What is OUR

business?

JUSA 13 Disember 2005 Slide 1 of 40 Slides

 Do not lose sight
of the forest
for the trees
JUSA 13 Disember 2005 Slide 2 of 40 Slides
 Making
a Difference
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 Leading
JUSA 13 Disember 2005 Slide 4 of 40 Slides
 QUALITY SERVICE

Service Delivery System

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1
• Expectation and Achievement

• Challenges

• Recognition

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 Organisational Excellence

A Value
Creation

JUSA 13 Disember 2005 Slide 7 of 40 Slides

 Organisational Excellence
Output
Service Delivery
System

B
People
Satisfaction
Value
Customer Creation
Satisfaction

Impact on
Society

Quality Output

JUSA 13 Disember 2005 Slide 8 of 40 Slides

 Organisational Excellence

Enablers Output
Service Delivery
System
Organisational

C
Capacity System People
Satisfaction

Value
Resources Technology Customer
Satisfaction Creation

Human
Process Impact on
Society
Capital

Quality Output

JUSA 13 Disember 2005 Slide 9 of 40 Slides

 Organisational Excellence
Vision & Mission Strategies for Action

Drivers Enablers Output

Service Delivery System
Organisational
Leadership People
Capacity
Satisfaction
• Vision
• Shared Value
Resources Processes Customer
Aspirations Satisfaction Creation
• Values Impact on
Human
Society
• Guiding Capital

Principles Quality Output

Environmental Analysis
JUSA 13 Disember 2005 Slide 10 of 40 Slides
2
• Expectation and Achievement

• Challenges

• Recognition

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 Challenges
Internal & External

Being Relevant

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 3
• Expectation and Achievement

• Challenges

• Recognition

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 Recognition

Achieve Much and Expect Little

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 4
What you can do?

• Professionalism
• Team Work
• Caring Service
JUSA 13 Disember 2005 Slide 15 of 40 Slides
5
“WHAT CAN BE DONE” Checklist

1. REVIEW VISION/ MISSION/ STRATEGY/

OBJECTIVE’S
2. CHECK ENABLERS
• Externally Determined
• Internally Controllable
3. INSTRUMENTS FOR MEASURING EFFECTIVENESS
AND EFFICIENCY
• Key Performance Indicators (KPIs)
• Best Practices
• Budget Reviews
• Financial Evaluation
JUSA 13 Disember 2005 • Customer Satisfaction IndexSlide 16 of 40 Slides
High High Doing High Thinking
Low Thinking High Doing
Doing
Low Thinking High Thinking
Low Doing Low Doing

Low
Low Thinking High
JUSA 13 Disember 2005 Slide 17 of 40 Slides
High

High Doing High Thinking

Low Thinking High Doing
Doing

Low Thinking High Thinking

Low Doing Low Doing

Low
Low Thinking High
JUSA 13 Disember 2005 Slide 18 of 40 Slides
 The Five Levels of Leadership

People follow because This step is reserved for leaders who have spent years
5 of who you are and growing people and organizations Few make it. Those
what you represent who do are bigger than life

People follow
4 because of what
you have done for
the organization
People follow
3 because they want to
This is where success is sensed by most people. They like
you and what you are doing. Problems are fixed with
very little efforts because of momentum
People will follow you beyond your stated authority.
This level allows work to be fun.

People follow This is where long- range growth occurs. Your

2 commitment to developing leaders will insure ongoing
because of what you growth to the organization and to people. Do whatever
have done for them you can to achieve and stay on this level.

1 People follow Your influence will not extend beyond the lines of
because they your job description.
have to
JUSA 13 Disember 2005 Slide 19 of 40 Slides
 Leading Organisational Excellence

THE LEADING LEADER:

 Is born with leadership qualities
 Has seen leadership modeled throughout life
 Has learned added leadership through
training
 Has self-discipline to become a great leader

Note:
Three out of four these qualities are acquired.
JUSA 13 Disember 2005 Slide 20 of 40 Slides
 Leading Organisational Excellence

THE LEARNED LEADER:

Has seen leadership modeled most of life
Has learned leadership through training
Has self-discipline to be a great leader

Note:
All three qualities are acquired.
JUSA 13 Disember 2005 Slide 21 of 40 Slides
 Leading Organisational Excellence

THE LATENT LEADER:

Has just recently seen leadership
modeled
Is learning to be a leader through
training
Has self-discipline are acquired

Note:
All three qualities are acquired.
JUSA 13 Disember 2005 Slide 22 of 40 Slides
 Leading Organisational Excellence

THE LIMITED LEADER:

 Has little or no exposure to leaders
 Has little or no exposure to leadership
training
 Has desire to become a leader

Note:
All three can be acquired.

JUSA 13 Disember 2005 Slide 23 of 40 Slides

 Dead Horse
The tribal wisdom of the Dakota Indians,
passed on from generation to
generation, says that when you discover that
you are riding a dead horse, THE
BEST STRATEGY is to DISMOUNT.

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 In modern enterprises, one
finds a whole range of far more
advanced strategies such
as:

JUSA 13 Disember 2005 Slide 25 of 40 Slides

 i
. Appointing a committee
to study the horse.

JUSA 13 Disember 2005 Slide 26 of 40 Slides

 ii.
Buying a stronger whip.

JUSA 13 Disember 2005 Slide 27 of 40 Slides

 iii.
Arranging to visit other
countries to see how
others ride dead
horses.
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 iv.
Lowering the
standards so that dead
horses can be included.

JUSA 13 Disember 2005 Slide 29 of 40 Slides

 v.
Threatening the
horse with termination.

JUSA 13 Disember 2005 Slide 30 of 40 Slides

 vi.
Doing a productivity
study to see if lighter riders
would improve the dead
horse’s performance.
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 v
ii. Hiring outside
contractors to ride the
dead horse.

JUSA 13 Disember 2005 Slide 32 of 40 Slides

 viii
. Harnessing several
dead horses together to
increase the speed.

JUSA 13 Disember 2005 Slide 33 of 40 Slides

ix.
Declaring that as the dead horse
does not have to be fed, it is less
costly, carries lower overhead, and
therefore contributes substantially
more to the bottom line of the
economy than do some other horses.
JUSA 13 Disember 2005 Slide 34 of 40 Slides
 x.

Promoting the dead horse

to a supervisory position.

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 Salam
Sejahtera
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