1. Talent Management:
Building Blocks
Seta A. Wicaksana
Founder and CEO of www.humanikaconsulting.com

2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Managing Director of Humanika Amanah Indonesia – Humanika Consulting
• Managing Director of Humanika Bisnis Digital – hipotest.com
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Business Psychologist
• Certified of Assessor Talent Management
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Certified of I/O Psychologist
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi kompetensi” Elexmedia
Gramedia 2016, Industri dan Organisasi: Pendekatan Integratif menghadapi perubahan,
DD Publishing, 2020. Human Factor Engineering: Manusia dan Lingkungan Kerja. DD
Publishing, 2021, Psikologi Industri dan Organisasi, DD Publishing, 2021
• Organizational Development Expertise
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi dan Bisnis
Universitas Pancasila Bidang MSDM Disertasi Peran Utama Budaya Organisasi dalam
Agilitas Organisasi di Lembaga Pemerintah Non Kementrian XYZ
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Mathematics: Cryptology sekolah ikatan dinas Akademi Sandi Negara

3. Talent
Manag
ement
TRANSFORMATION
DEVELOPMENT
VUCA
DIGITAL
AGILITY
DATA
Strategy
Organizing
Behavior
Accelerate
wicaksana (2021)
Organizational Culture
Organizational Culture
HIRE
PERFORMANCE INNOVATION
COMPETITIVE ADVANTAGES
& SUSTAINABLE BUSINESS
EXCELLENCE
HAPPYNESS
ENGAGEMENT

4. Agenda
Strategy facing VUCA
Organizational Design for Digital
Behavior: Agility
Accelerate: Data Insight for improvement

5. 1. Strategy facing VUCA
Business is all about risk taking
and managing uncertainties and
turbulence.
– Gautam Adani, Indian businessman.

6. Why VUCA? The
pace of change
increases

7. Why Is VUCA
Important?
A VUCA environment can:
• Destablize people and make them anxious.
• Sap their motivation.
• Thwart their career moves.
• Make constant retraining and reshaping a necessity.
• Take huge amounts of time and effort to fight.
• Increase the chances of people making bad decisions.
• Paralyze decision-making processes.
• Jeopardize long-term projects, developments and innovations.
• Overwhelm individuals and organizations.
• Take its toll on internal culture.
• "Bleed" inwards and create VUCA environments within organizations.
If your industry or organization is affected by this environment, you have
to reconsider the way you and your business operate.

8. Bob Johansen, of the Institute for the
Future, adapted VUCA for the business
world in his 2009 book, Leaders Make the
Future. He used it to reflect the turbulent
and unpredictable forces of change that
could affect organizations, and he argued
that you need new skills, approaches and
behaviors to manage in the face of the four
VUCA threats.
“VUCA is more than a buzzword! It is a way of
thinking and approaching solutions to the problems
of our digital and dynamic world. “
Waltraud Glaeser
VUCA Expert

9. Leading in a VUCA World
Counter Volatility With Vision
• Accept and embrace change as a constant,
unpredictable feature of your working environment.
Don't resist it.
• Create a strong, compelling statement of team
objectives and values , and develop a clear, shared
vision of the future. Make sure that you set your team
members flexible goals that you can amend when
necessary. This allows them to navigate unsettled,
unfamiliar situations, and react quickly to changes.

10. Leading in a VUCA World
Meet Uncertainty With Understanding
• Pause to listen and look around. This can help you understand and develop
new ways of thinking and acting in response to VUCA's elements.
• Make investing in, analyzing and interpreting business and competitive
intelligence a priority, so that you don't fall behind. Stay up to date with
industry news, and listen carefully to your customers to find out what they
want.
• Review and evaluate your performance. Consider what you did well, what
came as a surprise, and what you could do differently next time.
• Simulate and experiment with situations, so that you can explore how they
might play out, and how you might react to them in the future. Aim to
anticipate possible future threats and devise likely responses. Gaming ,
scenario planning , crisis planning , and role playing are useful tools for
generating foresight and preparing your responses.

11. Leading in a VUCA
World
React to Complexity With Clarity
• Communicate clearly with your
people. In complex situations, clearly
expressed communications help
them to understand your team's or
organization's direction.
• Develop teams and promote
collaboration . VUCA situations are
often too complicated for one person
to handle. So, build teams that can
work effectively in a fast-paced,
unpredictable environment.

12. Leading in a VUCA World
Fight Ambiguity With Agility
• Promote flexibility, adaptability and agility . Plan ahead, but build in
contingency time and be prepared to alter your plans as events
unfold.
• Hire , develop and promote people who thrive in VUCA environments.
These people are likely collaborative, comfortable with ambiguity and
change , and have complex thinking skills .
• Encourage your people to think and work outside of their usual
functional areas, to increase their knowledge and experience. Job
rotation and cross training can be excellent ways to improve team
agility.
• Lead your team members but don't dictate to or control them.
Develop a collaborative environment, and work hard to build
consensus . Encourage debate, dissent and participation from
everyone.
• Embrace an "ideas culture." Kevin Roberts, of advertising agency
Saatchi and Saatchi, coined this alternative VUCA definition: "Vibrant,
unreal, crazy, and astounding." This describes the kind of energetic
culture that can give teams and organizations a creative, agile edge in
uncertain times.
• Reward team members who demonstrate vision, understanding,
clarity, and agility. Let your people see what kind of behavior you
value by highlighting innovations and calculated risk-taking moves.

13. McKinsey (2020) stated in an
article written at the height of the
covid 19 pandemic that many
companies adopted agile practices
to cope with changing business
priorities. They concluded that
companies with agile practices
embedded in their operating
models managed the impact of the
crisis better than their peers.

14. Benefits of
Managing in a
VUCA World
• Implementation : work with your people to address VUCA threats at a team
level.
• Decision making : see complexity and uncertainty as drivers for delving
deeper before making decisions , rather than as overwhelming forces.
• Innovation and creativity: consider process and workflow innovation as a
way to tackle VUCA, rather than as something that might suffer because of it.
• Searching for opportunities : look for better deals and opportunities, instead
of relying on your usual vendors and suppliers. In a VUCA world, these
opportunities can be fleeting, so you have to stay alert and seize them when
they arise.
• Team building and organizational culture : adversity and challenge can
unsettle people, but they can also focus their attention and encourage them
to work towards a common goal.
• Recruitment : improve agility by promoting and recruiting people who are
comfortable in less-structured and ever-changing environments.
• Adapting to change: on an individual level helps organizational and strategic
flexibility

15. Barriers to
Managing in a
VUCA World
• One of the biggest challenges of managing in a
VUCA world is team members who resist
change .
• The unpredictability of VUCA often renders
traditional, top-down organizational structures
obsolete, so avoid using an inflexible, autocratic
leadership style .
• In a VUCA world, collaboration, participation,
debate, and even dissent are more important
than obedience, command and groupthink –
they allow you to remain flexible and to take
action quickly.

16. Key Points
• VUCA stands for volatility, uncertainty, complexity, and
ambiguity. It describes the situation of constant,
unpredictable change that is now the norm in certain
industries and areas of the business world.
• VUCA demands that you avoid traditional, outdated
approaches to management and leadership, and day-to-day
working. These are usually too sluggish and limited to be
effective in a turbulent environment.
• Newer, more agile and pragmatic processes are the key to
managing in the VUCA world. Make vision, understanding,
clarity, and agility your guiding principles to counteract the
threats of VUCA, and to turn them to your advantage.
• Short-term goals, self-organized data-driven collaborative
teams with small achievable deliverables, and the capacity
to make their own decisions allow us to move at a faster
pace.

17. 2. Organizational
Design
“Organizational agility can be defined as the ability of a company to:
Adapt to external and internal changes. Rapidly meet customer demands
and expectations. Lead change improving culture, practices, and
outcomes. Maintain a continuous competitive advantage.”
- David J. Anderson

18. Disruptive Trends Challenging The
Old Paradigm
This is expressed in four current trends:
• Quickly evolving environment. All stakeholders’ demand patterns are evolving rapidly:
customers, partners, and regulators have pressing needs; investors are demanding growth,
which results in acquisitions and restructuring; and competitors and collaborators demand
action to accommodate fast-changing priorities.
• Constant introduction of disruptive technology. Established businesses and industries are
being commoditized or replaced through digitization, bioscience advancements, the
innovative use of new models, and automation. Examples include developments such as
machine learning, the Internet of Things, and robotics.
• Accelerating digitization and democratization of information. The increased volume,
transparency, and distribution of information require organizations to rapidly engage in
multidirectional communication and complex collaboration with customers, partners, and
colleagues.
• The new war for talent. As creative knowledge- and learning-based tasks become more
important, organizations need a distinctive value proposition to acquire—and retain—the
best talent, which is often more diverse. These “learning workers” often have more diverse
origins, thoughts, composition, and experience and may have different desires (for
example, millennials).

19. The new paradigm: Organizations as living
organisms

20. The Five Trademarks Of Agile
Organizations
1. North Star embodied across the organization
Mind-set shift
• From: “In an environment of scarcity, we succeed by
capturing value from competitors, customers, and
suppliers for our shareholders.”
• To: “Recognizing the abundance of opportunities and
resources available to us, we succeed by co-creating
value with and for all of our stakeholders.”

21. The Five Trademarks Of Agile
Organizations
2. Network of empowered teams
Mind-set shift
• From: “People need to be directed and managed, otherwise
they won’t know what to do—and they’ll just look out for
themselves. There will be chaos.”
• To: “When given clear responsibility and authority, people
will be highly engaged, will take care of each other, will
figure out ingenious solutions, and will deliver exceptional
results.”

22. The Five
Trademarks Of
Agile
Organizations
3. Rapid decision and learning cycles
Mind-set shift
• From: “To deliver the right outcome, the most senior and experienced
individuals must define where we’re going, the detailed plans needed to get
there, and how to minimize risk along the way.”
• To: “We live in a constantly evolving environment and cannot know exactly
what the future holds. The best way to minimize risk and succeed is to
embrace uncertainty and be the quickest and most productive in trying new
things.”

23. The Five Trademarks Of Agile
Organizations
4. Dynamic people model that ignites passion
Mind-set shift
• From: “To achieve desired outcomes, leaders need to
control and direct work by constantly specifying tasks and
steering the work of employees.”
• To: “Effective leaders empower employees to take full
ownership, confident they will drive the organization
toward fulfilling its purpose and vision.”

24. The Five Trademarks
Of Agile
Organizations
5. Next-generation enabling technology
Mind-set shift
• From: “Technology is a supporting capability
that delivers specific services, platforms, or
tools to the rest of the organization as defined
by priorities, resourcing, and budget.”
• To: “Technology is seamlessly integrated and
core to every aspect of the organization as a
means to unlock value and enable quick
reactions to business and stakeholder needs.”

26. Highly successful agile transformations delivered
significant performance improvement

27. Agile
Operating –
Model
Maturity

28. Key Points
• In summary, today’s environment is pressing
organizations to become more agile; in
response, a new organizational form is
emerging that exhibits the five trademarks
discussed above.
• In aggregate, these trademarks enable
organizations to balance stability and dynamism
and thrive in an era of unprecedented
opportunity.

29. Behavior: Agility
The illiterate of the 21st century
will not be those who cannot read
and write, but those who cannot
learn, unlearn, and relearn
- Alvin Toffler – Author of Future Shock

30. acronym for AGILE
• A is about being adaptable, so that
you can positively embrace change
• G is about being genuine, so that
you have greater confidence
• I is about being innovative, so that
you can improvise and solve
problems
• L is about being light and letting go
of limitations and baggage
• E is about being enduring so that
you are resilient, strong and
sustainable

31. The Four Primary Behaviors Your Team
Must Adopt To Be Agile:
• Value people over process and tools. Build projects around motivated
individuals, ensuring they have the environment and support they need, and
that they feel trusted to get the job done. ​
• Prioritize working prototypes over excessive documentation​. Working
prototypes allow teams to optimize the use of resources because they’re
doing the minimum amount to learn, adjust their products and services, and
then move forward​. Lots of documentation can slow down that iterative
process. Have you ever built 45 versions of a deck to update a leadership
team on your progress? Did that feel like embracing agility to you?
• Customer collaboration over contract negotiation. The end goal is meeting
customer needs. Full stop.​ Shift the mindset from delivering exactly whatever
you said you would, or what you always have, to responding to what the
customer needs right now.
• Respond to change over following a plan. The plan is not the point! Heads-
down execution doesn’t work when things are changing day by day. Ensure
your team is observing the world, talking to customers, and getting together
daily to learn from each other and adjust.

33. 4 key Leader’s
behaviours to
help improve
Business agility
1. Self-Organisation: Self-
organisation requires
managers to set guardrails for
what teams can and can’t do,
the decisions they are
permitted to make
themselves, and the rules for
doing so.

34. 4 key Leader’s behaviours
to help improve Business
agility
Benefits of Self-Organisation
• More effective.
• Faster decision-making.
• Increased productivity 15-20%.
• Higher quality.
• Achieve goals more often.
• Feel more useful.
• Feel more challenged.
• Have greater trust.

35. What Kinds Of Guardrails Should Leaders Set?
DELIVER AN INCREMENT OF
DONE WORK EVERY SPRINT.
WORK FROM THE PRODUCT
BACKLOG AND NOT FROM
ANY OTHER LIST OF
PRIORITIES.
MAKE WORK TRANSPARENT
AND UP-TO-DATE IN THE
SPRINT BACKLOG.
INSPECT AND ADAPT
PROGRESS DAILY.
WORK WITHIN THE RULES
OF THE AGILE FRAMEWORK
GIVEN TO THE TEAM, E.G.
KANBAN, XP OR SCRUM.
HOLD EACH OTHER TO
ACCOUNT FOR A
COMMITMENT TO QUALITY.
WORK AS A SINGLE TEAM,
WITH A SINGLE GOAL, NOT
AS A GROUP OF
INDIVIDUALS.

37. 4 Key Leader’s Behaviors To
Help Improve Business Agility
• Agile values takes organisations beyond the symbols of
agility and changes their mindset to create improvements
in speed to market, reduced costs, and ability to rapidly
pivot to change.
• Agile Values managers should be encouraging
• Empiricism – Working in a fact-based, experience-
based, and evidence-based manner. Progress is
based on observations of reality, not assumptions
about plans and future tasks.
• Self-improvement – People develop as ‘T-shaped
people’. They build a breadth of knowledge in
multiple disciplines for efficient collaboration and
deep expertise aligned with their interests and
skills.
• Decentralised decision-making – Delivering value
in the shortest sustainable lead time requires
decentralized decision-making. It is a key tenet of
Lean thinking.
• Shared purpose – Finding a sense of purpose in
either the work itself or the output is important
for team effectiveness.
• Servant leadership – Servant leadership is a
philosophy where the goal of the leader is to
serve. This is different from traditional leadership
where the leader’s main focus is managing and
delegating tasks to optimise for utilisation and
efficiency.
• Connectedness – Connected team members
demonstrate trustworthiness by caring about
each other’s wellbeing. They have a meaningful
sense of team community that supports honesty,
respect, and psychological safety

38. 4 Key Leader’s Behaviours To
Help Improve Business Agility
• Continuous Learning Culture: Ability to innovate requires acknowledging there is always room
to improve and to be active in learning and taking time out for experimentation.
• Behaviours to encourage learning
• Metrics-driven – Metrics-driven improvement leads to changes guided by the data
surrounding the problem and informed solutions, not by opinions and conjecture.
Importantly, metrics-driven outcomes are repeatable and scalable.
• Value focussed – A focus on value optimises the impacts and outcomes for customers
over seeking improvements solely through traditional management activities of individual
efficiency and utilisation.
• Management commitment – Teams are more effective when managers shift to
supporting teams by establishing guardrails for self-organisation over task management.
Managers should lead by example and use agile themselves for executive and leadership
work.
• Systems thinking – Systems thinking People think about their work as part of a wider
ecosystem of people, process and tools. People see the larger picture and recognizes that
optimising individual components does not optimise the system.
• Team commitment – Committing to the team plans gives the team a strong focus on
succeeding and highlights the steps necessary to succeed
• Collaboration – People must work with other team members to achieve team goals. This
means plan together, and execute together, over sitting in isolation in their cubicle.

39. 4 Key Leader’s Behaviours To
Help Improve Business Agility
• Sprinting: Working in a cadence of rapid, short work cycles, is key to receiving fast feedback to learn,
innovate, and pivot to change.
• Behaviours to encourage learning
• Organisational agility – Traditional organisations are often structured hierarchies. Complex
problems require a different way of organising. The fundamental differences of an agile
organisation are in its network structure, culture, and design. A practitioner will understand
what an agile enterprise looks like and approaches for implementing the agile enterprise in a
traditional organisation. They will understand how to balance the needs for agility with the
existing reality of traditional organizational structures.
• Agile planning cadence – Agile portfolios operate on quarterly cycles. Every quarter, new
planning cycles considers investment to fund new value development and invests in operational
support for its products, value streams, supply chains, and scaled agile programs.
• Product Backlog management – The Product Backlog, whether at portfolio, program, or team-
level, must be transparent and prioritised by value. A healthy backlog is transparent and radiates
with clarity regarding leadership decisions on goals, value and delivery priorities.
• Evolving the Agile Organisation – In agile organisations, managers participate in agile leadership
teams that establish guardrails for decision-making and optimise the work-environment around
them.
• Optimising flow – From investments top-down from Lean-Agile portfolio through to team-level
delivery and releases, an organization must understand its value stream end-to-end to optimise
the flow of work and the flow of value.

41. Key Points
• As agile behaviours strengthen, outcomes like
ability to pivot, cost savings, and improved
throughput of delivery increase. After studying
over 100 teams over 10 years, we have empirical
evidence that shows a clear link between cost
savings and reduced time to market can be gained
from self-organisation, agile values, learning
culture, and sprinting.
• As a manager and leader in the agile organisation,
your job is to encourage these behaviours. If you
do, your business agility till only increase.

42. Accelerate:
Data Insight for
improvement
“Big data isn’t about bits, it’s about talent.”
– Douglas Merrill

43. Common
Misconceptions
• First, dismiss any notion your business isn’t the right scale
or size to make use of analytics. No matter the size of
your business, the analytical insight available to you is
highly valuable and can help your business grow.
• Second, data analytics isn’t just a collection of
information about your organization – it’s actionable,
insightful intelligence. Data analytics help you identify
opportunities to improve efficiency, productivity, and
potential business opportunities. Businesses that use
data and business analytics to drive decision-making are
typically more productive. Furthermore, they experience
higher returns than businesses who don’t use data
analytics.

44. Understanding
Data Analytics
• In layman’s terms, data analytics is a top-down, holistic perspective of
an enterprise’s operations. This perspective is simultaneously broad
and detailed, offering context alongside specific details. There are
three key branches of data analytics:
• Data analytics takes data collected by businesses, categorizes
the data, and then identifies and analyzes behavioural
information and patterns. Businesses then use the insights from
this analysis to improve productivity and business gain.
• In turn, Big data analytics finds trends, patterns, and useful
information from large collections of data.
• And finally, Predictive analytics is a branch of data analytics that
uses current and historical data to make predictions about
future behaviours and events.
• All the information your business collects can provide useful insights
into how to better improve your business, products, services, and
security.

45. Data Collection
Considerations
Some of the most common reasons businesses
opt for data collection and analytics include:
• Improving e-commerce sales and operations;
• Creating efficient marketing strategies;
• Increasing security;
• Improving fraud prevention;
• Enhancing user experience;
• Increasing profits; and
• Providing exceptional customer service,
support, and experience.

46. How to make
data-driven
decisions.
1. Centralize and integrate
your data
2. Know what you’re tracking
3. Know what your end
objective is
4. Aim for continuous
improvement
5. Get IT buy-in: We’ll talk
about culture change and
buy-in in a second, but in
before you even get there
you need to get your IT
sorted.

47. Data Quality
• The emphasis on data quality (DQ)
in enterprise systems has
increased as organizations
increasingly use data analytics to
help drive business decisions.
• “Data quality is directly linked to
the quality of decision making,”
says Melody Chien, Senior Director
Analyst, Gartner. “Good quality
data provides better leads, better
understanding of customers and
better customer relationships.
Data quality is a competitive
advantage that D&A leaders need
to improve upon continuously.”

48. Five ways that insight into productivity and
performance data can improve innovation
1. Eliminate
Unnecessary
Meetings
1
2. Use Teams
to their Fullest
Potential
2
3. Gain Clear
Insight into
Project Scope
3
4. Make Good
Decisions the
First Time
4
5. Make
Reporting a
Snap
5

49. Building A Culture Of Data/Continuous Improvement
Sadly, pulling the right data, tracking the right data, and working with
integrated systems is only half the battle (if that!).
The greater fight is, as always, with the people driving insight at the top.
This is true for a few reasons:
• Moving towards data-driven decision-making forces people to change how they behave,
and no one like to change.
• Data-driven organizations have accountability built into them, more so than organizations
making business strategy based on instinct and hunches alone.
• Data-driven organizations are positioned to deliver a faster pace of innovation — a pace
that isn’t for everyone.

50. Building The Right Culture
1. Link
performance to
metrics
2. Remove
barriers to data
3. Use
dashboards as
meeting agendas

51. Key Point
• We think in the near future, “data-driven” will stop being optional. If software is eating
the world, then data is definitely fuelling that hunger. But this is a good thing.
• Being data-driven improves your organizational metrics, giving you the insights you
need to develop and execute business strategies and hit your business goals.
• What’s more, the rapid iteration, continuous deployment, transparency, and clear goals
and definitions for success all go part and parcel with a data-driven organization.
Ultimately, this serves the business perhaps even better than the insights that come from
data by making it easier to attract good employees and keep them around.
• We’re excited to see how far data can take us.

52. Learning and Giving for Better Indonesia
www.humanikaconsulting.com