Digitalization is one of the most significant challenges facing companies today. The shift to digital affects the structure and process of the company, it means companies have to redesign their organization, but this shift requires more than digital investment. Leaders are important people in the company to adapt and develop. In a digital environment, leaders can’t simply "manage" jobs. They must be digital technology literate, embrace digital mindsets and attitudes, engage their workforce and inspire their team to move forward in the process of digital transformation with real business impact. What are the characteristics of the brains of digital leaders and how to build someone into a digital leader? Can we ensure that the next generation of companies is agile enough to take advantage of opportunities in the digital world?

1. THE RISE & FALL OF
DIGITAL TRANSFORMATION
September 6th 2018
@GoWork, Chubb Square, 9th Floor
M.H. Thamrin, Central Jakarta
Digital Talk Episode #7
Vanaya Digital proudly present:

2. Our Today’s Resourceful Speakers
Priyantono Rudito
Advisor
Ministry of Tourism Republic of Indonesia
(Former Director of HCM Telkomsel)
Alexander Rusli
Founder
Digi Asia Bios
(Former CEO Indosat Ooredoo)
Hasnul Suhaimi
Chairman of BOC
PT. POS Indonesia
(Former CEO XL)
Lyra Puspa
Master Coach
President
Vanaya Coaching International

3. © 2018 of Vanaya Digital. All Rights Reserved.
Round 3: Digital Leadership Challenges
By Hasnul Suhaimi
Round 1: Digital Mastery Modelling
By Priyantono Rudito
Round 2: Digital Culture Corporate vs Start Up
By Alexander Rusli
Round 4: Digital Brain Potentials
By Lyra Puspa
AGENDA

4. © 2018 of Vanaya Digital. All Rights Reserved.
Specialization : Internet of Things (IoT)
Current Position : Caretaker Digital Business PT. XL Axiata Tbk
Former Head of Digital Ecosystem
Partnership PT. XL Axiata Tbk
Former Head of Internet of Things PT. XL
Axiata Tbk
Former GM Solution Development PT. XL
Axiata Tbk
Former GM Service Partners Management
PT. XL Axiata Tbk
Former GM Operation Enterprise & Carrier
PT. XL Axiata Tbk
Education : Master of Business Administration –
Business Administration and Management
General, IPMI - Business School
Arifa Febriyanti

5. © 2018 of Vanaya Digital. All Rights Reserved.
Company Profile

6. © 2018 of Vanaya Digital. All Rights Reserved.
Sonny Sofjan
Ir, MBA, EPC
Specialization :
Digital Transformation Coach
> 1.000 coaching hours for corporate leaders, investors in various industry
Current Position :
Chief Executive Officer Vanaya Digital
Co-Founder & Chief Business Officer Vanaya Coaching International
Certification :
EPC - Erickson Professional Coach
Google Adwords Certified - Search Advertising
Education :
Post Graduate Diploma in Digital Business – Masscahussets Institute of Technology
(MIT)
MBA - University of Western Australia (UWA)
Bachelor - Civil Engineering, University of Indonesia (UI)

7. © 2018 of Vanaya Digital. All Rights Reserved.
Empowerment
and
Transformation
VALUE
VANAYA
persembahan VAlue terbaik bagi amaNAh pemberdaYAan
To transform
leaders and
organizations
to a higher
level
MISSION
A World-Class Impactful
Company in Leadership
and Organizational
Transformation through
Brain-Based Coaching
VISION

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.CULTURE
GROWING RESILIENT
TRUSTWORTHYEXCELLENT
Grow & Succeed Together Sustainably Perform with Passion and Perseverance
Highly Adaptive to Cope with the Future Honest, Loyal, Reliable, and SynergyContribute the Best Whole Heartedly

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Coaching
is facilitating you
to unlock and awaken
potentials, discover your
true self, and optimize
performance through
meaningful questions
©2015 of Vanaya Coaching Institute
THE INTERVENTION

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Neuroscience
is the scientific study of the
nervous system that deals
with the anatomy,
biochemistry, molecular
biology and physiology of
neurons and neural circuits
THE METHOD
https://en.wikipedia.org/wiki/Neuroscience

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Global Coaching
Certification
Corporate Coaching
Services
Corporate Digital
Transformation
Brain Optimization
Research Center

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VANAYA INSTITUTE
Global Coaching Certification
Vanaya Institute is a leading coaching school in
Indonesia that is a regional partner of the largest global
coaching certification with worldwide network of more
than 50,000 professional coaches in 50 countries.
We are the only coaching school in Indonesia that is
awarded by the highest accreditation from both ICF
(International Coaching Federation) and AC
(Association for Coaching) with scientifically-tested
coaching method based on neuroscience and positive
psychology.

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VANAYA STRATEGIC
Corporate Coaching Services
Vanaya Strategic is a leading coaching services in
Indonesia that facilitates leadership, culture,
performance, and wealth transformation for various
organizations in more than 10 industries.
We are the only corporate coaching service that
empowers people to elevate leadership, performance
dan culture with scientifically-proven brain-based
coaching and real, measurable business impact.

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VANAYA DIGITAL
Corporate Digital Transformation
Vanaya Digital enables leaders & organizations to
embrace, build, and internalize digital leadership and
digital culture transformation through brain-based
coaching & neuroscience technology.
We are the pioneer of people-oriented digital
transformation services, that embraces digital mindset,
attitude, and culture from the very beginning to ensure
digitization process will succeed sustainably.

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VANAYA NEUROLAB
Brain Optimization Research Center
Vanaya Neurolab is the first Applied Neuroscience and
Brain Optimization Research Center in Asia that is
pioneering in using the latest neuroscience and
neurotechnology to create cutting-edge business and
organizational solution.
We combine multi-dimensional approach from the new
frontier of science and rigourous evidence-based
experimental research to invent disruptive innovation.

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Digital Transformation
Building Blocks

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DIGITAL CULTURE
ThePlatform
DIGITAL CULTURE TRANSFORMATION
Foster a culture that embraces digital technologies.

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DIGITAL LEADERSHIP
DigitalLeadership Journey

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DIGITAL CAPABILITIES
VANAYA Digital Corporate University

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Find us on:
Vanaya Coaching International
@vanaya_coaching_international
Vanaya Coaching International
Vanaya Coaching International
Let’s be friend!

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Today session is being recorded. I know what you’re thinking. Don’t worry. We will give you the
video to watch the event highlights. Simply send an email to
vera@vanaya.co.idwith subject
“I WANT THIS RECORDED!”
We will give you what you want, and of course, SlideShare URL as a token (you’re welcome).
Try to get relax, like we know you’re going to, and enjoy the session ...
Regards,
The man behind the camera

22. © 2018 of Vanaya Digital. All Rights Reserved.
Round 3: Digital Leadership Challenges
By Hasnul Suhaimi
Round 1: Digital Mastery Modelling
By Priyantono Rudito
Round 2: Digital Culture Corporate vs Start Up
By Alexander Rusli
Round 4: Digital Brain Potentials
By Lyra Puspa
AGENDA

23. © 2018 of Vanaya Digital. All Rights Reserved.
Round 3: Digital Leadership Challenges
By Hasnul Suhaimi
Round 1: Digital Mastery Modelling
By Priyantono Rudito
Round 2: Digital Culture Corporate vs Start Up
By Alexander Rusli
Round 4: Digital Brain Potentials
By Lyra Puspa
AGENDA

24. Priyantono Rudito, Ph.D
Tenaga Ahli Menteri Pariwisata Republik Indonesia
The Rise & Fall of
Digital Transformation
A Lesson Learn from Indonesian Telco Industry
Jakarta, 06 September 2018

25. Global and Teaching Experience
• Lecturer on GLEMBA Dhoha, Qatar
• Senior Lecturer at SBM ITB & Telkom University
• Visiting Lecturer at Monash University Australia
• Collaborative Research Group with Professor Adela Mc.
Murray, and Dr. Christopher White
• Microeconomics of Competitiveness, Harvard & UI (2003)
• Ivey Leadership Program, University of Western Ontario
(2006)
• Work Experience at Telstra Australia Corporate Marketing,
Melbourne Australia, 1997
• Twinning Program, Lucent Technologies, Bell Lab
Innovations, New Jersey, USA, 1997
• Leading Digital Business Transformation, IMD,
Switszerland, 2016
Education
S3 : PhD - Australia, 2011
S2 : Master of Business in Marketing, Australia, 1997
S1 : Bachelor of Industrial Engineering, ITB, 1991
Professional Experience
Director of HCM PT Telkom (2012 – 2014)
Chairman of Telkom Australia (2013 – 2014)
Commisioner of Telkomsel (2012 - 2014)
Director of HCM Telkomsel (2015 – 2017)
Ir. Priyantono Rudito, M.Bus., Ph.D
Advisor to the Minister of Tourism, Republic of Indonesia
Books
1. Leveraging Global Talent: 5 Acceleration
Strategies in Developing world Class Talents
2. Digital Mastery: Membangun
Kepemimpinan Digital Untuk Memenangkan

26. PENGHARGAAN
• Satya Lencana Wirakarya, Presiden Republik Indonesia,
2013
• Asia HRD Award, Dubai 2015
• 100 Most Influential Global HR Professional, Mumbai 2016
• The winner of Asia Best Employer Brand Awards,
Singapore 2016
Ir. Priyantono Rudito, M.Bus., Ph.D
Advisor to the Minister of Tourism, Republic of Indonesia

27. Digital Disruption is Ubiquitous

28. Disruption is driven by
Intersectional innovation
Source : The Medici Effect; What Elephants and Epidemics Can Teach Us About Innovation, Frans Johansson, 2004.
Field B Field A
Innovation
possibilities
(Total Field A
combinations * Total
Field B combinations
Innovation possibilities –
Field A
(Var 1 * Var 2 * Var 3 …)
Directional
Innovation New Intersection
Innovation

29. Start-ups
incumbents
For many, disruption will come from incumbents inside their
industry, but those also see major threats from start-ups
Survey question : Who is most likely to disrupt your industry?Inside job vs Break-in
Source : global center for digital businesstransformation, 2015

30. LEBIH CEPAT TERJADINYA DARI YANG
DIPERKIRAKAN

31. Source : AndyNorohna, Michael Wade, James Macaulay, Jeff Loucks, Digital Vortex: How Today's Market Leaders Can Beat
Disruptive Competitors at Their Own Game, 2016.
The Digital Vortex
#12
Pharmaceuticals
#7
Hospitality &
travel
#8
CPG/
Manufacturing
#9
Healthcare
#10
utilities
#11
Oil & Gas
#1
Technology
#2
Media &
Entertainment
#3
Retail
#4
Financial
Services
#5
Telecommunications
#6
Education
is accelerated

32. DIFFERENT WAYS OF THINKING
1. INCREMENTAL
2. EXPONENTIAL

34. Sustaining versus Disruptive Innovation
through Technology
Product
Performance
Time
Customer Satisfaction
Performance
demanded at the
low end of the
market or in a new
emerging segment
SUSTAINING
TECHNOLOGY
The successive
incremental
improvements of
performance that
market incumbents
incorporate into their
existing product
A new technological
innovation, product
or service that
eventually overturns
the existing dominant
technology or
product in the
market
Source: Christensen
DISRUPTIVE
TECHNOLOGY

35. STRATEGIC RESPONSE:
DIGITAL TRANSFORMATION

36. Strategic Challenge

37. Going from BEST to NEXT PRACTICES
Source: Vulling and Heleven,NIH
Self-Disruption (Hack the BAU)

38. The 1st
curve
The 2nd
curve
A
B
Start up
Growth
Maturity
Decline
Survival
RENEWAL
1 2
Explore and
experiment
Scale and
replicate
Protect and
perpetuate
1
▪ The right time to change.
▪ More challenge in dealing
with resistance to change
▪ Start to realizing the
urgency to change
▪ Too late already
2
LEADERSHIP CHALLENGE
The key is to pick the weak signal of
change in the market, and lead
organisational before a crisis hit
Source : Dr. Jeffrey Kuhn, Growthleaders, 2015
SUSTAINABLE
GROWTH

39. PROGRESSIVE WAY OF
THINKING

40. 70/20/10 : to ensure that the crazy ideas got
some support too (investment)
70%
20%
10%
of resources
dedicated to
the core
business
on emerging, and
on new skills
GO BEYOND PERFORMANCE:
SELF RENEWABLE DNA DEVELOPMENT

41. " You have to be run by
ideas, not hierarchy"
Ideas, Not Hierarchy

42. Need of changes in
business logic and model

43. Kolaborasi antar Generasi

44. Roles of
MILLENIALS

45. How Works
A G I L E

46. Roles of
Older Generation

47. Unlocking their best potential from within
Entertain personal value with corporate values

48. And also touch them from within to unlocking their best
potential
Spirituality @work : from money to meaning
Unlock best potential
Workingbeyond
KPI
Sustainability and
transformational
TRUE
HAPPINESS
• PURPOSE
• VALUES
• MEANING

49. MULTIPLE EBITDA
EV
EBITDA

50. COLLABORATION OF
TWO GENERATIONS

51. From discrete network
elements to an
autonomously
managed, virtualized
communications and
cloud infrastructure
From reactive
product-specific
security to uniformly
orchestrated security
From limited data
exploitation to a
uniformly
orchestrated data-
centric enterprise
From closed
management
systems to an open
API platform
architecture
From a limited
portfolio of
traditional services,
to a diverse
portfolio of digital
services
From managing a
limited set of
suppliers, to
existing in a vibrant
ecosystem of
partners
From a limited set
of Business Models,
to utilizing multiple
business models in
core and adjacent
markets
From a traditional
Telco organisation
and culture, to a
digital organisation
and culture
From focusing on
traditional
channels, to
adopting multiple
channels to market
From one dimensional
management of
customer
relationships, to 360o
omni-channel
management of the
customer experience
Journey 1 Journey 2 Journey 3 Journey 4 Journey 5
Journey 6 Journey 7 Journey 8 Journey 9 Journey 10
The 10 Journeys of
the digital telco
Source : transformingthe telco, Martin J. Creaner, 2018

52. time
Idea
Realization
Plan for mistakes

53. Idea Realization
Plan for mistakes

54. COLLABORATIVE
WAY OF THINKING

55. Let’s go beyond performance and
develop your self-renewable DNA
(Priyantono Rudito, 2018)
Thank you

56. © 2018 of Vanaya Digital. All Rights Reserved.
Round 3: Digital Leadership Challenges
By Hasnul Suhaimi
Round 1: Digital Mastery Modelling
By Priyantono Rudito
Round 2: Digital Culture Corporate vs Start Up
By Alexander Rusli
Round 4: Digital Brain Potentials
By Lyra Puspa
AGENDA

57. Digital Transformation:
Rise and “Fall”
Alexander Rusli
57
September 2018

58. © 2018 – Proprietary& Confidential 58
Alexander Rusli
E-Mail: Alexander.Rusli@LifeBeyondAnalog.com
• Alex was the CEO of Indosat Ooredoo from November2012 to November 2017, the 2nd largest Telco Operator in Indonesia with
about 100mn customers, and listed on IDX. In the market he is known as a handon, transformation, turnaround executive with a
strong technology background.
• During his 5-year period he led the transformationof the company using Digital Transformationand innovation as the driving
themes. The transformationincluding rebranding the corporate name, look and feel, simplifying the number of consumer cellular
products by more than 70%, become an industryrecognized culturally flat and open company, moved towards a single brand
proposition and created efficiency and effectiveness by reducing the number of staff by 20%. The result included taking the
company from being #3 to #2 on cellular RMS, started the ideabox incubator which is one of the most successful mobile apps
incubator in Indonesia as well as a venture investment with Softbank, started FTTH business with 200K home passes within a
year, and transformedthe company to become an operationally and balance sheet healthy, profitable company – leading to a
market cap of almost double as of the end 2016.
• Prior to his position as CEO of Indosat Ooredoo, Alex was an independent Board Member in Indosat Ooredoo, with a full time role
as a Partner at Northstar Pacific, the largest Indonesian Private Equity fund in Indonesia after moving from a nine-years career for
the Government of Indonesia as Special Advisor (Staf Khusus Menteri) for MCIT (Kementrian Kominfo) in 2001-2007 and MSOE
(Kementrian BUMN) in 2007- 2009 during which time he also sat as Board Members on a number of state-ownedcompanies: PT
Krakatau Steel tbk, PT Geodipa Energi, PT Kertas Kraft Aceh.
• After his period in Indosat Ooredoo, Alex has been appointed as independent Board Members on some companies exposed to the
next digital wave such as health industry and MFCG. He accepted the role as independent BoC member during the transformation
period of the largest hospital chain in Indonesia, PT Medikaloka Hermina, Tbk and became listed on the Indonesian Stock
Exchange (IDX) in May 2018. He is appointed as a Board Member of PT Unilever Indonesia, Tbk to contribute in the transformation
of FMCG distribution impacted by the next digital wave. He is also a Board Member of PT Sarana Menara Nusantara, Tbk
(Protelindo) to support the reform of the structure of telco infrastructureindustry.
• Currently Alex is also involved in numerous digital companies: some early startups and some taking a more active role – Alex is
the founder of PT Digi Asia Bios, a consolidated fintech holding that offers digital payment, credit and remittance financial services
in Indonesia. He also the Chairman of iFlix Indonesia, and advisor to LotusFlare (an AI consumer platform out of the Silicon Valley
serving Telcos and Financial Services globally).
• Alex has PhD degree in InformationTechnology from Curtin University of Technology, Australia ; and after returning to Indonesia
Alex post studies, he started his career in PricewaterhouseCoopers as a Management Consultant focusing on large IT
Implementation projects.

59. What is a truly Digital Product / Industry?
How will the industry structure look like?
59
Telcos
FMCG
VAS
BANK
WhatsApp
Facebook
Twitter
WeChat
Google
SnapChat
Socmed?
Insuretech?
Fintech?

60. Not everything is a true digital product/service
and not all processes has to be non-digital or Digital
© 2018 – Proprietary& Confidential 60
Product and services are moving
towards its true nature and essence
Non Digital Digital
Food Clothes
Transportation School
Pulsa Data Package
Videos Music

61. VALUES ARE
SHIFTING
Professional vs
entrepreneur
Don’t like set working
hours
Not about control,
about value creation
Gadget-minded, less
human contact
Not liking long
commitments
Sharing is OK vs own
Want everything
instantly
Digital Culture

62. Social Media Manager
Data Scientist
Content Marketer
Mobile App Developer
Employment Brand Manager
Cloud Architect
SEO Analyst
Content Moderator
Virtual Assistant
Anything to do with Artificial Intelligence
Virtual Office
Work from everywhere
Result-based compensation
Focus on profit at individual level
Start cutting ties with your bad clients
Share profit with your team
New Corporate Realities
Changes in Company Triggered by industry
New things in Company: Jobs that didn’t exist 15 years ago:

63. Corporate
Corporate vs Startup Behaviour
63
• Constant pivot
• Substance vs structure?
• What targets?
• Privacy of data?
• Sharing of everything
• Does one need control?
• What KPIs?
Digital Startup?
• Governance?
• Defined targets
• Traditional business paradigms
• Substance vs structure
• Data is private
• Control
• Cascaded KPIs

64. Whats in the mind of startup founders?
64
Disruptions
Product on
demand
Own nothing, use
everything
Direct, no
intermediary
Life is centered
around smart
devices
Seamless access
payment
Machines are
smart
Share mine
share yours

65. What Digital World has Triggered
Die (slowly or fast) Change & take a chance
Being late on adapting with the
market changes
All being disrupted and finding
new equilibrium
Our Ecosystem is Totally Changing

66. © 2018 of Vanaya Digital. All Rights Reserved.
Round 3: Digital Leadership Challenges
By Hasnul Suhaimi
Round 1: Digital Mastery Modelling
By Priyantono Rudito
Round 2: Digital Culture Corporate vs Start Up
By Alexander Rusli
Round 4: Digital Brain Potentials
By Lyra Puspa
AGENDA

67. “The Rise & Fall of Digital Transformation”
Lesson Learned from XL 2011 -2015
Hasnul Suhaimi

68. Hasnul Suhaimi
ICF Associate Certified Coach (ACC)
1992 S 2, MBA, Hawaii - USA
1981 S 1, Elektro ITB
Telecom Asia CEO of The Year 2011
CEO of The Year, Frost & Sullivan Asia Pasific ICT
Awards, 2011
Top 20 Most Admired CEO (Warta Ekonomi), 2013
Best CEO of The Year (Selular Award) 2011, 2012, 2013
Education
Professional
Experience
(33 years)
Awards (33)
2012 - Now Lecturer MMUI
2015 – Now Lecturer IPMI
2015 – Now Advisor, Mandiri University GB
2016 - Now Advisor, Bukalapak.com
2016 – Now Chairman of BOC, PT POS
2016 - Now Executive and Business Coach
2006 –2015 CEO , XL
2002 – 2006 CMO-CEO, Indosat
2001 – 2002 CEO, IM3
1998 – 2000 CMO, Telkomsel

69. know the way (vision)
show the way (strategy)
Leaders are people
John C. Maxwell
who...
lead the way (execution)

70. Tapi 3 hal itu tidak cukup lagi..!!

71. https://www.weforum.org/agenda/2016/01/digital-disruption-has-only-just-begun/

72. Digital Bisnis di Indonesia
Owns NO Vehicles,
Restaurant,
Therapist,
Hairstylist,
Makeup Artist, etc
Owns NO Inventory
Owns NO
Infrastructure
Owns NO
Vehicles, Hotels,
and Guest House

73. Peluang dan tantangan Bisnis Digital
(China Case)
46 juta lapangan kerja baru akan tercipta sampai
dengan th. 2025 Namun 31 juta lapangan kerja saat
ini terancam kalau tidak bisa adaptasi.
Dimulai dengan toko buku, pakaian, elektronik,
travel agent, kantor cabang Bank, dst
http://www.bloomberg.com/news/articles/2015-02-03

74. Old Versus Digital Disruption
1. Memulai
bisnis baru
butuh dana
besar.
2. Dana sulit
dicari
Jarang
bisnis baru
1. Bisnis
baru lebih
murah dgn
teknologi
2. Dana
banyak
Bisnis baru
lebih mudah

75. Studi Kasus:
XL Menuju Dunia Digital

76. XL - 2011: Harus dicari sumber
pendapatan baru agar tetap tumbuh !!!
???Digital

77. Watch
Machine
to Machine
Computers
Payment
Gaming
Music
Broadcast
Print
Banking
Mobile
Commerce
80%
50%
40%
35%
25%
60%
Advertising
Camera
90%
Trend Dunia Peluang Baru untuk
Telekomunikasi (2011)
*) Tomi Ahonen

78. 1. Dibutuhkan partisipasi semua pihak mulai pemegang
saham, manajemen dan seluruh karyawan
2. Harus membuka diri untuk horizon baru dan mau
keluar dari zona nyaman
3. Dirut dan Direktur SDM berperan penting dalam
membentuk kultur Digital
4. Keputusan dan support datang dari Direksi namun
perlu dilengkapi dengan inisiatif bottom up dan ide
baru dari karyawan
5. Perlu mendengar dari pelanggan dan karyawan
Millenials
Best Practice perusahaan Go Digital

79. Listen to Millennials Customers
ZMOT

80. Listen to Millennials Employees
XL EListen

81. Strategi
Ambidexter: Bisnis Digital dipisahkan dengan “Mindset-
Proses-KPI” berbeda
Digital Business:
• Tugas: Pengembangan
• Mindset: Investasi
• Proses: Cepat
• KPI: Trafik (aktifitas)
Bisnis
Telekomunikasi
• Tugas:
Operasional
• Mindset: Efisiensi
• Proses: Teratur
• KPI: Profit
> 3000 orang100 orang (80 non XL)

82. Trust Millennial Employee

83. Elevenia lahir

84. 3 Kunci Sukses untuk Digitalisasi
1.Technology: Digital Technology
2.Business Model: Digital Business Model
3.People : Digital Mindest

85. Technology, Business Model & People:
Telex/Telegram
Internet
CellularTelephone
Content Digital

86. 1-86
Tim Millennials:

87. Leadership → Digital Mastery
*) MIT Research

88. Strategi lanjutan: Setelah tim digital siap
sebar ke unit lain agar terjadi getuk tular

90. Pelajaran Barharga dari kasus Elevenia

91. The Way Forward
Sanggupkah perusahaan telekomunikasi menjadi
pemain digital besar?
Belum tentu, tapi telekomunikasi dibutuhkan agar
industry Digital jadi besar

92. Peluang dan tantangan Bisnis Digital
Di Indonesia
Walaupun tidak secepat di China diperkirakan bisnis
digital akan marak di Indonesia.
Dengan pertumbuhan sarana telekomunikasi
terutama 4G dan ke depannya 5G maka peluang
bisnis digital akan semakin cepat
Pertanyaannya akankah pembangunan high speed
data sampai ke seluruh pelosok Indonesia?

93. 93
http://www.manajementelekomunikasi.org/
Industri Telekomunikasi vs Scissor Curve

94. Kesimpulan:
1. Era Digital memberi dampak positif dalam
menciptakan peluang dan lapangan kerja baru
2. Dampak negatif terhadap bisnis tradisional perlu
diantisipasi sesuai bidang dan skala bisnisnya
3. Perusahaan perlu mempersiapkan dan transformasi
“people, business model dan technology”
terutama “digital mindset dan culture” untuk
menghadapi digital disruption
4. Industri telekomunikasi yang sehat akan membantu
pertumbuhan bisnis digital dengan pembangunan
jaringan data sampai pelosok.

96. © 2018 of Vanaya Digital. All Rights Reserved.
Round 3: Digital Leadership Challenges
By Hasnul Suhaimi
Round 1: Digital Mastery Modelling
By Priyantono Rudito
Round 2: Digital Culture Corporate vs Start Up
By Alexander Rusli
Round 4: Digital Brain Potentials
By Lyra Puspa
AGENDA

97. Lyra Puspa
Vanaya Digital Talk #7 | 6 September 2018
DIGITAL BRAIN
POTENTIALS

98. © 2018 of Vanaya Digital. All Rights Reserved.© 2018 of Vanaya Coaching International. All Rights Reserved.
Background : South East Asia Ericksonian Coaching Guru
#1 Asian Brain-Based Master Coach
> 10,000 coaching hours for Board, Executives, Leaders, and Owners of
a wide-range of industries, i.e. Banking, Multifinance, Retail, Digital,
Telecommunication, Pharmaceutical, Electricity, Property, etc.
Last Position : Founder & President of Vanaya Coaching International
Education : Canterbury University, UK (PhD Candidate - Applied Neuropsychology)
MIT Sloan School of Management (ACE – Leadership & Strategy)
Harvard Business School (Post Grad - Disruptive Strategy)
PPM Graduate School of Management (MBA - Marketing)
Bogor Institute of Agriculture (Bachelor - Agribusiness)
Certification : PCC - Professional Certified Coach
ECPC - Erickson Certified Professional Coach
CPPC - Certified Positive Psychology Coach
MGSCC - Marshall Goldsmith Stakeholder Centered Coach
CFP - Certified Financial Planner
AEPP - Associate Estate Planning Practitioner
Organization : Chairman of Indonesia Applied Neuroscience Synergy (SINTESA-ID)
General Secretary of Association Tech Startup Indonesia (ATSINDO)
Advisory Board of Association of Digital Enterpreneur Indonesia (ADEI)
Founder of Coachnesia (Indonesian Coaching Community)
Founding Member of International Coach Federation (ICF) Jakarta
Member of Association for Coaching (AC)
Member of Neuromarketing Science & Business Association (NMSBA)
LYRA PUSPAHello. My Name is LYRA PUSPA.

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DISRUPTION is happening...

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Platform Leads to Non-Linear Competition

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Artificial Intelligence : Mirroring Human

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Digital Invasion : Disruption to Human

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Stress Against Disruption? Excited Toward Disruption?

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Anterior Cingulate
Cortex (ACC)
Amygdalae
Ventro Lateral PreFrontal
Cortex (VLPFC)
Disruption in Brain = THREAT.
• Brain detects novelty and
error nonstop
• Big changes means too
much novelty, that leads
to anxiety and fear
• When we feel stress, the
adrenaline and cortisol
will take place
• In the long run it will ruin
our health

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Vibrant
Ubiquitous
Collaborative
Agile

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Eustress Distress
Flow
Disruption in Brain = CHALLENGE.
• Novelty gets attention in
the brain
• A Flow State is reached
by stimulating Eustress
• Eustress is a result of
Dopamine and
Noradrenaline Circuitry
• With Eustress, the brain
will respond as challenge

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Neuroplasticity : Coaching can Change Brain

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Brain-Based Coaching
Coaching can stimulate people’s
brain to hardwire a brain pattern
that prepare them to thrive the
Digital Disruption.

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CEO’s Brain Pattern = Company Performance

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CEO’s Brain Pattern = Company Performance
Satya Nadella
on Board as
CEO
Microsoft
Tripled Value

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Brain-based Coaching Roles.
External
Momentum
Internal
Muscles
• Invite meaningful
awakening on External
Momentum
• Develop Internal Muscles by
building Self Confidence
and Brain Agility
• Stimulate and maintain
Neuroplasticity and Growth
Mindset
Mastery = Muscles + Momentum
FLOW

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DISRUPT
YOURSELF
BeforeOthers
Will Be Awake
DISRUPT
and
YOU
Lyra Puspa
www.vanaya.co.id

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Q&A Session