company profile - tjitra & acssociates

Excellence through Culture, Talent and Change

- Introduction to Our Services -

June 2011 Hong Kong ■ Hangzhou ■ Jakarta


Company Profile_EN ver./1100609

Executive Summary

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• 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

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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

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“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

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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

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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 by The McKinsey Quarterly reported that insufficient talent was the biggest barrier to their global ambitions.

Percentage of organizationsExperiencing 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)

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Strategic CHANGE: Why do Change programs fail?

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• 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

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“... 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

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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

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Preliminary Study

Flash Analysise.g. In-depth interview, focus group discussion, organizational survey, document analysis, on-the-job observation, ability/personality test, etc.

Expected Result

Workshop / Trainshope.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

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• 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

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“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

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“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 preservation Self 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

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✓ 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

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OBJECTIVEImproving 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

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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 onOrganizational 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

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Ana

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Stra

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orks

hop

BEST

PRACTICE



TALENT as success factor in ensuring sustainable growth

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“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

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Corporate StrategyAligning business strategy and

organizational development & culture

Competence ModelHard- 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

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✓ 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

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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

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• 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 FeedbackBEST

PRACTICE



Leading strategic CHANGE in securing successful organizational transformation

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“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

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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

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✓ 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

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• Determine the starting basis by proceeding employee interview.

• Implement the value system through different approach and channel.

Players

Value system

Employees’Survey

New Challenges

InterviewSurvey

ValuesWorkshop

ValuesImplementation

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

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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

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Personal Development

www.metizo.com

Assessment & Developmentwww.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

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

http://www.metizo.com




http://www.globalchangealliance.com

http://www.globalchangealliance.com

Indonesia / 20120211

Contact Address

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Hong Kong Office:31/F, Tower One, Times Square1 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 8521Fax +852 2107 3699

Hangzhou Office:Suite 810, Guangyin Plaza, 42 East Fengqi Rd.,Hangzhou 310010 P.R. CHINA

中国浙江省杭州市凤起东路42号广茵大厦810

Phone + 86 571 8763 1203Fax + 86 571 8763 1210

Jakarta Office:Menara BCA 50th Floor, Jl. MH. Thamrin No. 1 Jakarta 10310, INDONESIA

Phone + 62 21 2358 4616Fax + 62 21 2358 4401

Shanghai Office:1F, No. 1388 Shan Xi North Road, Putuo District, Shanghai, 200060, P.R. China

中国上海市普陀区陕西北路1388号一楼

Phone +86 21 6149 8264Fax +86 21 6149 8001

Contact Person: Kristina AryantiPhone +62 812 9888 5712Email [email protected]

mailto:[email protected]

mailto:[email protected]

company profile - tjitra & acssociates

Career

company profileen

balancing

corporate

made solution

assessment

market share

jack welch

big challenges