioner - PT Rajawali Corpora
President - Indonesia Global Compact Network

2. Learning 1 – The art of survival (1968)
Student & Lecture Assistant - Univ. Krisnadwipayana (1968-1970)
Casino Worker - Jakarta Fair(1968-1969)
Cigarette ‘canvasser’ - Street Rombong (1968-1969)
Teacher in biology - SMA Sari Putra (1969-1970)
Learning:
 Survival forces you to be decisive
 Adapting to multi-environments
 Managing multi-tasks
 Living in 3C (Casino, Cigarette, Cafe)

3. Learning 2 – From IBM to IBM MDT*
(1970 – 1995)
From most admired to nearly breakup
1983 1992 …to new IBM
2000
*)Market Driven Transformation

4. Going thru the Waves of Change
 Personal experience in the wave of transformation from IBM
Indonesia to PT USI/IBM to PT IBM Indonesia (1970-1995)
* Shifting from Systems Engineering to Management
* International assignments (HK, NYC, TYO)
* From Systems Operator to CEO
 Learning from difficult times:
* Pertamina collapse (1974)
* Transition to PT USI/IBM (1978)
* Devaluation (1986)
* IBM shake up (1993)
 Learning from Business Environments
* From “snow white” to many players
* From proprietary to open system environment
* From mainframe to personal systems
* From big customers to personal users

5. Business Strategy and Leadership Challenge
 Business Strategy – “GO TO MARKET”
* From Defensive Strategy to Survival to Offensive
* From Technology push to Market-Driven oriented
* From Hardware to Software Services
* From Service excellence to delighting customer
* From Telling to Listening
 Leadership Challenges:
* Managing transition
* Managing workforce morale esp. during difficult time
* Managing communication country - HQ
* Managing customer expectation
* Managing image
Transformational Leadership as “Defender”

6. Learning 3 - Moving to Banking (1995)
 Learning to manage self-change:
From MNC to National Company
From technology to banking
From solution provider to user
 Retail banking – Integration of finance, retail and
technology
 Support Palm Plantation development
 Branch expansion and technology deployment
 Learning the importance of “funding” in
business.

7. Learning 4 -The XL Story (1997)
Returning to technology
Indonesia Cellular Industry
C&C Revolution continued
End of monopoly, more players
Highly competitive market, Capital intensive
Total mobile users in Indonesia was 5 mio with potential of 100 by 2010.
Technology innovation
Customer’s focus : Price, Quality and Coverage with a strong focus on Price
ARPU trends lower, Business Solutions up
From Voice to Contents
Not Equal Playing Field in terms of Regulations (Most Regulated Business)
Positioning XL as the “new challenger”

8. Learning 5 - The Bentoel Story (2000)
The Art of Business Restructuring
Bentoel Group
Vol Approx 50% Vol Approx 50%.
Cigarette Manufacturer Cigarette Distributor
Manufacturing & Distribution of Sole distributor of Philip Morris
Bentoel’s products: Bentoel Biru, Indonesia’s products :
Bentoel Mild, Bentoel Merah, Star Marlboro, Long Beach, L & M
Mild, Prinsip, Country, Inter Biru
+
X-mild, Sejati, Rawit, Ravvit. Club Mild
Company Turn-around - Spin off to BAT on 2009

9. Launching Strategic Initiatives
1. Comprehensive Marketing Strategy (CMS)
2. Quest For Innovation (QFI)
3. Digital Business Design (DBD)
4. Total Production Maintenance (TPM)
5. Human Resource Development (HRD)
6. Operation Excellence
7. Good Corporate Governance (GCG)
8. Baldrige Assessment for Performance Excellence

10. Learning 6 – Rajawali Transformation
Restructuring 2
International
Institutionalization
Player
Restructuring 1
Diversification Bentoel Economic Rajawali Holding
Crisis Plantation
XL
Mining
Metro Rajawali Corp. Transportation
Express Bentoel
Developing Hotel/Property
Sheraton/Novotel XL Infrastructure
RCTI Metro Services
Rajawali Guardian Express
The Beginning Cement
Corp. Telekomindo Sheraton/Novotel
Bank Pos Net2Cyber
RWBU (Timah)
LTDC RCTI
1980 1990 2000 2010
Entrepreneurial Conglomeration Corporation Investment
Holding

11. Why “Turn Around” ?
Economic
Diversification Crisis Interpolation
Developing
The Beginning Future Vision
New Paradigms
Knowledge Economy
Innovation and Breakthrough
Decline – Loss – Bankrupt
New Strategies
Product obsolescence
Product Innovation
Ineffective operations
Exploit technology
Mismanagement
Conducive culture
Competition
Sustainability (ESG)
Regulations
Environmental issues Leadership Challenge
Project fiasco
Leadership Problem

12. Passion to Learn
BELAJAR atau bekerja dengan passion dan sepenuh hati menciptakan
tenaga yang luar biasa untuk melakukan sesuatu extra-mile. Sukses bukan
diukur dari kenaikan pangkat, tapi dari prestasi kerja (hal 81)
Kita bisa belajar dari masa-masa yang bagus, tapi kita justru diuji dan
belajar lebih banyak pada masa sulit (hal 135)
LEARN from your customers, competitors, partners, boss, staffs,
friends…Learn from your kids!
LEARN beyond your assigned responsibility
Formal education vs On the job training
LEARNING is a lifetime efforts.
It is the source of knowledge and wisdom
Y.W.Junardy: Full Circle – Managing
Through Learning Leading and

13. "I don’t divide the world into the weak and the strong,
or the successes and the failures... I divide the world
into the learners and non-learners"
Benjamin Barber

14. Leadership 1 - Developing leadership capability
1. Personal Leadership
Principle-centered, 7-Habits (Covey), Leadership Challenges (Kouzes & Posner),
On Becoming A Leader (Bennis)
2. Interpersonal Leadership
Principle-centered, 7-Habits (Covey), Leadership Challenges (Kouzes & Posner),
On Becoming A Leader (Bennis), Articulate Executive (Chris Argyris), Creative
Leadership (CCL)
3. Organizational Leadership
4-Roles of Leadership (Covey), Effective Executive (Peter Drucker), On Leadership
(Kotter), Leadership Development Model (DDI), Creative Leadership (CCL)

15. Leadership 2 - Leadership and Management
Deploy Effective Leadership & Management.
Both are necessary for success of the company.
Leadership is about “coping with growth/change”
It deals with the need to respond to the more competitive and more volatile
business environment. More change always demands more leadership in
order to ensure to “Do the Right Thing”.
Management is about “coping with complexity”
It deals with practices and procedures in order to ensure effective operation
– “Do Thing Right”

16. Leadership 3 – Managing by Values (MBV)
In a company that truly managed by its values, there is only one
‘boss’ – the company values.
(As opposed to Managing By Rules)
COMPANY VALUES
Building new culture by
inculcating the new company
Board of Directors values:
1.Redefining the VALUES.
President 2.Teach the VALUES.
3.Implement the VALUES.
4.Live by the VALUES.
Rest of the organization

17. Values as the Company Guiding Principles
Vision/Mission Corporate Values
Business Conduct &
Business Strategies & Plans
Operating Guidelines
Initiatives / programs Socialization / Buy in
Business Results Implementation
Audit Audit

18. Leadership 4 - Cultural Transformation Leadership
Transforming a ‘swamp-like’ culture (adversaries, legalism,
protectionism, politics, and distrust) into an ‘oasis’ culture
(openness, trust, accountability, respect).
TRANSFORMATION FUNDAMENTAL CHANGE
STRATEGIC INTENTION
HOLISTIC APPROACH

19. Leadership 5 - Deploying Leadership Style
IBM Survival Period - Transactional Leadership
- Transformation Leadership
XL - Growth Leadership
- Creating the culture
Bentoel Group - Renewal, revitalization
- System-forced cultural transformation
Sheraton/Metro - Managing Global Brand
Express Taxi - Societal Leadership
Rajawali Corp. - Institutional Leadership
- Entrepreneurial Leadership
Plantation - Investment & organization set up
Semen Gresik - Value creation

20. The Execution
The Creative Challenger Brands that Work:
The XL Story
The Art of Business Restructuring:
The Bentoel Story
Managing Global Admired Brand:
The Sheraton/St Regis Story
Creating Value in Partnership with BUMN:
The Cement Gresik Story
Corporate Social Responsibility Linkage:
The Express Taxi Story
Global Partnership for Development:
The Rajawali Foundation

21. Leadership Wisdom
Hakekat perubahan bukan hanya memindahkan atau mengubah
suatu benda, tetapi mengubah dan membawa manusia ke dalam
suatu lingkungan baru yang diinginkan (hal 221)
Dalam sebuah perubahan, pemimpin haruslah berada di barisan
terdepan. Dia mungkin tidak mengerti hingga aspek teknis dan
detail, tapi kehadirannya akan meninggikan moral karyawan (hal
224)
Motivasi akan tumbuh jika ada persepsi yang sama, nilai-nilai yang
sama, serta harapan-harapan yang sama pula (hal 169)
Dalam keadaan krisis, kita akan mengetahui siapa leader yang
sebenarnya (hal 170)
Dalam proses memimpin, saya berusaha memberi pelayanan yang
terbaik kepada karyawan dan pelanggan (hal 195)
Y.W.Junardy: Full Circle – Managing Through Learning Leading and Serving

22. Serving the Community
Profession Comdev/CSR Arts
Current
Pondok Kasih
ATSI
Past Permanin

23. We make a living by what we get
We make a live by what we give
Winston Churchill

24. What influences Your Leadership?
Q. Are Global
Education
Leaders made Background
or born? Community
Local/City Learn
Overseas
Corporate
Cultural Education
Background Your
Program
Family Leadership Hard/Soft skills
Society Philosophy Corporate
Values/Culture
Religion, etc
Work Env.
Corporate
Works
Serve Cross Functions
Lead
Cross Boarder
Social Env.
Source: Managing Corporation Through Learning, Leading and Serving - Junardy

25. (Global) Leadership Characters
 Clear vision and global strategic mindset
 Long term view orientation
 Sensitivity to different culture
 Outgoing, adaptive and flexible personality
 Entrepreneurial spirit
 Goal and growth oriented
 Teamwork
 Live by Corporate Values and Culture
 Commitment to the Ethical Leadership Principles
 Caring to the Environment and Community

26. Ethical Leadership Principles
Understanding and compliance to:
1 National Laws Regulations
2 International Laws Profit
3 Human Rights Principles
4 Labor Rights
People
5 Corporate Values and Business Conducts
6 Fair and Transparent Business Deal
7 Norms and Tradition of the Community
Planet
8 Environmental Protection

27. Making Profit with Principles
United Nations Global Compact
Voluntary movement, Corporate Leaders, Educational
Institutions and NGOs in the world who are committed to
implement the UN Global Compact 10 principles and
supporting the UN program.
Business
Ethics  Human Rights (2 Principles)
 Labor (4 Principles)
 Environment (3 Principles)
 Anti-Corruption (1 Principles)

28. Global Leadership Skills
 Understanding of local business practices.
 In depth Industry knowledge
 Interpersonal and organizational leadership
 Communication ability (English and or Mandarin)
 Visibility to those who makes decision.
 Exposure to local culture and environment
 International education is advantage
 Broaden knowledge in order to be able to relate with
others about any subject
Summary:
Characters – Ethical Principles - Skills

29. Leadership start from your inner-self
1. Understand your own personality - Be yourself !
2. Set your personal vision and values as your direction (Review and update
periodically!)
3. Leader is an ordinary person with extraordinary action – courageous,
consistent and persistent.
Leadership characters of bonsai artist: nurturing, caring, endurance, adaptive
to change, attention to detail, ethical
4. Leader Leads people make thing happen – motivation, loyalty, dedication
and competence
5. Continuous learning is essential for personal growth (sharpening the saw)
6. When you lead, you serve your people, customers and community etc
(Servant leadership)
7. Common culture and values create sense of unity & pride.
8. Success is a journey…not the ending purpose

30. To be successful, you have
to market yourself
Today, in the
Age of the Individual,
you have to be
your own brand.
You are the
CEO of Me Inc.
-Tom Peters-