DomoBlog

Oleh: Mohamad Wahyudin, SH

SDM seperti apakah yang kita butuhkan saat ini? Atau, kalau kita mengembangkannya dari dalam perusahaan sendiri, SDM seperti apakah yang akan kita bentuk?

Memasuki abad milineum yang ditandai dengan perekonomian berbasis ilmu pengetahuan, tidaklah dapat disangkal bahwa manusialah yang akan menjadi “pengangkat tingkat laba” bagi perusahaan. Bersamaan dengan itu, diprediksi bahwa dalam tahap awal era ekonomi tersebut akan muncul faktor produksi baru, yakni “knowledge”. Dengan kata lain, para “knowledge worker” akan menggeser dominasi peran faktor-faktor produksi konvensional yang bersifat fisik seperti tanah, pabrik, mesin, properti, pekerja pelaksana dan stok barang.

Knowledge worker adalah pekerja yang mahir dalam mencari dan memilih data yang tepat dan mengolahnya menjadi informasi yang akurat dan kemudian mentransformasikannya menjadi pengetahuan yang bermanfaat dan diminati konsumen/pasar. SDM dengan kategori semacam inilah yang kita perlukan saat ini, yakni yang memiliki ciri-ciri sebagai berikut: Read the rest of this entry »

Dalam konteks saat ini, konsep learning organization seringkali menjadi satu jurus ampuh untuk berkelit dari kekalahan persaingan bisnis. Kasus Microsoft contohnya. Saat itu di tahun 1990an Microsoft nyaris terlempar dari pasar industri teknologi informasi dan Internet, lantaran terlambat menyadari pentingnya teknologi internet.

Di era awal lahirnya, hampir semua pengguna internet melakukan browsing/surfing menggunakan piranti lunak besutan Netscape, yang bernama Netscape Navigator. Beruntung para petinggi Microsoft segera menyadari kelemahan strategi mereka, dan saat itu pula mereka melakukan perubahan guna menandingi browser Netscape tersebut. Dan hasilnya sekarang kita lebih mengenal dan lebih sering berselancar di dunia maya dengan menggunakan Microsoft Internet Explorer.

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Oleh Djamaludin Ancok

Organisasi pada dasarnya seperti mahluk hidup yang kelangsungan hidupnya sangat ditentukan oleh kemampuannya utk beradapatasi dengan lingkungan.  Perubahan lingkungan strategik organisasi yang sangat cepat dalam berbagai dimensi, seperti teknologi, sosial, ekonomi, perundangan , globalisasi, dll. menuntut organisasi untuk mampu  beradaptasi pada perubahan itu. Apabila organisasi terlambat utk berubah maka sangat besar kemungkinan organisasi akan mundur kinerjanya bahkan, dapat punah. Oleh karena itu suatu hal yang harus dilakukan oleh organisasi untuk tetap bertahan dan bekembang ialah apabila dia mempelajari perubahan lingkungan strategik dan segera beradaptasi pada perubahan itu.

Dimensi organisasi Pembelajar

Beberapa dimensi perlu ada untuk menjadikan organisasi dapat terus bertahan. Organisasi seperti ini dinamakan organisasi pembelajar, karena dimensi-dimensi ini akan memungkinkan organisasi untuk belajar, berkembang, dan berinovasi. Dimensi-dimensi tersebut adalah

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Minggu, 06 Maret 2005 – 09:21 WIB

Bank Mandiri terus melangkah maju dengan memantapkan organisasi untuk mewujudkan visi menjadi Regional Champion. Reorganisasi dilaksanakan sehubungan dengan masuknya Bank Mandiri ke bisnis micro-banking tahun ini maupun untuk mewujudkan visi jangka panjang itu. “Mudah-mudahan tahun 2008 visi tersebut mulai terwujud,” ungkap Managing Director Bank Mandiri Nimrod Sitorus optimis.

Organisasi Bank Mandiri pasca merger antara Bank Eksim, BBD, BDN, dan Bapindo sempat dikhawatirkan menyimpan potensi masalah karena kelebihan personil yang akut. Maklum, jumlah karyawan keempat bank saat merger mencapai 26.609 orang, dan jumlah itu harus dipangkas menjadi 15.453 orang akhir 1999. Kendati pemangkasan itu berhasil dilakukan, tetap saja pembentukan organisasi baru tidak mudah dilakukan. Beberapa posisi baru terpaksa diciptakan, termasuk di dataran manajemen, untuk menampung kelebihan beban.

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Written by Dian Mardiani

Wednesday, 05 November 2008

Sistem Aplikasi CRM (Customer Relationship Management) memiliki dua pandang aspek yang berbeda dalam penerapannya yaitu aspek operasional dan aspek analitik, yang manakah yang harus diterapkan terlebih dahulu?

Penerapan sistem teknologi informasi di perusahaan jasa keuangan saat ini menjadi kebutuhan yang sangat mutlak, selain penerapan di komunikasi dan transaksi juga untuk pemasaran dan customer relationship. Untuk Customer relationship bukan hanya bagaimana mendapatkan pelanggan baru, tapi juga mempertahankan pelanggan lama dan mengenal mereka lebih dekat.

Contoh saja perusahaan jasa keuangan Morgan Stanley sempat dibuat pusing dalam menangani masalah pemasaran dan penanganan pelanggan, Morgan Stanley memperkerjakan 13.000 financial advisor (FA) dan mengelola kurang lebih 5 juta account dengan asset 500 miliar dolar AS ini belum memanfaatkan potensi TI  (Teknologi Informasi) dalam urusan pemasaran produk maupun dalam customer relationship. Hal ini membuat para FA dan manajer pusing dengan kurangnya hard data, padahal hard data ini bisa dimanfaatkan untuk membuat program kampanye pemasaran maupun pengambilan keputusan. Read the rest of this entry »

Honda is a large transnational firm with automotive design and manufacturing teams in multiple locations, trying to balance pressures of greater localization and globalization of its operationsl5. Honda provides an example of the linkages between many business processes and the recognition of the importance of human communication in managing knowledge.

Honda has taken a two-pronged approach to increasing both its turnover and profitability: each region has clear strategies within a firm-wide context, and is heading towards self reliance in production capabilities; at the same time, Honda is improving its already strong research and development (R&D) capacity and implementing lower cost development strategies in its two major locations–Wako-shi (Tokyo) and Los Angeles–to enhance its competitiveness. Essential to Honda’s approach has been the development of multi disciplinary redesign teams and the supporting infrastructure which enables those teams to quickly capture, convey and share their knowledge and development work utilizing sophisticated communications networks, particularly between Wako-shi and Los Angeles.

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Copyright 2010 Close-Up Media, Inc. All Rights Reserved.

The Coca-Cola Company said that it has renewed its strong commitment to the Philippines with a pledge to increase investments in this important country by US$1 billion over five years.

According to a release, the commitment was conveyed by Coca-Cola Pacific Group President Glenn Jordan directly to the President of the Philippines, Benigno Aquino, Jr., during a meeting in New York while President Aquino, Jr. was in the United States to attend the United Nations General Assembly and to attract foreign investors to the Philippines.

“Our new commitment to invest US$1 billion in our business over five years will strengthen production, distribution and help development of new products to refresh Filipino consumers,” said Jordan following his meeting with President Aquino, Jr.

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PT Bank Danamon Indonesia Tbk, known popularly as Bank Danamon, was established in 1956. In 2000, eight banks that were badly affected by the economic crisis in the late 1990s were merged into Bank Danamon. This followed the previous merger of another bank into Bank Danamon in 1999. In 2004, the Bank had 19,000 employees serving 2.4 million customers.

Having done extensive research which was facilitated by McKinsey & Company, Bank Danamon determined its core competencies in the SME and mass markets. Following up on the research findings, the bank has now opened 450 units of Danamon Simpan Pinjam (“saving and loans”). More are to be opened.

Bank Danamon’s strategy in knowledge creation and innovation is driven by a two-pronged approach:
tapping internal expertise – highly experienced employees are expected to share their knowledge, both through formal training as well as informal sharing sessions. learning from external international expertise and best practices.

Bank Danamon has established a company intranet portal to publish information for employees and to process online some HR activities, such as leave applications, training registrations, benefit administrations, etc. Resources to enhance knowledge, such as operational information, also are available on the company’s intranet.

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Bank Indonesia is the continuation of the De Javasche Bank, established in 1828. In 1953, the Central Bank Act (UUPBI) made Bank Indonesia the Central Bank of Indonesia. In 1968, the Central Bank Act appointed Bank Indonesia to support the Government in guarding the Rupiah’s value and to take on the role as a development agent. A new chapter in the Bank Indonesia’s history as an independent central bank was initiated when a new Central Bank Act (UU No. 23/1999 on Bank Indonesia) was enacted on May 17, 1999. The Act confers to the Bank the status and position as an independent state institution.
In its capacity as the central bank, Bank Indonesia has the single objective of achieving and maintaining stability of the Rupiah’s value. The stability of the Rupiah’s value comprises two aspects: one is stability of the Rupiah’s value against goods and services, and the other is the stability of the Rupiah’s exchange rate against other currencies. The first aspect is reflected in the rate of inflation and the second aspect is reflected in the Rupiah exchange rate against other currencies.

Knowledge Strategy Read the rest of this entry »

Unilever Indonesia – Overall 2005 Indonesian MAKE Winner

Unilever has been operating in Indonesia since 1933. Currently, the Unilever business is based on two global divisions: Foods and Home and Personal Care. The global business of ice cream and foodservice operates within the former division.

Having operated in the country for many years, Unilever Indonesia is strongly integrated into the local and regional economies. In 2000, the company directly employed nearly 2,500 people, and indirectly close to an additional 20,000 people were engaged in activities through various partnerships. Over 1,200 companies supply raw materials and packaging to Unilever Indonesia or distribute its products. Many of these companies are small- or medium-sized enterprises (SMEs).

In recognition of Unilever Indonesia’s impact on these organizations, in 1988 the government presented the company with the prestigious Upakarti Award, the highest award for corporate contributions in the development of SMEs.

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