No Kotter's 8 Step 1 2 Establishing a sense of urgency Creating the guiding coalition

2010 - 2013 - Expanding the market (more profit) in the industry for sustainable growth - To be more competitive in the industry - Positioned as a continuous vendor in power plant instalation for one of PLNs subsidiaries (State Owned Enterprise) - Partnering with Consultant ME Construction (Private Enterprise) - Direct support and communication from WIKA as holding company (State Own Enterprise) - Partnering with Wikasatrian as one of WIKAs subsidiaries for the companys soft skill training - To achieve more markets, the company added another business line, that is EPC (Engineering Procurement Construction). This time, the company does not only provide services but also additional scope of works under EPC which is design and built related to mechanical & electrical instalation. By November 2013, the company changed their name from Wika Insan Pertiwi to Wika Rekayasa Konstruksi due to their additional business scopes. - Align with WIKA's vision; follow their market target; expansion to outside Indonesia, e.g. Finished constructing a power plant by February 2012 in Timor Leste with capacity of 50-100mw - The vision for 2013 is changed according to the additional line business - A new division called Business Development that will be incharge in marketing (to acquire projects) which lies under the Operational Director. - The top management always reminding all their employees regarding the value as well as coaching them about the work procedures - Approach employees in the fieldwork - Exclusive soft skill training with one of WIKAs subsidiaries, Wikasatrian (specialize in leadership program training) - Improve Quality Management System and SOP (Operational Standard Procedure) - New rule for facilitation: Morning talk every Monday, morning gymnastic on Friday - Change in working methods, for instance technician is obliged to report all practices works in paper (written), and this was no easy task for them, since they are very practical and at first it was seen as a resistance because it was considered another work task to do. However this change was for that all top management can read the reports of the work progress, although this can be claime as a huge change for the technicians out of their traiditional habit. - Adjustment in structural organization due to the additional of new line business, EPC. - By the year 2012, the company had establish to give incentives of 1% from the total amount of profit that the company obtained from the total figure of the project. The incentives are for staffs that worked for the project (SPV, MP, Technician) - Improvement in manpower performance

Developing a vision and strategy

Communicating the changed vision

Empowering broad-based action

Generating short-term wins

- Adding new software to support the design M&E business 7 Consolidating gains and producing more change Anchoring new approaches in the culture - Hiring many potential engineers as possible (in Chemist, Civil construction and Mechanical&Electrical) for the company itself in accordance to support the new business line, EPC this is for investation - Leadership full commitment