Di dalam blog ini, saya menambahkan link ke news update dari google. Kata kunci yang saya pilih adalah "Indonesia". Tetapi hari ini (Kamis, 18/06/09) tiga news update teratas mengenai Indonesia adalah berita mengenai Bencana di tambang batubara, Vonis Aulia Pohan dan berita mengenai korupsi. Ketiganya merupakan publikasi negatif.
Tidak heran apabila dari beberapa orang Indonesia yang mempunyai kesempatan berinteraksi dengan dunia internasional bercerita bahwa citra Indonesia di sebagian besar kalangan masih cenderung negatif.
Kenapa bukan kemenangan Unikom Bandung di kontes robot internasional di San Fransisco yang muncul. Kenapa bukan peresmian jembatan Suramadu, atau berita positif lainnya. Apakah memang hot news yang mempunyai konten negatif, yang lebih cepat menarik perhatian? Atau memang media internasional kesulitan memperoleh berita positif dari Indonesia? Atau......
Di balik itu semua, saya kira terbuka peluang bagi inovasi dalam komunikasi dari Indonesia ke media internasional agar berita mengenai Indonesia lebih berimbang. Bagaimana menurut Anda?
Thursday, June 18, 2009
Friday, January 23, 2009
Blog-pikir-pikir
Biar nggak pusing tujuh keliling atau lebih, saya juga nge-blog di http://blog-pikir-pikir.blogspot.com untuk mengekspresikan beberapa pemikiran saya dengan topik lain (selain inovasi).
Please feel free to visit the blog.
Please feel free to visit the blog.
Wednesday, January 14, 2009
Innovation Ecosystem #03
The second topic that I would like to discuss is leadership, because the formation of corporate or organizational culture can not be separated with the role of leadership. According to Edgar H. Schein in the "Organizational Culture and Leadership": "These dynamic processes of culture creation and management are the essence of leadership and make one realize that leadership and culture are two sides of the same coin."
So, the management style that is applied in the organization must promote the factors of organizational cultures that are supportive to innovation activities that were discussed in the previous post in this blog ("Ecosystem Innovation #02").
The traditional management approach: command control, is no longer effective to create innovation culture. Organization must learn to apply the new management style with dialogue approach and make a balance between analytic and interpretive management approach.
Want to find out more about "dialogue" in this context, you could find it in Peter M. Senge book: "Fifth Discipline".
So, the management style that is applied in the organization must promote the factors of organizational cultures that are supportive to innovation activities that were discussed in the previous post in this blog ("Ecosystem Innovation #02").
The traditional management approach: command control, is no longer effective to create innovation culture. Organization must learn to apply the new management style with dialogue approach and make a balance between analytic and interpretive management approach.
Want to find out more about "dialogue" in this context, you could find it in Peter M. Senge book: "Fifth Discipline".
Tuesday, January 13, 2009
Innovation Ecosystem #02
As shown in the innovation ecosystem scheme in the previous post, innovation system consists of two ecosystems which are internal and external ecosystem. The internal ecosystem consists of the innovation foundation (organizational culture, innovation capability and motivation), strategy, three pillars of innovation management (idea generation, idea conversion and idea diffusion) and leadership.
The first topic in detail that I would like to discuss is organizational culture, because it is the main foundation of the innovation system in an organization.
The factors of organizational culture which are identified in my research are: long-term orientation, inward & outward looking orientation, process freedom, collaborations and risk taking.
First, There must be sufficient long term orientation in an organization to be supportive to innovation activities. High score of long term innovation or also known as "Confucian Dynamism" were found in developed countries, according to "Chinese Value Survey" that were conducted in 1980s (source: "Long-Term Short-Term Orientation" by Donald Clark). This fact leads to findings that this orientation help organizations to sustain in a competitive environment.
Second, there must be balanced between inward and outward looking orientation. Outward looking is very important because it will determine the success of innovation diffusion in the market that will lead to the important innovation contribution to the organization growth and sustainability.
Third, there must be room for initiative in a process of achieving organization's target. Teresa Amabile in "How to Kill Creativity called this as "freedom" or process freedom. As a consequences, senior leaders must provide clear explanation and details in every target setting.
Fourth, the organization needs condusive climate of collaborations among different units inside organizations and collaborations with its partners or external ecosystem.
And fifth, the organization represented by the senior leaders must have management style that supportive for risk taking and valuing failure proportionally.
The first topic in detail that I would like to discuss is organizational culture, because it is the main foundation of the innovation system in an organization.
The factors of organizational culture which are identified in my research are: long-term orientation, inward & outward looking orientation, process freedom, collaborations and risk taking.
First, There must be sufficient long term orientation in an organization to be supportive to innovation activities. High score of long term innovation or also known as "Confucian Dynamism" were found in developed countries, according to "Chinese Value Survey" that were conducted in 1980s (source: "Long-Term Short-Term Orientation" by Donald Clark). This fact leads to findings that this orientation help organizations to sustain in a competitive environment.
Second, there must be balanced between inward and outward looking orientation. Outward looking is very important because it will determine the success of innovation diffusion in the market that will lead to the important innovation contribution to the organization growth and sustainability.
Third, there must be room for initiative in a process of achieving organization's target. Teresa Amabile in "How to Kill Creativity called this as "freedom" or process freedom. As a consequences, senior leaders must provide clear explanation and details in every target setting.
Fourth, the organization needs condusive climate of collaborations among different units inside organizations and collaborations with its partners or external ecosystem.
And fifth, the organization represented by the senior leaders must have management style that supportive for risk taking and valuing failure proportionally.
Innovation Ecosystem #01
Dari penelitian tentang inovasi di salah satu perusahaan telekomunikasi Indonesia yang sedang saya jalankan, berikut salah satu hasilnya yang saya namakan "Ekosistem Inovasi". Skema ini diharapkan akan berguna bagi kita untuk memahami pengelolaan sistem inovasi yang ditujukan untuk meningkatkan kinerja inovasi di dalam suatu organisasi.
Dalam posting ini saya upload gambar skemanya dulu, penjelasannya akan saya posting secara bertahap. Jadi ada dua jenis amunisi bagi saya untuk mengisi blog ini, yaitu Seri "Elegant Solutions" yang sudah muncul dalam 2 seri dan Seri "Ekosistem Inovasi". Keduanya akan muncul bergantian dalam posting di blog ini, biar bervariasi dan bikin penasaran sambil berharap tidak bikin enek yang baca he... he... :))
Monday, January 12, 2009
Elegant Solutions #2 (source: "Mind of the Innovator" by M.E.May)
Seri pertama dari pola pikir yang menghambat munculnya elegant solutions adalah Shortcutting atau Leaping to Solutions. Bukan berarti intuisi tidak bagus atau metode “blink” selalu tidak efektif, tetapi sebetulnya saat kita menghadapi masalah yang kompleks kita perlu berpikir lebih dalam. Terkait kerangka berpikir komprehensif yaitu systems thinking, terdapat empat langkah implementasi systems thinking yang kemudian dikembangkan oleh Brian Hinken dalam “double loop learning matrix”.
Bagi yang pernah belajar kalkulus atau digital signal processing, maka masalah yang kompleks bisa direpresentasikan dalam persamaan non-linier, jadi tidak bisa diselesaikan dengan persamaan linier y=ax+b.
Contoh sederhana, adalah saat pemerintah menurunkan harga premium saat harga minyak dunia anjlok untuk kedua kalinya tahun 2008 dari Rp 5.500,- ke Rp 5.000,-, kelihatannya pemerintah tidak memperhitungkan policy resistance dari pengusaha SPBU yang menahan stock karena menghindari kerugian, sehingga menyebabkan premium langka di beberapa lokasi. Policy resistance ini salah satu contoh balancing feedback dalam sistem kompleks di mana segala sesuatunya tidak bisa ideal 100%: “if gasoline price goes down, everybody would be happy”. No way!
Want to find out more? Wait for the next posts or search “systems thinking” or “double loop learning matrix” on the internet. Recommended references: “Fifth Discipline” by Peter M. Senge, “Working in High-Leverage Zones with the Double Loop Learning Matrix” by Brian Hinken.
Bagi yang pernah belajar kalkulus atau digital signal processing, maka masalah yang kompleks bisa direpresentasikan dalam persamaan non-linier, jadi tidak bisa diselesaikan dengan persamaan linier y=ax+b.
Contoh sederhana, adalah saat pemerintah menurunkan harga premium saat harga minyak dunia anjlok untuk kedua kalinya tahun 2008 dari Rp 5.500,- ke Rp 5.000,-, kelihatannya pemerintah tidak memperhitungkan policy resistance dari pengusaha SPBU yang menahan stock karena menghindari kerugian, sehingga menyebabkan premium langka di beberapa lokasi. Policy resistance ini salah satu contoh balancing feedback dalam sistem kompleks di mana segala sesuatunya tidak bisa ideal 100%: “if gasoline price goes down, everybody would be happy”. No way!
Want to find out more? Wait for the next posts or search “systems thinking” or “double loop learning matrix” on the internet. Recommended references: “Fifth Discipline” by Peter M. Senge, “Working in High-Leverage Zones with the Double Loop Learning Matrix” by Brian Hinken.
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