Excellence through Culture, Talent and Change: Introduction to our Services

Excellence
through

Culture,
Talent
and
Change
- Introduction to Our Services -
June 2011
Hong Kong ■ Hangzhou ■ Jakarta

Excellence through Culture, Talent and Change
Company Profile_EN ver./1100609
Executive
Summary
2
• Tjitra & associates is a management consultancy founded
by Dr.Tjitra with offices in Hong Kong,Hangzhou and Jakarta.
Our work focuses on the CULTURE,TALENT and CHANGE.
• Over the last fifteen years,Dr.Tjitra and his team have collected
International project experiences at the global,regional and
national level in the US,Europe and Asia with senior leaders
from over forty countries.
• A team of multilingual psychologist are dedicated to strive for
excellence and provide tailor-made service solutions.
We devote ourselves in ensuring sustainable business results
by understanding the exact needs and situation of our clients.
Companies and Organizations
we have been working with ...*
* only selected list and not complete

Our
Approach
and
Service
Portfolios
3
Excellence through Culture,Talent and Change
Our APPROACH:a taylor-made solution with clear,measurable objectives
Managing CULTURE diversity to create synergy across cultures
TALENT as success factor in ensuring sustainable growth
Leading strategic CHANGE for successful organizational transformation

Excellence
through

Culture,
Talent
and
Change

Critical
challenges
in
ensuring
sustainable
success
4
“When I came to China for the first time, my first remark is, ‘The Chinese are just like us!’
Then everything usually goes downhill from there, because they are not! Chinese are totally different from us!”
Foreign expert, who knows China since 1979 and lives in China since 1985

CULTURE
Diversity:
Globalization
challenges
for
the
HR
partners
and
champions
5
Challenges for Chinese companies
(% of respondents from companies based in China,n=63)
What barriers,if any,has your company faced to undertaking activities outside mainland China?
Potential customers have concerns about the quality of
Chinese products
Our company does not have enough managerial talent
We lack sufficient capital
We have an inadequate understanding of legal and/or
reputation risks in other countries
Cultural barriers make the business difficult to manage
Customers are unfamiliar with Chinese brands
Governments or other stakeholders in other countries had a
negative reaction to our proposed activities
Funds have been difficult to find outside mainland China
Logistical barriers make the business difficult to manage
Potential employees in new geographies are not familiar
with our company
Other
Our company has faced no barriers
44
25
24
22
21
19
19
3
5
10
11
14
Three big challenges for Chinese
companies’globalization
• Developing Managerial Talent
• Managing Cultural Barriers
• Attracting International Talent
Survey from McKinsey Quarterly
• Most executives at Chinese companies say
the biggest obstacle to the global growth
of their companies is a lack of managerial
talent.
• During the globalization,most Chinese
companies face the challenge of
combining Chinese and Western forms of
communication and cultural norms.
• 88% of the Chinese executives said that
their globalization efforts were hindered by
the scarcity of people with real cross-
cultural knowledge or experience
managing foreign talent.

Growing
TALENT
demand:
China’s
growing
pains
0
50
100
Percentage
of Chief
Human
Resources
Officers
Ranking
Issue as Top
Priority
Attracting
and
Retaining the
Right Talent
Increasing
Line Manager
Effectiveness
Developing
High-
Potential
Employees
Improving HR
Function
Effectiveness
76%
71% 70%
65%
Chief Human Resources Officers’Top Priorities
(Corporate leadership council,2006)
- 37% of the companies responded that recruitment talent was their
biggest operational problem.
- 44% of the executives at Chinese companies surveyed byThe McKinsey
Quarterly reported that insufficient talent was the biggest barrier
to their global ambitions.
Percentage of organizations
Experiencing talents shortages in china
(Corporate leadership council,2006)
Not Experiencing
Shortages
Experiencing
Shortages 88%
12%
- Nine of ten HR senior executives report a shortage of qualified
talent in the Chinese labor market.
- “Chinese graduates are not well prepared,they are not ready for
the work in MNC environment.”(Foreign HR expert with intensive
China experiences)
6

Strategic
CHANGE:
Why
do
Change
programs
fail?
7
• Strategic change failures are
commonly related to human
issues,not technical issues
(Kotter & Cohen,2002).
• The study in Chinese context
reveals the most challenge
during the change
management in Chinese
enterprises is lack of
competent talents (Wang,
2003).
• The survey from German
leading companies found the
reasons for the failure in
managing large-scale change
are relevant with soft issue,
inconsistency of change
objectives (C4 Consulting,
2007).
0 10 20 30 40 50 60 70
Insufficient commitment of the
leadership team
Unclear objectives and visions of
the change process
Lack of leaders’competence in
professionally dealing with
people’s fears and concerns
Disunity on the top leadership
level (no one-woke approach)
Lack of support from the line
management
Incomplete or delayed
information to the employees
Insufficient support in coping
with fears and resistance
Neglect of psychological factors
during project planning
Insufficient human resources
Lack of trust in communication
between employees and
management
Influencing factors in order of relevance to success (C4 Consulting,2007)
Very relevant or
essential
56％
61％
56％
56％
52％
50％
46％
43％
37％
36％

Our
approach

in
assisting
our
clients
ensuring
measurable
results
8
“... That’s the result of expecting that no special things need to be changed in China, ...
and not empowering the China team.”
Lee Kai-fu on the problem of western IT MNC in China (Forbes, Nov. 24 2008)

Tailor-‐Made
Solution
with
clear
objectives
and

in-‐depth
understanding
at
the
beginning
of
the
cooperation
9
1
2
3
4
Objective Agreement on Project Objective & Expected Results
Analysis Deep Understanding on Clients’Current Situation
Design Process and Method Design
Evaluation Evaluation and Follow Up5
Execution Project Implementation
Expected Results

Generic
Consultancy
Process
10
Preliminary
Study
Flash Analysis
e.g.In-depth interview,
focus group discussion,
organizational survey,
document analysis,on-
the-job observation,
ability/personality test,
etc.
Expected
Result
Workshop /
Trainshop
e.g.Strategic workshop,
cross-cultural
communication and
cooperation trainshop,
leadership development
and team effectiveness
workshop,etc.
Project / Team /
Individual Coaching,
Adaptation,Follow-
Up and Evaluation
Agreed on Objectives Analysis & Agreement Ensuring Sustainable Impact Measurable Result
General Approach for Tailor-Made Solution Exploration and Implementation
Main Intervention

Innova
Lab
Research
and
Development
-‐
ensuring
innovation
and
sustainable
impacts
11
• Building the Global Competence for Asian Leaders
• International Employability:Development of Intercultural Competence
of German and Chinese Young Professionals
• Effective Teamwork at the Top Management Team in International Joint
Venture
• Cross-Cultural Learning Behavior:Effectiveness of the Western
Technology Transfer Approaches in China
• Comparative Studies on Chinese-Indonesian Intercultural Competence
and Sensitivity
• Chinese Intercultural Competence and Sensitivity in Tourism Industry
• Strategic Decision Making in Chinese and Multinational Teams
• Intercultural Perspectives of International Post-Merger Integration
• Intercultural Synergy in Professional Team
• Development of Intercultural Training for Indonesia Students in
Germany
• Emotional Intelligence in Workplace:Buffering Effects of Supervisor
Support between Emotional Labor and Affective Commitment
• Multiple Role Understanding and Training Effectiveness of Corporate
Trainers:Chinese Culture Based Study
Research and Development Projects
• Ensuring excellent quality and state-to-the-art
products,brands and expertise
• Developing high-impact,sustainable products
• Sharing knowledge from practical research with
our customer and partner community
Mission of Innova Lab

Managing
CULTURE
diversity

to
create
synergy
across
cultures

12
“If you can’t learn quickly, your market share will perish .... worst case, their market share has gone
from 90% to 10% in three of four years.
That’s the result of expecting that no special things need to be changed in China,
... and not empowering the China team.”
Lee Kai-fu on the problem of western IT MNC in China (Forbes, Nov. 24 2008)

CULTURE
Service
Framework:
Intercultural
Competence
and
Sensitivity
13
“To be effective in another culture,people must be interested in other cultures,be sensitive enough to notice cultural
differences,and then also be willing to modify their behavior as an indication of respect for the people of other cultures ”
(Bhawuk and Brislin,1992)
Intercultural Competence
Technical
knowledge & skill
Motivation
Stress tolerance
Respect for
differences
Harmony
preservationSelf Control
Awareness of
communication
symbols
Language
skill
Verbal &
non verbal
expression
Attribution
process of
information
Cultural
empathy
Intercultural
Sensitivity
Intercultural
Communication
Competence

We
help
our
clients
in
better
understanding
the
art
of

balancing
global
integration
and
local
adaptation
from
the
cultural
points
14
✓ Research-based development program
on intercultural sensitivity and cross-
cultural learning
• Intercultural competence and sensitivity
• Effective learning behavior of employees in
multinational companies in Chinese cultural
context
• Role understanding and training effectiveness
of corporate trainers in Chinese culture context
✓ Talent management and organizational
change program in cross-cultural context
Our projects covers ...
✓ Cultural awareness training / workshop
✓ Cross-cultural assessment center
✓ Executive leadership coaching
✓ Working and living abroad
✓ Global player/International sales
✓ International high potential program
✓ Multi-cultural team building workshop /
team coaching
✓ International project management
✓ Working effectively in virtual team
✓ Diversity management
✓ Diversity guideline
✓ Corporate culture system
Tailor-made integrated solution

Strategic
Workshop
for
Multicultural
Top
Management
Team
15
OBJECTIVE
Improving communication and cooperation between Chinese and foreign parts
& Achieving common understanding on organizational vision and strategy
BACKGROUND
- Chinese-Europe joint venture with main business in high-tech industry,has more than 5000
employees and an annualized yield of about 4 billion yuan.
- The surge capacity from business,intensive industry competition,and ineffective
cooperation and communication between Chinese and foreign staffs became the big
challenges to the business development.
EXPECTED RESULT
- Understanding organizational situation clearly from different perspectives
- Exploring challenges the organization faced and identifying critical ones
- Discovering influencing factors for different challenges
- Developing action plan for the future implementation
BEST
PRACTICE

Strategic
Workshop
Sample
for
Multicultural
Top
Management
Team
16
Day 1 Day 2
Joint Dinner & Informal Discussion
Break
Reflection,Feedback & Closing
Objective,Expectation and Agenda
Welcome & Introduction Creating Cultural Synergy
Working Effectively in
Multicultural Environment
Plenary Discussion on the Results
Presentation on
Organizational Flash Analysis Result
Organizational Flash Analysis Result
Lunch
Break
Short lecture on
Cross-Culture Team Building & Leadership
Personal Development and Action Plan
Group Work & Problem Solving:
Become Competent Leader in
Multicultural Workplace
Group Work & Problem Solving:
Problem prioritization,deep discussion
and strategy identification
Short lecture on Intercultural Sensitivity
and Competency Theory/Tool *
* selected based on organizational flash analysis result
Short Lecture & Discussion
Learning in Action
Optional
OrganizationalFlashAnalysis
hasbeendonepriorto
StrategicWorkshop
BEST
PRACTICE

TALENT
as
success
factor

in
ensuring
sustainable
growth
17
“Act like a leader, not a manager! They (managers) equate managing with sophistication, with
sounding smarter than anyone else. They inspire no one. I dislike the traits that have come to be
associated with ‘managing’- controlling, stifling people, keeping them in the dark, wasting their
time on trivia and reports. ...
Leaders are people who ‘inspire with clear vision of how thing can be done better.’”
Jack Welch (Jack Welch and GE Way, 1999).

TALENT
Service
Framework:
Learning
&
Development
built
the
base
of
our
Talent
Management
Approach
18
Corporate Strategy
Aligning business strategy and
organizational development & culture
Competence Model
Hard- and soft-skills required by
different roles and responsibilities
Based on
Assessment
Training & Development
Learning Transfer
Evaluation
Learning,Training and Development
Performance
Management
360 Feedback,
Value System,
Balance Scorecard
Relevant to Impacts on
Measurable
Results
Career &
Promotion

Our
solution
put
the
talent
in
the
center
of
the
process

and
our
expertise
covers
the
whole
talent
value
chain
19
✓ Solution for different levels of talents
• Entry level
- Induction for the new joiner
- High potential graduates / trainee
• Middle level management
- First time manager
- High potential mid-level manager
• Top level management
- Executive leadership team
✓ Systematic development program
• 3-12 months development program
• Multiple methods including assessment,web-
based learning,classroom lecturing,action
learning,etc.
• Combined leadership and management skills
✓ Employee selection for diverse positions and
functions / high potential program
✓ Competency modeling / Job analysis
✓ Staffing due to organizational change
✓ Development assessment for comprehensive
management development program
✓ Management (Talent) audit due to M&A
✓ Project team diagnostic for selection and
development
✓ Designing taylor-made selection process and
method
✓ Training for leadership-team on how to apply
performance appraisal system
✓ Training for doing selection interview for HR
professional and managers
✓ Individual/Group assessment center
✓ 360-Degree feedback
✓ Ability and personality test
✓ In-depth and behavioral interview
✓ Systematic on-the-job observation

Assessment
Center
for
Talent
Selection
and
Development
20
1
Organization and job position analysis
• Understanding corporate culture
• Analyzing job’s roles and responsibilities
• Identifying the right competence model
• Exploring job success profile
2
Assessment center preparation
• Specifying assessment tools (develop eligible
tools and materials if necessary)
• Identifying assessors (1 chairman + 1
psychologist + 1 administrator + * assessors)
• Training for the assessors,role players (and
observers)
3
Assessment center
implementation
• Conducting assessment center
• Assessor (+ observer) conference
4
Result report & Feedback
• The assessment center for selection
- Deliver selection report
• The assessment center for development:
- Deliver development report and feedback
- Facilitate development action planning
Our solution
starts ...
Selected talent
Assessment Center process starts by having the right understanding of the critical success and fit factors
BEST
PRACTICE

Assessment
Center
Sample
Process
21
• Identify corporate value
and competence
• Identify critical success
factors and job
competence
• Invite candidate(s)
• Train assessors
• In-depth interview
• Strategic presentation
• Evaluation system
• GRT:
Cognitive ability test
• 15FQ+ Personality
test
Objective & Analysis Design & Implementation Feedback
BEST
PRACTICE

Leading
strategic
CHANGE

in
securing
successful
organizational
transformation
22
“No organization today -- large or small, local or global -- is immune to change.
To cope with new technological, competitive, and demographic forces, leaders in every sector
have sought to fundamentally alter the way their organizations do business. Yet according to
most assessments, few of these efforts accomplish their goals.”
John P. Kotter, Author of international bestseller Leading Change

CHANGE
Service
Framework:
Two-‐Phase
Change
Model
-‐
Strategy
Formulation
&
Implementation
23
Why do we need to change?
• What could be the benefits
of the change?
• What could be the
consequences if we do not
change?
What do we need to change?
• What is the new holding
structure?
• What kind of new organization
do we want to become?
• Who will be in charge for what?
What could be the barriers
to anticipate in the
change we want?
How do we want to
implement the
transformation process?
• How does each
members should
prepare and contribute
to the change process?
• How the new roles will
be shared?
When,what kind of
changes and how
to do it?
• What are first and
what is the next?
• How to make it
sustainable?
How to communicate the
transformation?
• Whom to communicate?
• Which channels?
• At which phase?
Strategy Formulation
(WHY and WHAT)
Strategy Implementation
(HOW and WHEN)

We
help
our
clients
in
better
understanding
the
art
of

balancing
global
integration
and
local
adaptation
from
the
cultural
points
24
✓ Employees and Organizational Survey
✓ Top management team diagnostic
✓ Focus group discussion of diverse
employee group
✓ HR-Benchmark Online
✓ Facilitation of strategic workshops
✓ Development of HR tools / instruments
✓ Designing strategic organizational and
change process
✓ Training-Workshop on Change
Leadership and Communication Strategy
✓ Systematic implement program
• The change concept development by
multi approach from initiative driver
• Change project communicate through the
entire organization involved
• Facilitating and mentoring the implement
process
✓ Solution for different purposes
• Tools to engage the organization
- Communication plan and strategy
- Implement system
• Barrier removal
- Barrier identification
- Right-of-way rules
• Change leadership
- Leadership coaching and mentoring
- Personal planning

Strategic
Management
Alignment
and
Strengthening
25
• Determine the starting basis by proceeding employee interview.
• Implement the value system through different approach and channel.
Players
Value system
Employees’
Survey
New
Challenges
Interview
Survey
Values
Workshop
Values
Implementation
Corporate value development macro process
Select (& reformulate)
core value
Discuss value structure
(meaning & definition)
Decided value statements
(reformulate)
Create behavioral anchors
(guideline)
Value development micro process
Head Office
Theoretical
models
• Sponsors
• Value team
• Support team
• Core value
• Value statement
• Behavioral anchors
BEST
PRACTICE

Value
Implementation
Process
and
Method
26
Action What do we need?
Possible barriers Success measurements
Develop clear action plan Explore necessary and possible resources
Identify possible barriers Define measurement anchors
Value Implementation
• An effective corporate communication is key factor to implement the core value.The management should:
Value implementation process
Value implementation method
• Core value is the essential and enduring tenets
of and organization.It is as natural as you breath.
• People learn and behave the corporate value
through different steps.
Start
Finish
Understand the corporate value system
Memorize the value statement and behavioral anchors
Agree and support the corporate value
Behave following corporate value
Breath with corporate value
Live
Do
Believe
Remember
Know
BEST
PRACTICE

Strategic
Partners
27
Global Change Alliance (GCA)
• All consultancies of the GCA work on the basis of a Senior
Expert structure of consultants
• All in all the GCA-platform comprises about 125 people
• Our work is based on the congruence model of organizational
change (developed in the USA)
• Our partners are:
- C4 Consulting,Germany (Duesseldorf)
- Ascend Partners,France (Paris)
- Comma Consulting,Great Britain (London)
- Veritas Partners,LLC,USA (New York)
• www.globalchangealliance.com
Personal
Development
www.metizo.com
Assessment & Development
www.pe-solution.de
Metizo
• Pioneers in personal development programs in education
• Recognized certification in personal development for MBAs & EMBA in cooperation with top business schools
• Corporate personal development with measurable results for well-known MNCs
PE Solution
• Assess,develop and accompany individuals,teams and organizations
• Provides individually adjusted solutions to customers’needs instead of standard measures,trainings,etc.
• Covers wide range of clients,incl.big DAX-companies,medium-sized businesses and the public sector

Hong Kong Office:
31/F,Tower One,Times Square
1 Matheson Street,Causeway Bay
HONG KONG
香港銅鑼灣勿地臣街 1 號
時代廣場一座31樓
Phone +852 2824 8521
Fax +852 2107 3699
Contact
Address
28
Contact Person:
Daisy Zheng
Phone +86 571 8763 1203
Fax +86 571 8763 1210
Email:d.zheng@tjitra.com
Hangzhou Office:
Guangyin Plaza,Suite 812,42 Fengqi Road
Hangzhou 310010 P.R.CHINA
中国浙江省杭州市凤起东路42号广茵大厦812
Phone + 86 571 8763 1203
Fax + 86 571 8763 1210
Jakarta Office:
Menara BCA 50th Floor,Jl.MH.Thamrin No.1
Jakarta 10310,INDONESIA
Phone + 62 21 2358 4616
Fax + 62 21 2358 4401

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Excellence through Culture, Talent and Change: Introduction to our Services