Company profile

Excellence
through

Culture,
Talent
and
Change
- Introduction to Our Services -

April 2012
Hong Kong ■ Shanghai ■ Hangzhou ■ Jakarta

Thursday, April 19, 12

Excellence through Culture, Talent and Change

Executive
Summary
Companies and Organizations
we have been working with ... *
• 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, national and
regional level with senior leaders from over forty countries in
the US, Europe and Asia.

• A team of multilingual psychologists is dedicated to striving for
excellence and providing tailor-made service solutions.
We devote ourselves to ensuring sustainable business results
by understanding the exact needs and situation of our clients.

* only selected list and not complete

Company Profile_EN ver./120419 2



Our
Approach
and
Service
Portfolios


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

“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
Challenges for Chinese companies
(% of respondents from companies based in China, n=63)
What barriers, if any, have your company suffered in its operation outside mainland China?
Three big challenges for Chinese What barriers, if any, has your company faced to undertaking activities outside mainland China?
companies’ globalization
• Developing Managerial Talent Our company does not have enough managerial talent 44

• Managing Cultural Barriers We lack sufficient capital 25
• Attracting International Talent We have an inadequate understanding of legal and/or
reputation risks in other countries 24
Survey from McKinsey Quarterly
Cultural barriers make the business difficult to manage 22
• Most executives at Chinese companies say
the biggest obstacle to the global growth Potential customers have concerns about the quality of
Chinese products 21
of their companies is a lack of managerial
talent.
Customers are unfamiliar with Chinese brands 19
• During the globalization, most Chinese
companies face the challenge of Governments or other stakeholders in other countries had a
negative reaction to our proposed activities 19
combining Chinese and Western forms of
communication and cultural norms. Funds have been difficult to find outside mainland China 14
• 88% of the Chinese executives said that
their globalization efforts were hindered by Logistical barriers make the business difficult to manage 11
the scarcity of people with real cross- Potential employees in new geographies are not familiar
cultural knowledge or experience with our company 10
managing foreign talent.
Other 5

Our company has faced no barriers 3




Growing
TALENT
demand:
China’s
growing
pains

Chief Human Resources Officers’ Top Priorities
(Corporate leadership council, 2006)

100
- Nine out of ten HR senior executives report a shortage of
qualified talent in the Chinese labor market.
76%
- “Chinese graduates are not well prepared, they are not ready for Percentage
71% 70%
the work in MNC environment.” (Foreign HR expert with intensive 65%
of Chief
China experiences) Human
Resources
Officers 50
Ranking
Issue as Top
Priority
Percentage of organizations
Experiencing talents shortages in china
(Corporate leadership council, 2006)
0
Developing Improving HR
Attracting Increasing Function
High-
and Line Manager Effectiveness
Potential
Retaining the Effectiveness Employees
Right Talent
Experiencing
Shortages 88%

- 37% of the companies responded that talent recruitment was their
biggest operational problem.
12%
Not Experiencing - 44% of the executives at Chinese companies surveyed by The McKinsey
Shortages Quarterly reported that insufficient talent was the biggest barrier
to their global ambitions.




Strategic
CHANGE:
Why
do
Change
programs
fail?
Influencing factors in order of relevance to success (C4 Consulting, 2007)

Insufficient commitment of the 61％
leadership team
• Strategic change failures are
commonly related to human
issues, not technical issues Unclear objectives and visions of 56％
the change process
(Kotter & Cohen, 2002).
Lack of leaders’ competence in
professionally dealing with 56％
people’s fears and concerns
• The study in Chinese context
reveals the most challenge Disunity on the top leadership 56％
during the change level (no one-woke approach)
management in Chinese
enterprises is lack of Lack of support from the line 52％
management
competent talents (Wang,
2003). Incomplete or delayed
information to the employees 50％

• The survey from German Insufficient support in coping 46％
leading companies found the with fears and resistance
reasons for the failure in
managing large-scale change Neglect of psychological factors 43％
are relevant to soft issue, during project planning
inconsistency of change
objectives (C4 Consulting, Insufficient human resources 37％
2007).
Lack of trust in communication Very relevant or
between employees and 36％ essential
management

0 10 20 30 40 50 60 70




Our
approach

in
assisting
our
clients
ensuring
measurable
results

“... 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

Expected Results

5 Evaluation Evaluation and Follow-Up

4 Execution Project Implementation

3 Design Process and Method Design

2 Analysis Deep Understanding on Clients’ Current Situation

1 Objective Agreement on Project Objective & Expected Results




Generic
Consultancy
Process

Workshop /
Flash Analysis
Trainshop
e.g. In-depth interview, Project / Team /
e.g. Strategic workshop,
Preliminary focus group discussion,
cross-cultural Individual Coaching, Expected
organizational survey,
Study document analysis, on- communication and Adaptation, Follow- Result
the-job observation, cooperation trainshop,
ability/personality test, leadership development Up and Evaluation
etc. and team effectiveness
workshop, etc.

Agreed on Objectives Analysis & Agreement Main Intervention Ensuring Sustainable Impact Measurable Result

General Approach for Tailor-Made Solution Exploration and Implementation




Innova
Lab
Research
and
Development
-‐
ensuring
innovation
and
sustainable
impacts

Mission of Innova Lab Research and Development Projects

• Ensuring excellent quality and state-to-the-art • Building the Global Competence for Asian Leaders
products, brands and expertise
• International Employability: Development of Intercultural Competence
• Developing high-impact, sustainable products of German and Chinese Young Professionals
• Sharing knowledge from practical research with
• Effective Teamwork at the Top Management Team in International Joint
our customers and partner community
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




Managing
CULTURE
diversity

to
create
synergy
across
cultures

“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

“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

Motivation
Intercultural
Intercultural Communication
Sensitivity Competence
Technical
knowledge & skill Cultural
empathy
Respect for Language
differences Awareness of skill
communication
Stress tolerance symbols
Verbal &
Harmony Attribution non-verbal
Self Control preservation process of expression
information




We
help
our
clients
in
better
understanding
the
art
of

balancing
global
integration
and
local
adaptation
from
the
cultural
points

Our projects covers ...
✓ Cultural awareness training / workshop
✓ Cross-cultural assessment center
✓ Executive leadership coaching
✓ Working and living abroad
✓ Global player/International sales
Tailor-made integrated solution
✓ International high potential program
✓ Research-based development program
✓ Multi-cultural team building workshop / on intercultural sensitivity and cross-
team coaching cultural learning
✓ International project management • Intercultural competence and sensitivity
✓ Working effectively in virtual team • Effective learning behavior of employees in
multinational companies in Chinese cultural
✓ Diversity management context
✓ Diversity guideline • Role understanding and training effectiveness
of corporate trainers in Chinese culture context
✓ Corporate culture system
✓ Talent management and organizational
change program in cross-cultural context




Strategic
Workshop
for
Multicultural
Top
Management
Team
T
BES TICE
C
PRA

BACKGROUND
- Sino-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 main
challenges to their further development.

OBJECTIVE
Improving communication and cooperation between Chinese and foreign parts
& Achieving common understanding on organizational vision and strategy

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




Strategic
Workshop
Sample
for
Multicultural
Top
Management
Team

T
Day 1 Day 2 BES TICE
C
PRA
Welcome & Introduction Creating Cultural Synergy

Objective, Expectation and Agenda Short lecture on
Cross-Culture Team Building & Leadership
Break
Organizational Flash Analysis Result
Organizational Flash Analysis

Presentation on
has been done prior to

Organizational Flash Analysis Result Group Work & Problem Solving:
Strategic Workshop

Become Competent Leader in
Multicultural Workplace
Plenary Discussion on the Results

Lunch

Working Effectively in Personal Development and Action Plan
Multicultural Environment
Short lecture on Intercultural Sensitivity Reflection, Feedback & Closing
and Competency Theory/Tool *
* selected based on organizational flash analysis result
Break

Group Work & Problem Solving:
Problem prioritization, deep discussion Short Lecture & Discussion
and strategy identification
Learning in Action

Optional
Joint Dinner & Informal Discussion




TALENT
as
a
success
factor

in
ensuring
sustainable
growth

“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

Relevant to Learning, Training and Development Impacts on

Assessment Career &
Performance Promotion
Management Training & Development
360 Feedback,
Value System,
Balance Scorecard Learning Transfer Measurable
Results
Evaluation

Based on

Corporate Strategy Competence Model
Aligning business strategy and Hard- and soft-skills required by
organizational development & culture different roles and responsibilities




Our
solution
put
the
talent
in
the
center
of
the
process

and
our
expertise
covers
the
whole
talent
value
chain

✓ 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
✓ Solution for different levels of talents
✓ Management (Talent) audit due to M&A
• Entry level
✓ Project team diagnostic for selection and
development - Induction for the new joiner
✓ Designing taylor-made selection process and - High potential graduates / trainee
method • Middle level management
✓ Training for leadership-team on how to apply - First time manager
performance appraisal system - High potential mid-level manager
✓ Training for doing selection interview for HR • Top level management
professional and managers
- Executive leadership team
✓ Individual/Group assessment center
✓ 360-Degree feedback ✓ Systematic development program
✓ Ability and personality test
• 3-12 months development program
✓ In-depth and behavioral interview
• Multiple methods including assessment, web-
based learning, classroom lecturing, action
✓ Systematic on-the-job observation learning, etc.
• Combined leadership and management skills




Assessment
Center
for
Talent
Selection
and
Development
T
BES TICE
C
PRA

Assessment Center process starts by having the right understanding of the critical success and fit factors

2 4

Assessment center preparation Result report & Feedback
• Specifying assessment tools (develop eligible • The assessment center for selection
tools and materials if necessary) - Deliver selection report
• Identifying assessors (1 chairman + 1 • The assessment center for development:
psychologist + 1 administrator + * assessors) - Deliver development report and feedback
• Training for the assessors, role players (and - Facilitate development action planning
observers)

Our solution
starts ...

Selected talent

1
3
Organization and job position analysis
• Understanding corporate culture Assessment center
• Analyzing job’s roles and responsibilities implementation
• Identifying the right competence model • Conducting assessment center
• Exploring job success profile • Assessor (+ observer) conference




Assessment
Center
Sample
Process
T
BES TICE
C
Objective & Analysis Design & Implementation Feedback PRA

• In-depth interview
• Identify corporate value
and competence

• GRT:
Cognitive ability test

• Identify critical success • Evaluation system
factors and job
competence

• Strategic presentation
• 15FQ+ Personality
• Invite candidate(s) test
• Train assessors




Leading
strategic
CHANGE

in
securing
successful
organizational
transformation

“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

Strategy Formulation
(WHY and WHAT) What do we need to change?
• What is the new holding
structure?
Why do we need to change? • What kind of new organization What are the barriers in
do we want to become?
• What could be the benefits the ensuing process?
of the change? • Who will be in charge for what?
• What could be the
consequences if we do not
change?

When, what kind of
changes and how
How do we implement to do it?
the transformation
process? • What are the first
and what is the
• How does each next? How to communicate the
members should transformation?
prepare and contribute • How to make it
to the change process? sustainable? • Whom to communicate?
• Which channels?
• How the new roles will • At which phase?
be shared?

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

✓ Employees and Organizational Survey

✓ Top management team diagnostic
✓ Focus group discussion of diverse
employee group
✓ Systematic implement program
✓ HR-Benchmark Online • The change concept development by
multi approach from initiative driver
✓ Facilitation of strategic workshops
• Change project communicate through the
✓ Development of HR tools / instruments entire organization involved

✓ Designing strategic organizational and
• Facilitating and mentoring the implement
change process process

✓ Training-Workshop on Change ✓ Solution for different purposes
Leadership and Communication Strategy • 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
T
BES TICE
• Determine the starting basis by proceeding employee interview. PRA
C
• Implement the value system through different approach and channel.
Corporate value development macro process

New Employees’ Interview Values Values
Challenges Survey Survey Workshop Implementation

Value development micro process
Head Office

Select (& reformulate)
core value Players

Theoretical • Sponsors
models Discuss value structure
(meaning & definition) • Value team
• Support team
Decided value statements
(reformulate)
Value system
Create behavioral anchors
(guideline) • Core value
• Value statement
• Behavioral anchors




Value
Implementation
Process
and
Method
T
BES TICE
C
Value implementation process PRA
Finish

• Core values are the essential and enduring
tenets of an organization. Live

• People learn and behave the corporate value Breathe with corporate value
through different steps. Do

Believe Behave following corporate value

Remember Agree and support the corporate value

Start
Know Memorize the value statement and behavioral anchors

Understand the corporate value system

Value implementation method
• An effective corporate communication is key factor to implement the core value. The management should:
Action What do we need?
Develop clear action plan Explore necessary and possible resources

Value Implementation

Identify possible barriers Define measurement anchors

Possible barriers Success measurements




Strategic
Partners
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

PE Solution
• Assess, develop and accompany individuals, teams and organizations
Assessment & Development • Provides individually adjusted solutions to customers’ needs instead of standard measures, trainings, etc.
www.pe-solution.de
• Covers wide range of clients, incl. big DAX-companies, medium-sized businesses and the public sector

Personal Metizo
Development • Pioneers in personal development programs in education
www.metizo.com • Recognized certification in personal development for MBAs & EMBA in cooperation with top business schools
• Corporate personal development with measurable results for well-known MNCs




Contact
Address

Hong Kong: Shanghai:
31/F, Tower One, Times Square 1F, No. 1388 Shan Xi North Road, Putuo District,
1 Matheson Street, Causeway Bay, HONG KONG Shanghai, 200060, P.R. China

香港銅鑼灣勿地臣街 1 號時代廣場一座31樓中国上海市普陀区陕西北路1388号一楼

Phone +852 2824 8521 Phone +86 21 6149 8264
Fax +852 2107 3699 Fax +86 21 6149 8001

Contact Person:
Hangzhou: Jakarta: Summer Shi
Suite 810, Guangyin Plaza, 42 East Fengqi Rd., Menara BCA 50th Floor, Jl. MH. Thamrin No. 1 Phone +86 571 8763 1203
Hangzhou 310010 P.R. CHINA Jakarta 10310, INDONESIA Fax +86 571 8763 1210
中国浙江省杭州市凤起东路42号广茵大厦810 Phone + 62 21 2358 4616 Email: s.shi@tjitra.com
Fax + 62 21 2358 4401
Phone + 86 571 8763 1203
Fax + 86 571 8763 1210

28


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