building trust - dunamis trust culture total return to shareholders in ... building credibility...
TRANSCRIPT
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BECOMING TRUSTORTHY ORGANIZATIONS
DUNAMIS PROGRAM OVERVIEW October 15, 2015
DUNAMIS PROGRAM OVERVIEW October 15, 2015
Building TRUST CULTURE
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�Total return to shareholders in high-trust companies is almost
3x higher than in companies with low trust.”
– Human Capital Index,
Watson Wyatt Worldwide
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ABOUT DUNAMIS our mission
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Towards Organizational Greatness
EFFECTIVENESS GREATNESS From to
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!!
ALIGNED SYSTEM
GREAT LEADERS
EFFECTIVE INDIVIDUALS
ORGANIZATIONAL GREATNESS
Sustained Superior
Performance
Loyal Customers
Engaged Employees
Distinctive Contribution
INPUT OUTCOMES
PEOPLE PROCESS
DUNAMIS GREATNESS MODEL
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EFFECTIVE INDIVIDUALS
ORGANIZATIONAL GREATNESS
Sustained Superior
Performance
Loyal Customers
Engaged Employees
Distinctive Contribution
INPUT OUTCOMES
PEOPLE
DUNAMIS GREATNESS MODEL
1. Focused and disciplined 2. Trustworthy 3. Good business judgement 4. Proactive 5. Work well with others 6. Good listeners and communicators
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GREAT LEADERS
ORGANIZATIONAL GREATNESS
Sustained Superior
Performance
Loyal Customers
Engaged Employees
Distinctive Contribution
DUNAMIS GREATNESS MODEL
1. Inspire Trust 2. Clarify Purpose 3. Align Systems 4. Unleash Talent
INPUT
PEOPLE
OUTCOMES
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!!
ALIGNED SYSTEM
ORGANIZATIONAL GREATNESS
Sustained Superior
Performance
Loyal Customers
Engaged Employees
Distinctive Contribution
1. Clarity 2. Commitment 3. Translation 4. Enabling 5. Synergy 6. Accountability
DUNAMIS GREATNESS MODEL
OUTCOMES INPUT
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ALIGNED SYSTEM
GREAT LEADERS
EFFECTIVE INDIVIDUALS
BUILDING TRUST CULTURE
INPUT
1. Focused and disciplined
2. Trustworthy 3. Good business
judgement 4. Proactive 5. Work well with
others 6. Good listeners and
communicators
1. Inspire Trust 2. Clarify Purpose 3. Align Systems 4. Unleash Talent
1. Clarity 2. Commitment 3. Translation 4. Enabling 5. Synergy 6. Accountability
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TRUST TAX & DIVIDEND
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TODAY�S MENU
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INDONESIA Top Performers
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INTERNATIONAL RECOGNITION 2014 Alpha Southeast Asia's 8th Annual Best Financial Institution Awards & Corporate Awards: • Best Bank in Indonesia (6) Consecutive Years • Best Private Wealth Management Bank (6)
Consecutive Years • Best Best FX Bank for Corporates & FIs (4)
Consecutive Years • Best Trade Finance Bank • Best CFO in Indonesia: Bapak Pahala N. Mansury • Best CFO in Southeast Asia: Bapak Pahala N.
Mansury • 2nd place, Most Organized Investor Relations • 2nd place, Best Senior Management in IR
Support • 1st place, Strongest Adherence to Corporate
Governance • 3rd place, Best Strategic Corporate Social
Responsibility
10th Corporate Governance Asia Recognition Awards 2014: • ICON on Corporate Governance (6 Consecutive
Years) • Asian Corporate Director of The Year kepada
Direktur Utama Bank Mandiri, Bpk. Budi G. Sadikin
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NATIONAL RECOGNITION 2014 BUMN Awards: Kinerja Keuangan "Sangat Bagus" 2009-2013 INFOBANK 2014 Indonesia Banking Award: The Best Bank In Digital Services TEMPO Magazine 2014 Kementrian BUMN RI: 2nd Place, BUMN Keuangan 2014 Brand Finance 1st place, Most Promising Indonesian Brands 2014 1st place, The Highest Brand Value Growth in Indonesia 2014 SWA Magazine 2014 Social Business Innovation Award Warta ekonomi Magazine 2014 Banking Service Excellence 2014 Golden Trophy for Banking Service Excellence The Most Consistent Bank in Service Excellence 1st place, The Best Overall Performance 1st place, The Best Customer Service 1st place, The Best ATM cabang
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2015
1999
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Sumber:((Bank(Indonesia(2003(
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Sumber:((Bank(Indonesia(2003(
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“As trust is manifest in each successive wave, the effect of trust becomes cumulative and exponential.”
—Stephen M. R. Covey
Internal!
External!
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ALIGNED SYSTEM
GREAT LEADERS
EFFECTIVE INDIVIDUALS
BUILDING TRUST CULTURE
Self Trust & Relationship Trust
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Results
Capabilities
Intent
Integrity
COMPETENCE
CHARACTER
The 4 Cores Of Credibility
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1999 - 2004 Consolidation to replace the core banking system of the four legacy banks, resulting
profit increased from Rp 1.18 trillion in 2000 to Rp 5.3 trillion in 2004,
2005 A number of setbacks that
resulted in a decline in profitability
caused by internal and external factor.
2005 - 2010 Formulated comprehensive
transformation program consisting of four principal strategies. One of the key
initiatives is the inculcation of a new corporate culture, Five corporate values with the acronym "TIPCE“ (Trust,
Integrity, Professionalism, Customer Focus and Excellence) is introduced and implemented.
BUILDING CREDIBILITY JOURNEY
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13 PERILAKU
1. Bicara Apa Adanya 2. Menunjukkan Rasa Hormat 3. Menciptakan Transparansi 4. Memperbaiki Keselahan 5. Menunjukkan Loyalitas 6. Memberikan Hasil 7. Menjadi Lebih Baik 8. Menghadapi Kenyataan 9. Memperjelas Harapan 10. Mempraktikkan
Akuntabilitas 11. Mendengarkan Terlebih
Dahulu 12. Memenuhi Komitmen 13. Memberikan
Kepercayaan
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Building A High-Trust Relationship
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Building A High-Trust Relationship Tools
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Self Trust & Relationship Trust
ALIGNED SYSTEM
GREAT LEADERS
EFFECTIVE INDIVIDUALS
BUILDING TRUST CULTURE
Organizational Trust
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Our organization is trustworthy because of our people and our systems.
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Your Context
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• Decision making • Financial processing • Internal
communication • Budgeting • Performance
management • Employee orientation • Training
• Strategic planning • Customer feedback • Marketing • Meeting management • Information systems • Product development
and innovation • Others?
How’s Your Organization?
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How’s Your Organization? DECISION MAKING
FINANCIAL PERFORMANCE MANAGEMENT
STRATEGIC PLANNING
CORE WORK PROCESS
Clarity Commitment Translation Enabling Synergy Accountability
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Building Brand Reputation
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Results
Capabilities
Intent
Integrity
COMPETENCE
CHARACTER
The 4 Cores Of Credibility
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We make a profit and a contribution.
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The whole essence of business should be
RESPONSIBILITY. Our companies need
meaning and purpose, or why should
they live at all?
—Tachi Kiuchi, former president,
Mitsubishi Electronics
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Socially Responsible Organizations Prosper
Comparison of Shareholder Return Over a Six-Year Period
Source: “The 100 Best Companies to Work For,” Fortune.
Percentage of Shareholder
Return
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• Integrity: What are our values in relation to society?
• Intent: What do we intend to do to make a
societal contribution?
• Capabilities: What are we uniquely capable of doing to make a societal contribution?
• Results: What have we already done to make a societal contribution?
Assessing Your Capability to Create Societal Trust
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ALIGNED SYSTEM
GREAT LEADERS
EFFECTIVE INDIVIDUALS
BUILDING TRUST CULTURE
Leading at The Speed of Trust
Working at The Speed of Trust
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LEADING AT THE SPEED OF TRUST
A-2 Day workshop with 4 months implementation period to develop your capability as leader to:
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WORKING AT THE SPEED OF TRUST
1! Self!Trust!Increase!personal!credibility.!
2! Rela;onship!Trust!Build!�Trust!Accounts�!with!others.!
3! Organiza;onal!Trust!Help!create!a!�pit!crew�!mentality!on!team.!
4! Market!Trust!Build!reputa;on!as!a!model!of!customer!service!
5! Societal!Trust!Understand!what!individuals!can!do!to!help!their!organiza;on!give!back!to!society.!
A-One and Half Day workshop with 4 months implementation period to develop participant’s capability as individual contributor to:
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WORKING AT THE SPEED OF TRUST
• Participant Guide
• Reference Cards
• Trust Action (TAP)
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BECOMING TRUSTORTHY ORGANIZATIONS
DUNAMIS PROGRAM OVERVIEW October 15, 2015
THANK YOU
Building TRUST CULTURE