type here...
Home Blog Page 324

Hospitals Learn How to Attract Patients

JAKARTA JIVE
-
0
Hospitals Learn How to Attract Patients

Operators of most upscale hospitals have their own ways to lure patients amid increasing public demand for quality services. For instance, several hospitals offer services found at star-rated hotels. The layout provides comfort and the medical facilities are complete; in addition, the services offered are customer-oriented.

This means that besides medical treatment, services are also part of a hospital’s strength. Pondok Indah Hospital is one of the hospitals offering star-rated services and comfort, and the public response has been encouraging. Rapid progress in information technology has also spurred public demand for improved health services, which has kept Pondok Indah Hospital on its toes to meet public demand in every aspect. This lead to the hospital gaining hospital accreditation for 16 types of services from KARS and an ISO 9001: 2000 on quality management in 2005.

Meanwhile, Bintaro International Hospital in Bintaro Jaya, Tangerang, is uniquely designed like a three-story mall. Sunlight highlights the fountain in the spacious atrium of this hospital, the decor of which gives an impression of nature, spaciousness and brightness, all aimed at providing psychological comfort to patients so that their recovery is quicker.

Bintaro International Hospital is part of Ramsay Health Care Australia. This hospital opened on Oct. 12, 1998 with the operation of a clinic of specialists with 20 consulting rooms. The hospital started accepting in-patients on Nov. 2, 1998. MH Thamrin International-Salemba Hospital was built as a hotel-styled hospital and offers comfortable in-patient facilities, such as air conditioning, hot water in the bathrooms, color TV with local and international channels. MH Thamrin International-Salemba Hospital claims its operating theaters are among the most complete in Jakarta.

It has five operating theaters (one special sterile room for endoscopy) and one room for post-surgery recovery. Each room has medical equipment and oxygen system in keeping with international standards to guarantee an optimum safety level.

One of the major hospital to be opened in the not-so-distant future is Siloam Hospitals Semanggi. Planned as a full service secondary hospital with a focus on cancer detection, prevention and treatment called Mochtar Riady Comprehensive Cancer Centre (MRCCC), construction of this hospital will be completed in early 2009.

MRCCC will include breakthrough technologies and equipment and the most up-to-date facilities in Indonesia supported by internationally trained oncology specialists. Siloam Hospitals Semanggi is expected to be the first hospital in Indonesia to use an integrated computerized system and the digital information system linked with pathological imaging, pharmacy and information system services of the hospital.

The hospital, to be called “Building of Hope” will be a specialized hospital with 29 floors and 210 beds. It is located close to Aston Hotel and Plaza Semanggi in downtown Jakarta. Siloam Hospitals Semanggi will also apply for accreditation to the US-based Joint Commission International (JCI) when operational. In Indonesia, the construction of international-standard hospitals has sparked controversy. Many have a negative opinion of such hospitals though many also support them.

Indeed, there is no official standard for international hospitals. Instead, there is only a stipulation made on the basis of research, and even this differs from country to country. Every country has its own accreditation system. Progress and globalization have led to the expectation that all hospitals are standardized. International-standard hospitals have sprung up because of competition.

“They want to show that their hospitals are of the same level as those overseas,” Dr. Herman of Rumah Sakit Pondok Indah said. A question worth posing is whether a local hospital is worthy of the title “international hospital”.

In response, Dr. Herman said, “In my opinion, there is no such thing as international labeling. If we wish to use the label of ‘international’, we must have set standards, right? So, one of these standards is the ISO. This means that those with ISO 9001:2000 certification are already in the international standard category. However, if a hospital claims to be an international hospital but has yet to meet the criteria set by the ISO, it may not be of international standard but simply call itself international,” he noted. (Iwan Suci Jatmiko)    

The Jakarta Post, July 19, 2007

Have a Holiday at a Hospital!

JAKARTA JIVE
-
0
Have a Holiday at a Hospital!

Even though the 14th Great Singapore Sale ends on July 22, Singapore does not lack tricks to lure more Indonesian tourists. Aside from attracting shoppers, this island-state has intensified the promotion of its health services.

Singapore offers health services, complete with competent doctors and paramedics and the latest diagnostic and treatment facilities. Relying only on these assets, Singapore can lure visitors not only from Indonesia but also from the other countries in the Asia-Pacific region.

Don’t be mistaken, though. Although Singapore offers complete and top health services, the rates are comparable to those in the patients’ home countries.

That’s Singapore’s competitive edge: it can offer top services at highly competitive rates. That’s why no fewer than 200,000 people from various countries visit Singapore for medical treatment. According to the Singapore Tourism Board, no fewer than 150,000 people travel to Singapore for medical treatment each year. They hail from India, Pakistan, Bangladesh, the Philippines, the United States, the Middle East and Indonesia. Surprising, the highest number come from Indonesia.

Singapore has beautified itself to the optimum to lure tourists and earn foreign exchange. Among the tourists are those who go to Singapore, which has a population of 4.3 million, for medical treatment.

Efforts have been made to develop state and private hospitals, improve hospital management, the skills of doctors and other supporting health personnel, increase investment in the latest medical equipment, establish biomedical research centers and so forth. Of course, all this is not intended solely to serve the country’s population but also to lure people from other countries to visit under the “medical tour” program.

Interestingly, people who visit for medical treatment make their reservations like ordinary tourists. Prospective patients can make reservations from their home countries through international medical service centers at various hospitals. They can consult a center about their ailments and be advised as to which specialized clinic to visit. They are also informed of the estimated hospital charges prior to departure to Singapore.

The hospitals considered favorite “tourism destinations” are National Healthcare Group (NHG) and Singapore Health Services (SingHealth) and their networks. These two groups of hospitals are almost equally luxurious in their facilities. Their rooms are spotlessly clean. The architectural design is a modern minimalist design with soft and bright colors. The ambience is suitable for tourists.

When a patient stays at a hospital like this, he not only convalescences but also gains a fresher mind. The term “tourist” is more suitable than “patient”. One hospital in Phuket, Thailand, offers “medical treatment” that would be better termed spa treatment. Indeed, the hospital offers a package for a holiday that includes plastic surgery, starting from liposuction to cosmetic surgery.

Phuket — as well as Chiang Mai and Bangkok — are havens for high-end people to reshape their bodies. They are served like kings and queens at private hospitals that look more like resorts. These hospitals are staffed with specialist doctors in various areas. As for food and language, these two pose no problem. Just like at exclusive holiday resorts, tourists can order any food they like. Almost all hospitals have nurses who have mastered a foreign language, such as Malay, Mandarin, Japanese, Arabic and English.

Not to be left behind by Thailand, Malaysia is also intensifying it promotion for medical tours. At present, many hospitals offer a holiday package that includes medical treatment. In Malaysia there are a number of international-class hospitals such as Island Hospital, Adventist Hospital, Mount Miriam Hospital, Lam Wah Ee Hospital, Gleneagles Medical Center and Loh Guan Lye Specialists Center in Penang. All offer various medical packages, ranging from a mere general checkup, critical surgery such as cardiac and oncological surgery and other internal diseases, to the handling of degenerative diseases, which are also referred to as the ailments of modern man.

If you have an eye problem, such as myopia or hyperopia, you can go to Island Hospital, for example, for i-Laser, a lasik treatment gaining great popularity. Eye surgery using laser technology makes it possible for far-sighted people, for example, to throw away their glasses or contact lenses. As part of a lifestyle, said Nora Hamid, head of PR/marketing department of Island Hospital, lasik, which can give one a new appearance, is a favorite eye treatment. Most patients come from Indonesia, she said.

Besides eye treatment, the demand for cosmetic surgery, for example, continues to increase although it is not as strong as the demand for other forms of medical treatment. That’s why, Nora went on, Island Hospital is developing services linked with appearance and lifestyle, such as plastic surgery, dental treatment and reconstruction and so forth.

It is not difficult for hospitals in Malaysia to offer beauty services in an integrated way, especially since expert doctors and the equipment are available. Island Hospital has specialist doctors and the latest medical equipment.

Its CT-scanner, for example, can read a body layer by layer, starting from the top of the head to the toes, therefore ensuring that any disease in a person’s body is detected. In the operating theater unit, there are three rooms, each with different air pressure. The main room leading to the ICU ward, for example, is bacteria-free. The medical equipment is modern and uses the laser method so that surgery has become not only easy to perform but also neat.

Are you ready to go on a medical tour? (Burhan Abe)

The Jakarta Post – July 19, 2007

Sigit Pramono: Doctor for Problematic Banks

JAKARTA JIVE
-
0
Sigit Pramono: Doctor for Problematic Banks

The president director of BNI, Sigit Pramono, may be likened to a medical specialist. He has “cured” quite a lot of ailing banks. In 2000, he resolved nonperforming loans at Bank Mandiri. Then in 2002, he restored the financial soundness of Bank Internasional Indonesia (BII), which at the time was near collapse.

After his success at BII, he was assigned in late 2003 to settle fraudulent L/Cs amounting to Rp 1.7 trillion at Bank Negara Indonesia’s Kebayoran Baru branch, South Jakarta.

In fact, when he was appointed president director of BNI, Sigit was still president director of BII. Only a day after his appointment did he hand over his position at BII to Henry Ho Ceong, the new president director appointed at the bank’s extraordinary shareholders meeting.seems that problematic banks are my turf. What else can I say? As it is an assignment, I will perform my duty as best as I can. For me, an assignment is a mandate that must be done wholeheartedly,” he said.

The first step he took when he joined BNI was to revamp the executive structure of the bank, in keeping with the decision made at the bank’s general shareholders meeting. Internally, this revamp was aimed at improving work quality, establishing a service standard and the launch of innovative banking products (such as BNI Emerald) to net as many customers as possible so that the company could reap the biggest profit possible.

Externally, his program was linked to the establishment of harmonious and mutually profitable relations with third parties and investors.

BNI, he said, focused on its restructuring effort in three stages, namely stabilization, recovery and transformation. “Currently, we are at the stage of transformation. At this stage, we would like to see BNI as the best bank in terms of services to customers,” said Sigit, who was once vice president director of Merincorp Bank.

Although the restructuring program of BNI has been going on for only a year, positive results are already apparent. The bank’s profit has risen 278 percent from 2003 to Rp 829 billion. The value of its total assets has also increased 3.8 percent, from Rp 131.5 trillion to Rp 136.5 trillion. Its return on assets (ROA) and return on equity (ROE) have improved.

The value of its ROA has gone up from 0.77 percent to 2.45 percent while its ROE has risen in value from 1.83 percent to 29.64 percent.

It is not easy dealing with problematic banks. “Smart and effective tricks” are needed. Sigit, who is a photo hobbyist and has held a photo exhibition, said a leader must have the ability to motivate and encourage all parties in the organization or company under his leadership to accomplish a common mission and reach a common goal.

“This can be realized by building good communication with all employees in the company, either formally or informally, and also with people outside the company,” he noted.

The communication so established should be harmonious two-way communication to prevent miscommunication and misunderstanding. To this end, for example, employee gatherings and customer gatherings need to be organized up to the branch office level. This, he noted, is important to build trust, both on the part of the employees and the customers. In such activities, he and the members of the board of directors tirelessly explain the banking restructuring program being carried out.

“Nurturing employees’ sense of belonging to the company is also a key to success in managing a company,” said Sigit, who was born in Batang, Central Java, on Nov. 14, 1959. Another thing that contributes to a company’s success is related to a defined job distribution among the company’s human resources. People with high integrity, professionalism and competence should be placed in appropriate positions.

The effort to restructure problematic banks should always concern handling problem loans or low performing loans. This was especially the case when Sigit was entrusted to handle the syndication and division of loan rescue of Bank Export Import (Exim).

This job was tougher as Bank Exim, eventually, had to be merged with a number of state banks – Bank Bumi Daya (BBD), Bank Dagang Negara (BDN) and Bank Pembangunan Indonesia (Bapindo) – to become a new bank called Bank Mandiri. During this time, Sigit had to handle at least 615 large corporate debtors with problem loans and several thousands of medium and small loans.

To deal with bad debtors, Sigit had to put into practice his most effective “trick”. Here his leadership skills were put to the test. “It is in this situation that a leader must be capable of negotiating.

His approach will be to understand what a debtor is experiencing and then find the best solution so that the debtor will be willing to repay the loan,” said Sigit, who learned negotiating skills while working for a joint-venture leasing company established by Bank Exim and Japan’s Sumitomo Bank.

Thanks to his negotiating skills, Bank Mandiri’s bad loans slowly but surely could be settled. Then the “financial condition” of the bank began to improve.

Sigit, who is also chairperson of the Federation of Private Domestic Banks (Perbanas) for the 2006-2009 period, has successfully handled 70 to 80 percent of loan portfolios that need to be restructured and that have, since the early days of the financial crisis, constituted combined loans of the four government banks that merged.

As a result, Sigit has become famous in the banking world. Behind his modest, kind and genial manner, he is in fact a professional banker. Although he holds the top management position, he is quite close to employees at the low level.

As president director, he must be able to make the right decision at the right time. Regarding this, Sigit, who has four children, adheres firmly to the Latin principle primus inter pares (first among equals), and among the board of directors it is he who must have the courage to make a decision, however bitter that decision may be. (Burhan Abe)    

The Jakarta Post, June 06, 2007  

Giuseppe Nicolosi: A Psychologist Successful in Finance Arena

JAKARTA JIVE
-
0
Giuseppe Nicolosi: A Psychologist Successful in Finance Arena

An audit and dishonesty just don’t mix. An audit can expose rotten things like corruption in a company or an organization. That’s why corrupt people are usually very careful when selecting independent auditors to examine the financial condition of their companies.

One of the renowned accounting and auditing companies in Indonesia is Ernst & Young (EY), led by Giuseppe Nicolosi, who is of Italian descent. When he was appointed as CEO of EY Indonesia, Nicolosi accepted the appointment without any trepidation even though he knew full well that Indonesia was among the world’s five most corrupt countries. “I see the Indonesian Government has shown a high commitment to fight corruption,” he said, adding that he is optimistic that Indonesia will be able to slowly overcome the problem of corruption.

“This is the most dynamic and most potential country that I have ever known!” he said.

Nicolosi said his evaluation of Indonesia was not mere lip service. He had visited Indonesia several times before he assumed the position of CEO of EY Indonesia. Once Nicolosi, who is married to an Australian, spent a long time staying and working in Australia, a country in close proximity to Indonesia.

Companies like EY, he said, will continue to enjoy development in countries like Indonesia as long as the activities of the stock exchange and the fight against corruption continue.

He mentioned Lee Kwan Yew who, in his book From Third World to First: The Singapore Story 1965-2000, wrote, “at the start of their governance, corruption was rampant. Custom officials at the airport, traffic policemen on the streets, even admission clerks in hospitals: all cadged bribes from those who needed to be in their good graces” … If a country like Singapore, he said, by way of example, used to be one of the world’s most corrupt states but it successfully reversed the situation to become as successful as it is today. “Indonesia can do the same”.

“The problem is,” he went on, “the process will take quite a long time. And it’s such a process! Dealing with problems such as this country is now facing is not as easy as clicking your fingers,” he stressed.

According to Nicolosi, one of the indicators used to measure the improvement of a country’s economic condition is that many companies go public. This is understandable because to go public, a company must be run transparently. “This (transparency) is a must! Transparency cannot be engineered. If transparency is engineered, it will later come to light and the consequences will be worse for the company.

“As more and more companies go public, the economic condition of a country improves,” said Nicolosi, who likes cooking. With the money a company raises from going public, he said, it usually undertakes expansion, driving it to recruit more employees and as a result it helps cut the rate of unemployment.

EY Indonesia does not deal in auditing only, but also in assurance, risk advisory, business advisory, tax advisory, tax reporting and operations and transaction advisory. Many big companies in Indonesia are EY clients. Even some world-famous companies use EY’s services when they want to do business in Indonesia. EY has made these achievements over a long period of time, having established itself in Indonesia 30 years ago.

EY has not only been successful in doing business in Indonesia but has also had success in encouraging a culture of transparency in companies. It has also nurtured the spirit of entrepreneurship through the Ernst & Young Entrepreneur of the Year awards, which have been presented annually since 2001.

Many local businessmen have achieved success but they are not known to the public. One of these businessmen is Jacobus Busono of the Pura Group. Jacobus was awarded as the Indonesia Entrepreneur of the Year 2006, and was inducted into the World Entrepreneur of the Year Academy in Monte Carlo, Monaco, at the beginning of June.

Since he assumed the top position of EY Indonesia, Nicolosi said, he has learned a lot, particularly from leading 1,300 employees, most of whom are Indonesians in various offices in Jakarta, Surabaya, Medan and Batam. “One thing that I have learned,” he said, “is that Indonesians are not used to engaging in a debate in an open forum.

“This is a challenge to me. I must encourage the people of EY to always organize open discussions so that they will get used to expressing their ideas.”

The most important thing, he went on, is that a corporate leader must create a good management concept and corporate strategy and a culture based on strong values and ethics. Then he must also be able to communicate this strategy well to the employees. “But also make sure that they really understand the concept and the strategy and that they implement them correctly on the ground, and make sure they live the values of the organization everyday.”

Nicolosi adheres to the concept called People-Quality-Growth. This means, he said, that we must recruit, train and keep the best people in the company. “Only through the best personnel can a company obtain the best job quality. The best job quality will lead to significant corporate growth,” he said.

Thanks to this concept, Nicolosi has successfully led EY Indonesia since 2004. However, he never dreamed of making a career in the area of finance. “When I was a boy, I never dreamed of having this career,” he said. In fact, he holds a doctorate in psychology and for 10 years he was a successful psychologist.

When still in his 30s, he was at the helm of a consulting firm in psychology. “Perhaps I rose so fast that I did not think I could climb any higher on the career ladder at that time,” he noted.

Finally, he changed his course radically, entered the finance and management consulting arena and eventually joined EY in 1994 in Sydney. After several years, in 1999 he was asked to move to London to take on the role of vice chair of human resources of EY Global, a position that opened the door to him being named the CEO of EY Indonesia in November 2004.

And in what field does Nicolosi next intend to spread his wings? “I find EY’s work culture and ethos agree with me and I have no wish to build a career elsewhere,” he said without hesitation.

He has no plans on how to spend his old age. However, he has two home bases, namely Adelaide (Australia, where his wife, Karin, comes from) and Tuscan (Italy).

“Later I may spend six months a year in Australia and the other six months in Italy,” he joked. Obviously, however, he is fond of cooking Italian food at home. “There’s no better place to enjoy it than at home!” he said. (Arif T. Syam andArdimas Sasdi)

The Jakarta Post, June 20, 2007

SD Darmono: Have Conviction and Seize the Opportunity

JAKARTA JIVE
-
0
SD Darmono: Have Conviction and Seize the Opportunity

The experience of talking with him is so rich that it is like entering a time tunnel to the future. For him time is like a boundless horizon. He talks eloquently about his various visions and missions in both business and life.

His name is Setyono Djuandi Darmono, or Pak Dar. That he is a visionary is reflected by his remarkable achievements. The most spectacular to date is Jababeka City in Cikarang (Bekasi), West Java, 35 kilometers east of Jakarta.

Previously, Cikarang was vacant land serving only as a water catchment. Today, however, Jababeka is home to some 1,300 small and big factories. No fewer than 25 countries have invested here. In addition, around 10,000 expatriates work there. “It has now become an international area,” Darmono said.

Innumerable houses, shops, star-rated hotels and upper-class recreational parks have been built in the area. In short, Jababeka is a new city complete with facilities and a 650,000 population. And Darmono, who celebrated his 57th birthday on April 26, still nurtures a dream to build other cities like Jababeka. Similar projects under construction are in Cilegon, Banten; Magelang, Central Java; and Yogyakarta. Preparations are also under way for similar projects in other regions. “I will not stop establishing more Jababekas in this country for as long as I live,” he stressed.

Indeed, Darmono’s enthusiasm is rarely found in other people. However, at first, Darmono, who was born in Yogyakarta and grew up in Magelang, never dreamed of accomplishing all this. When he was young he had just a simple ambition. “I had no ambition for any position but only wished to have a job and to please my parents,” he reminisced.

Making a career in the property sector did not cross his mind until 1980. The idea came to him when he lived in England for three years working for ICI Dyingstuff, a textile dye manufacturer. There he became interested in the property business after discovering that several of his customers who owned textile mills were interested in doing business in the property sector. At that time Indonesia’s property sector was booming.

So upon his return to Indonesia, Darmono along with colleagues Hadi Rahardja and Adam Kurniawan, started a property business in 1982. His first property project, Bumi Bintaro Permai, a residential area in Bintaro, was successful. Uniquely, none of the founders of this company were experts or had any prior experience in the property business. Darmono had experience only in marketing, while Hadi Rahardja had experience in textiles. “The core of all businesses is management. If we can control management, we can work in any area,” he said. Therefore, his principle is like this: “Management is how to manage people and how to delegate work to other people, then the result will be better than when you do it by yourself!”

Darmono and his colleagues moved even faster than before. They changed their concept as they wanted to create a property business that yielded bigger results, faster. Darmono came up with the idea called “The Winning Concept”, which means establishing a property area that will create a demand for other property projects.

Luckily this concept came at an opportune time as in 1988 the Indonesian government, which previously did not allow the private sector to build and develop industrial estates, encouraged private businessmen to do so. “That is why we built the Jawa Barat (West Java) – Bekasi industrial estate,” he said, explaining that the construction of this industrial estate began in 1989.

One thing that always inspires him is that “If you intend to make something, don’t make it mediocre. It must be the best of the best.”

So it is no surprise that the Jababeka industrial estate has more facilities and infrastructure than other such estate in this country. “I don’t want factory owners to have difficulty in obtaining clean water or disposing of their industrial waste or getting a power supply,” he said about the early days of the construction of Jababeka City. Jababeka has a fine system for waste treatment and disposal, well-regulated roads and its own power plant.

Why did Darmono decide to build an industrial estate? Because he realized the multiplier effect of an estate. A recipient of the 2004 Ernst & Young Entrepreneurship award, he said, “Factories create employment opportunities and various demands.

“Factory employees, from the top to the lowest levels, need places to live in areas close to their factories. Then there is a demand for education, shops or shop-houses as well as places for recreation and sports, like a golf course. There is also a demand for hotels, hospitals and so forth. In short, factories will continue to generate demand after demand.”

Talking about vision, Darmono applies various religious concepts — Islam and Confucius. First, he is inspired by Prophet Muhammad’s concept of time. “Prophet Muhammad said that if you get up in the morning, assume that you will live another 1,000 years but before you go to sleep, assume that you will die in your sleep,” he said. “Adhering to this concept we can always work hard and will always remember God”.

Second, said Darmono, who is married to Rosilawati Dewi, is a story from Confucius’ teachings. “Once there was an old man who wanted to remove the mountain in front of his house as he believed it was an obstacle to his success,” he said.

Although many people, including his own wife, opposed this old man’s idea, he was firm in his belief. Then he began to cut down the trees and dig the earth in the mountain, disregarding his advanced age. “Did the old man succeed in removing the mountain? Perhaps he did not, but what he did bring about was the techniques of tree felling, earth removal and many other things so that one day someone will be able to remove the mountain.”

So, Darmono said, the most important thing in life is to have a forward-looking vision. See opportunities and have the conviction that they are good and then never feel afraid to tap them.

One of his visions that will soon be turned into reality is the Revitalization of Borobudur, a project the commencement of which will be announced on June 2. The idea to revitalize Borobudur struck him when he upgraded the golf course of the Military Academy in Magelang. This upgraded golf course has enjoyed rapid progress and has lead to encouragement in various fields in the surrounding areas.

Starting from his success with the upgrading of the golf course, Darmono plans to turn the Borobodur area into a new Jababeka City through the Tidar Heritage Foundation, which he and some friends have established. “The Borobudur area is actually an inter-faith and inter-cultural area where all live in harmony,” he noted.

According to Darmono, various disasters that have hit Indonesia are mostly due to moral degradation in the country. Therefore, the revitalization of Borobudur will have culture, religion and natural revitalization as its point of departure. “Property is actually a land business and land is part of nature. So, if you want to be successful in the property business, you must love nature and then nature will love you in return,” he stated, hoping that the revitalization of Borobudur will inspire other people to return to our noble culture and always revere God.

When will this project be completed? “Just like the old man in the story, I don’t know when this project will be completed. The most important thing for me is that this vision is right and I have started it,” he said.

And when does Darmono intend to retire? “I will retire only from a job that burdens me, like the present CEO position. Later I can be just a commissioner or an advisor. Other than that, I will never retire,” he said.

When asked about when he becomes too old to do anything, Darmono said: “I will pray to God that I be accepted into the hereafter just like what Prophet Muhammad said,” he said calmly.

Simple, plain and firm — these are Darmono’s main attributes. “We were born with nothing, so when we die why must we take anything with us?” (Arif T. Syam)

The Jakarta Post, May 09, 2007

Mukiat Sutikno: Martial Art Lover Leads GM Indonesia

JAKARTA JIVE
-
0
Mukiat Sutikno: Martial Art Lover Leads GM Indonesia

For Mukiat Sutikno, being appointed managing director of General Motors Autoworld Indonesia (GM Indonesia) may be likened to a homecoming. After having no top leader for about six months, U.S. car manufacturer GM Autoworld Indonesia appointed Mukiat its managing director this month.

Mukiat is no newcomer to Indonesia’s automotive business world. He has been in this line of business for quite a long time. Prior to leading GM, he worked for PT Astra France Motor (Astra International Group), with his last position being sales and marketing division head. To be appointed GM Indonesia’s managing director is quite an achievement for Mukiat as he is the first local to earn the trust to lead this company, the sole agent for Chevrolet in Indonesia. In the past, the position of GM Indonesia chief always went to an expatriate.

Mukiat started his career in the automotive business at GM Indonesia. He worked for the company from 1997 to 2000 in various positions. He was one of the people who helped promote the Opel Blazer in Indonesia, which was later renamed the Chevrolet Blazer. “It is interesting, like nostalgia,” Mukiat said of his return to GM, although he acknowledged that a difficult job awaited him.

This U.S. carmaker will soon introduce the Chevrolet Captiva. It is, of course, the task of Mukiat to make the Captiva and other Chevrolet products achieve marketing success in Indonesia. This goal seems to be the background for the recruitment of Mukiat by GM Indonesia top officials, who obliviously believe that Mukiat has the competence and experience to do the challenging job. It is felt that Mukiat has a good understanding of the Indonesian market and the public’s taste and culture. The presence of Chevrolet Captiva is expected to lead to fiercer and exciting competition in the medium SUV segment, which includes the vehicles Honda CR-V, Nissan X-Trail and Suzuki Grand Vitara.

“Later, the Captiva will be the backbone of the marketing of Chevrolet products in Indonesia,” he said

Regarding the trust given to him to lead GM Indonesia, Mukiat stressed that he would make every effort to improve the role of Chevrolet in the Indonesian automotive market, and hoped that in the next few years Chevrolet would be one of the five best-selling brands in Indonesia. This effort will begin with the intensified introduction of the Chevrolet brand, improvement of after-sales service, expansion of its dealerships and the introduction of several new car models.

On after-sales activities and services, Mukiat is lucky as Chevrolet has a program called Chevy Care. Under this program, owners of Chevrolets can enjoy free checking and maintenance of their cars. The program has been held twice in Jakarta and Bali and has had a favorable impact on GM. “In future, a similar program will be held in Jakarta and Medan,” he said.

The automotive industry is like a lifeline to Mukiat, a true car lover. Perhaps he is one of the few people who has successfully combined hobby and business. The spectacular development in the design and performance of automobiles in the last few years, which he calls a revolution, is one of his main reasons to be involved in this business. The young executive decided to work in the automotive industry after he completed his studies in Australia in 1997.

In leading a company, Mukiat applies the principle of open communication and tries to make sure that everyone knows the vision of the company and its targets. “I always try to ensure that everybody can talk openly about various problems they face and that solutions can be found jointly,” he said. In addition, he tries to persuade GM employees to come up with ideas for the development and marketing success of GM products. “For marketing activities, for example, the ideas may come from other departments. The ideas should not necessarily always come from the marketing department,” he stressed.

In Mukiat’s view, the automotive business in Indonesia has a bright prospect even though there has been a drop in car sales over the past three years. However, to ensure that the automotive industry continues to grow, he said, there are several things that the government and automotive business players should do.

First, improve infrastructure; afterall, the automotive industry relies on the availability of good infrastructure. Second, compliance with regulations, for example in applying and following the Euro 2 emission standard to reduce air pollution.

Born in Jakarta on Nov. 13, 1972 as the eldest of five siblings, Mukiat spent many years abroad getting an education. He went to elementary school in Singapore. In 1989, he moved to Australia and attended Taylors College Melbourne, Australia. He earned his bachelor’s degree in business from Swinburne University of Technology in Melbourne and his master’s degree in international marketing from Bond University, Queensland, Australia.

During his student years, despite moving from one country to another, he always devoted himself to martial arts. For example, at the age of eight Mukiat studied kung fu. Then while studying in Singapore, he learned tae kwon do and eventually earned a black belt. Besides keeping him fit, martial arts taught him discipline, which has helped him in his work.

Even though he lived abroad for much of his youth, Mukiat always wanted to return and work in Indonesia. His former employer in Australia had offered him the chance to handle his business in Semarang, Central Java. Instead, Mukiat decided to join General Motors in 1997, but stayed with the company for just three years then moved to Astra,” he said.

In his personal and professional life, there is one philosophy that he adheres to. “Pursuing results is important, but if we do everything correctly, results will follow,” he said.

He learned this philosophy from his tae kwon do instructor in Australia, who told him to start training again from the white belt level (beginner level) even though he already had a black belt, reasoning that Mukiat had not trained for quite a long time. Initially Mukiat was a little disillusioned by his instructor’s advice. However, after returning home from training one day, his instructor explained to him about getting results and made him realize that it was a good philosophy to adhere to. (Maulana Yudiman)  

The Jakarta Post, May 02, 2007

Adrie Subono: A Rebellious Figure Turned Successful Promoter

JAKARTA JIVE
-
0
Adrie Subono: A Rebellious Figure Turned Successful Promoter

His name came to the fore in the Indonesian music industry following his success with bringing noted international musicians to Indonesia to perform. Indeed, music promoter Adrie Nurmianto Subono deserves kudos for his keen instinct and hard work, which also promotes Indonesia.

Born in Jakarta on Jan. 11, 1954, Adrie started to work in 1978 when he joined Klockner, a German company. “I started as an ordinary staffer in the administration department,” said Adrie in his residence in Pondok Indah, South Jakarta. There he learned a lot even though he stayed with the company for only two years.

In 1980, Adrie, who is of the opinion that one does not need vast capital to become an entrepreneur, decided to be an entrepreneur. In Adrie’s view, a true entrepreneur is an individual that can invent or create something new. And Adrie’s notion has proven right. In a span of 20 years, the medium built man has tried his hand at various businesses, ranging from trading, telecommunications to shipping and many others. His involvement in various kinds of businesses helped hone his instinct in recognizing new business opportunities.

In 1994, for example, he set up a company that promoted world-famous musicians as in his eyes showbiz is a lucrative business. Four years later, he devoted himself fully to the entertainment industry under the flag of Java Musikindo. At that time, nobody seriously took up the profession of a promoter. “In those days there were perhaps two concerts a year. But now … well, you can see for yourself.” he said.

The success of a promoter, said Adrie, depends on a strong network. If someone works professionally, this network will form by itself. When all this is done well, a promoter will have a good reputation and good references. “We nurtured these references little by little and Java Musikindo became what it is today,” he said.

Java Musikindo has successfully organized in Jakarta over 60 concerts by top international musicians. Great artists that Java Musikindo has invited here include Saigon Kick, Foo Fighters, MR Big, Alanis Morissette, Westlife, The Corrs and Maksim, to name just a few.

According to Adrie, a promoter usually establishes contact with international artists through their agents. To contact these agents, a promoter can find their addresses on various websites, which gives information about artists and their agents. Then communication is established by e-mail. One such website is www.celebrityaccess.com.

There are just nine people on the core team of Java Musikindo. However, when a concert is organized, his company involves personnel from outside Java Musikindo on an outsourcing basis. If a rock concert is held outdoors, this may involve 300 to 400 people, depending on the size of the area. When a concert is held indoors, relatively fewer people are needed to handle it.

There are many norms to heed in the music promoter business. The first step that Java Musikindo usually takes when it organizes a concert, Adrie said, is to find a suitable building for the performance. If the artist is very popular, the building must be big enough to accommodate a large number of people.

As for the tickets, the number of tickets sold should not exceed the capacity of the building in order to prevent chaos or violence from occurring. If a building has a capacity of only 10,000 people, a promoter must not sell, for example, 15,000 tickets.

“The calculation is simple. To ensure safety, one square meter can hold four people. If one square meter is occupied by six people, the place will be overcrowded,” he said.

In this case, Adrie said, a promoter must be honest when reporting to security sources. “If, for example, a promoter plans to organize a concert with an expected audience of some 10,000, he should not tell security sources that the audience will be about 4,000 people,” Adrie said.

Security sources, he went on, deploy personnel in conformity with the request of the organizing committee. If the audience is bigger than that reported, security personnel will find it difficult to handle the situation. In addition, a promoter should have a reference hospital in case there are casualties during a concert. In this way, casualties can easily be handled in the reference hospital. In the field, a promoter must also prepare enough paramedics.

Few would realize that this successful promoter was quite rebellious and obstinate when he was young. His parents sent him to Germany to continue his studies after he dropped out of senior high school. “In Germany I went to school only to take up sports such as karate and the like,” he said, chuckling.

Adrie stayed in Germany from 1970 to 1978 and became acquainted with B.J. Habibie, who become his role model. B.J. Habibie had a strong influence on Adrie. “He educated me. Even though it was not in a school, the education I got from him was quite academic. He taught me everything through practice and I understood it well,” he said.

Life is not always plain sailing, though. There were occasions when he felt down. One such time was after the JW Marriott bombing, of which he was almost a victim as the room he was in was only 15 meters from where the bomb exploded. “Luckily I was in the bathroom, otherwise I could have been killed. When I emerged from the bathroom, I found everything destroyed. The concerts scheduled then were all canceled. I was shocked and traumatized. It took quite a long time to overcome it,” said Adrie, who is married to Chrisye, an ex-model. (Iwan Suci Jatmiko)

The Jakarta Post,  April 25, 2007

Samudra Sukardi: Success with the Tiger Claw Concept

JAKARTA JIVE
-
0
Samudra Sukardi: Success with the Tiger Claw Concept

What’s in a name, asked William Shakespeare. To most people, however, a name can be very meaningful. Samudra Sukardi, CEO of Pelita Air, is an example. “‘Samudra’ means an ocean with a lot of waves,” he said, explaining the reason why his parents gave him the name. Therefore, he says, in life I always want to see something from a broad viewpoint.

He said his younger brother, Laksamana Sukardi, former state minister for state enterprises, was always a leader, something that suits the meaning of his name. “Laksamana” means admiral.

Samudra has also proven himself a successful leader of men during his career. When Garuda was looking for a new CEO, most Garuda employees backed Samudra, although in the end he failed to land the top position at Indonesia’s largest airline. Still, Samudra remains magnanimous. “For me, working anywhere is just the same. What matters to me is how to show the best performance to the company.”

In the airline sector, Samudra, a father of two, has climbed the career ladder quite fast, member in Garuda’s technical division. As the years went by, he moved from one section to another in the division. He started at the power plan section and then became an avionic engineer and after that was transferred again to the system development section. Finally, he was entrusted as the technical representative of Garuda in Los Angeles, the United States. He spent five years there and was also assigned to develop Garuda’s Overseas Purchasing Offices for Asia and the Pacific.

In the United States, he began to build relations with large airline companies such as Boeing & Douglas, as well as vendors and forwarders. “My horizons were opened and I found that to be successful you need business knowledge and sciences. So after completing my electrical engineering studies, I took up business administration and management,” said Samudra, who is married to Poppy Filsafah.

Samudra also took two master’s degrees from West Coast University in the U.S.: a Master of Management and Master of Science in Information Systems. Returning from the U.S., Samudra was named head of Garuda’s procurement division and was responsible for the procurement of all spare parts for the aircraft and engines, and fuel and ground handling equipment. Later, Samudra was named Vice President for Information Systems and was directly under the board of directors. In later years, Samudra climbed higher up his career ladder and became Senior Adviser and Assistant to the President Director of Garuda.

Then, after failing to be named president director of Garuda, PT Garuda assigned him to head PT Abacus Indonesia, a subsidiary of Garuda dealing with the ticket reservations for travel agents, and PT Wahana Garuda Purnakarya, Garuda Indonesia’s pension fund. All in all, Samudra, 51, has spent 29 years at Garuda Indonesia.

Today Samudra is the head of another airline, Pelita Air, which is also owned by the government. He assumed this position on Nov. 1, 2005. When Samudra joined Pelita Air, the company was financially bleeding. In the previous five years, it sustained losses of billions of rupiah.

In 2006, Samudra said, Pelita Air made a profit of about Rp 20 billion. “After being audited, with a number of corrections, the profit may amount to only about Rp 10 billion,” he said.

This still would exceed the target, he said. Samudra set a profit target of Rp 4 to 5 billion. The target was so low because when he joined the company, Pelita Air had sustained losses totaling Rp 41 billion. “So, actually, at the beginning my target was that I would thank God if the company could just have a positive financial condition. In fact, the target was exceeded.”

This achievement is proof that Samudra is not a sham leader who relies on the prestige of a younger brother who was once a minister. This nation should learn to view someone not for “who he is” but for “what he has done”.

Even when he was head of Abacus Indonesia, Samudra created what a One-Stop Solution for the Airline Industry. Under this scheme, travel agents and airlines can be interconnected through computers (on an on-line and real-time basis) for ticket reservations, making it easier for prospective passengers to get tickets.

All this is rooted in a concept that Samudra calls the Tiger Claw. The Tiger Claw concept is a graph that resembles a tiger claw. There are five fingers, with the little finger as the shortest. This little finger is located below the other fingers, and this illustrates the correlation between the effort made and the progress of the company in the future.

In this tiger claw graph, a newly set up company is in the position of the little finger (the shortest in length and the lowest in position). This illustrates the concept of “as is”. Then the company must continue to move up to the next finger, which is higher, by upgrading its products.

The stage of the next finger is the innovation stage. Without innovation, Samudra noted, a company will remain at the “as is” stage. Then the next finger is the portfolio. This means, he said, “The company must continue to diversify its products. This will certainly be achieved because the previous stage was the stage of innovation. Innovation will surely bring about new products.”

In the last finger, the fifth and the highest in position, the company reaches the out-of-the-box stage. At this stage, he said, a company should not concentrate only on one type of business. “We must have the courage to get out of the box to make a new line of business.”

However, he added quickly, the new line of business should still close to the nature of the company. “If the company is an airline, for example, it should not make a new line of business in music. If this happens, this is not what I mean by being out of the box,” he said. However, he also said that the airline world is not confined only to aircraft. “Building an exclusive airport is still a line of business in the business nature of an airline.”

Samudra said communication was very important in a company. “We may apply various theories and concepts of management in a company, but if the communication does not run smoothly, the company will never be successful.”

In his early days as head of Pelita Air, he said, he always held workshops with his employees as part of his communication strategy. The purpose was to obtain input from the employees. “We discussed many things, ranging from the existing problems and their solutions to the dreams of the employees. We took the gist of all these things and turned it into our common vision, mission and goal.”

Uniquely, although there are a lot of experiences and achievements to his credit, Samudra only has a simple wish for his old age. “I just want to be an ustadz (Muslim cleric),” he said, chuckling. He said there are two advantages for someone deciding to be an ustadz: safety in this world and in the next.

So, Indonesia will some day have an ustadz with a broad horizon of mind, in religious knowledge, in leadership skills and in the business science. This is not because he happens to be called Samudra, but because he used to be the CEO of various companies. May your dream come true, Pak! (Arif T. Syam)

The Jakarta Post, April 18, 2007

Michael D. Ruslim, Captain of a Huge Ship: Astra Group

JAKARTA JIVE
-
0
Michael D. Ruslim, Captain of a Huge Ship: Astra Group

Looks can be deceiving, so never judge a person from their appearance, such as from their clothing, footwear, glasses or hairstyle. Many important and powerful people dress simply, just like regular people. This applies to Michael D. Ruslim, chief executive officer of the Astra Group, one of Indonesia’s business giants in control of dozens, if not hundreds of companies, ranging from automotive companies to oil palm plantations and employing no fewer than 120,000 people.

The figure could be three or four times more than that if vendors of vehicle components, authorized workshops and retailers selling Astra’s products were taken into account. Thus Michael could be considered the captain of a huge ship.

Despite his high position, Pak Michael, which is how his employees and fellow directors address him, remains modest in fashion and in word. “I’m but just one of Astra’s components,” said the executive, who earned a Bachelor of Science degree in industrial engineering from the University of California at Berkeley, U.S., and an MBA in finance and operations research from the University of Wisconsin, Madison, U.S.

Upon the completion of his MBA program in the U.S., Michael returned to Indonesia and worked at Citibank NA, Jakarta from 1978 to 1983. His last position at the foreign bank was Investment Banking Division head. Then he moved to Astra and was placed in the company’s finance division. Michael said, however, that he never dreamed of being appointed the top gun in this highly diversified business group.

His observant mind, perseverance and agility were already apparent early in his career. While he was at Citibank, for example, Michael, who was born in 1953, already had a far-reaching vision about his future. If he remained at Citibank, the highest position he could possibly attain would be the second position as the top position would always go to an expatriate. “And at that time I wanted to work only in Indonesia, so I looked for opportunities outside of Citibank,” he said.

His decision to move to Astra proved wise. The finance division where he was placed was directly involved in the restructuring of Astra in the early 1980s. Om Willem, then the owner and top leader of Astra International (AI), was developing his business in the financial, agricultural, manufacturing and infrastructure sectors. “I was part of this business development,” Michael said.

Michael dealt well with every challenge that came his way. He felt at home at Astra despite the many challenges he faced because of a favorable working environment and strong teamwork. One of the major challenges that AI faced during the financial crisis of 1997-1998 was mounting debts of US$1 billion while the sales of motorcycles and automobiles dropped substantially. “But with our strong fighting spirit as a solid team, we continue to overcome adversity even today,” he noted.

Another thing that has shaped Michael into the person he is today is the corporate values of this group. He has carefully observed the ups and downs of AI’s business over the last 30 years, during which the company’s shareholders have been replaced several times. “This experience shows me that Astra has a good working pattern, cultural foundation and philosophy,” said Michael, a father of two and an avid reader.

Michael was referring to the company’s Sapta Dharma philosophy. AI used to run various types of businesses but later decided to focus on just four areas. The first area is the automotive chain, from the upstream part of the business to its downstream part, namely from auto parts to auto finance and insurance, including Toyota Astra Finance and Astra Buana. “AI’s business in automotive is focused on distribution and manufacturing. There are no automobiles with an Astra trademark, though,” said Michael.

The second area is agribusiness, with Astra Agro Lestari as the spearhead. The third area is mining, spearheaded by United Tractor, which sells tractors and heavy-duty equipment for the mining, forestry and infrastructure industries. It also sells mining services. Under the flagship of Pama, this mining part of the group controls a major share of the Indonesian market (40 percent). “Pama does not control any mining sites but if there are opportunities, AI could buy them,” Michael said.

AI is also involved in infrastructure such as toll roads and water. In this respect, AI is motivated by a desire to help the government build the country’s economy. AI’s involvement in infrastructure is relatively recent, though. “We try to learn from the Tangerang-Merak toll road, which is operational, and also from Palyja clean water,” said Michael. “We have bought both in the context of preparing our competence in infrastructure and gathering experience in this field.”

This year AI celebrates its golden anniversary but the group did not go all out to celebrate owing to the occurrence of various disasters, such as floods and earthquakes, for example. When asked in what direction he would take AI in the future, Michael said, “I don’t have any personal ambition but as a CEO, basically I will try to honor the trust given me. I will try to build Astra just like Om Willem did before.”

On his management style he said, “I would like to see continuity but certainly it is not a status quo. When there is continuity, we have to keep abreast of changes. I have the responsibility to bring AI to the next stage so that AI can quickly develop and be something like a banyan tree that shelters many people.”

AI principles, he added, are supported by the 3 Ws, namely a winning concept, a winning system and a winning team. To make all the plans come true, Michael stresses the significance of communication, especially two-way communication. Communication is important in social and organizational relations as well as in relations with fellow principals. “Communication allows us to understand the other party. It helps us understand why someone asks for this or that. Perhaps we won’t come to an agreement but at least we understand each other,” Michael said. “Understanding leads to trust,” he added.

Aminuddin, senior vice president and corporate secretary of AI, confirmed that Michael always stresses the significance of communication. “He always says ‘If our employees do not understand, how can we reach our target?'” Aminuddin said, quoting his CEO.

To ensure there is two-way communication, Michael holds a meeting of the AI board of directors twice a week. These meetings discuss things related to business strategies. Michael also tours the regions, visiting AI’s branch and sub-branch offices, two to four times a year. In his regional tours, Michael, who takes along a core team of directors, meets employees and conveys to them the company’s vision, mission and plans.

Another principle that Michael strongly adheres to is that he always works under one system. “This principle also conforms to the Japanese culture, which believes that plans are important and can be implemented,” he said.

Michael maintains that there are problems with any position but it all depends on the attitude of the individual coping with the problems. When the government decided to raise fuel prices, for example, the public’s purchasing power became weaker. Then there were also problems when the Toyota and Daihatsu principals opted for restructuring. However, nothing specific has caused difficulties for Michael. He faced all these problems unwaveringly and resolutely.

“We must try but we also must let God decide. That’s why I try not to get stressed or I could make the wrong decisions,” said Michael, who, regarding this principle, acknowledged the influence of Subagyo Wiroatmodjo, his first superior. Michael learned how to analyze a problem from Subagyo so that other people could understand it and help solve it. In the 1980s, Michael used to exchange ideas with Edwin Soeryadjaya, one of the children of AI’s owner, Om Willem, who was also his friend and partner.

Michael also specifically mentioned Teddy P. Rachmat, former AI president director, who always stuck by him whenever they had to agree on an important step to take. From someone far senior to him in Citibank, he learned about the courage to make a decision or take a stance. (Lily G. Nababan and Ardimas Sasdi)

The Jakarta Post, April 4, 2007  

Orie Andarie Sutadji: Taking Care of 35 Percent of the Population

JAKARTA JIVE
-
0
Orie Andarie Sutadji: Taking Care of 35 Percent of the Population

PEOPLE should never be judged by their age but in a holistic manner — spirit and mental agility. Orie Andari Sutadji, the president director of PT ASKES (Persero), is a striking example of this. It would appear that Orie never runs out of energy. She is seen as being so determined that colleagues have nicknamed her the “Iron Mare” after Britain’s “Iron Lady”, Margaret Thatcher.  

Luckily Orie is fond of horses and horse ornaments of various sizes and materials are scattered throughout her spacious office. Her stamina makes it apparent that the Ministry of Health made no mistake in appointing Orie to manage state-owned PT ASKES health insurance firm. The company provides health insurance to around 14 million civil servants, pensioners, members of the Indonesian Military/Police Force, veterans and 1.5 million private sector workers and their families.  

Today PT ASKES, which has millions of participants, needs someone not only knowledgeable about health matters and insurance but who is also reliable and has strong leadership skills. The giant task became even greater recently when the government assigned PT ASKES to handle health insurance for the country’s 60 million poor people.

Therefore, Orie could be viewed as the CEO of an insurance company with the biggest number of participants in Indonesia (over 74 million people or about 35 percent of the country’s population.)  

All these health insurance participants are served by just 2,300 employees in 12 regional offices, 92 branch offices and 204 offices in regencies all over Indonesia. To overcome the shortage of human resources, PT ASKES recruits temporary employees, especially to deal with the poor.  

How does Orie deal with this challenge? “Initially, honestly speaking, I was worried,” said Orie, a mother of three, when reminiscing about her first days as director of general affairs of PT ASKES. She was worried not because she was afraid but because, “I was worried I would not be able to meet the government’s expectations.”  

Her worries were understandable because how pensioners fare lies in her hands. If she were to fail, it would affect millions of people. Her concerns were even more understandable given the fact that she was just a bureaucrat and PT ASKES had just been transformed from a state corporation to a limited liability company. “To manage a limited liability company, you need the spirit and enthusiasm of a professional, just like leading a profit-oriented private company,” she said, explaining that the greatest challenge was to transform her own paradigm and that of the people around her.  

To this end, as her initial step, Orie revamped the human resources system in PT ASKES. First she changed the human resources assessment system usually adopted at government ministries and state-owned enterprises. The assessment method, which used to be based on rank or position, is now more complex as it encompasses an employee’s competence and performance.  

This system helped Orie decide which people would remain at PT ASKES and who would be returned to their former ministries or accept early retirement. A number of employees protested her new policy, but Orie was firm in her decision. “I solved this problem by means of a golden shake hand,” said Orie, a 1974 medical graduate from Semarang’s Diponegoro University.  

Thanks to her perseverance and other basic changes — Orie later received the Prof. AM Kadarman Award (in the category of Strategic Leader of Change in Market Development) from her alma mater, the IPPM institute of management, in 2006. She also introduced a new salary system at PT ASKES. “Competence helps determine a person’s salary, meaning that salary is no longer based on position alone,” said Orie, who was born in Purwokerto on Oct. 29, 1947.  

Employees of PT ASKES now also have the opportunity to join a number of educational institutions. Under the new scheme, employees are paid according to competence and performance. This has borne fruit for Orie, who is still full of optimism and enthusiasm, and has seen her remain at the helm of PT ASKES for over 14 years, even though she should have retired in 2005 when she was 58.  

Orie, who is married to Sutadji, said music brought balance to her life, which is filled with routine activities. “Sometimes I have missed things, like the times when I should have been with my children when they needed me,” she said.  

However, she says it had a positive impact as it also made her children independent and they learned to solve problems on their own. Orie is successful in managing not only the company but also her family. She said she learned a lot from her mother, Soejati, in matters related to family management and firmness, and carefulness in taking action from her father, Soedirman Partosoepeno, a police officer who became a businessman later in life.  

Regarding corporate management, Orie, who loves reading, said she did not adhere to any particular method. “I admire Steven R. Covey with his 7 Habits and 8 Habits or Philip Kotler, the world’s marketing guru, but still we have to adjust these theories with the real conditions in Indonesia and with the character of Indonesians,” she explained.  

When asked for her opinion on how Indonesians view life, she said she was concerned that Indonesians did not pay attention to health and insurance matters. She is also worried about the lack of standardization in medical services, medical therapy and hospital rates. “This absence of standardization has led to high costs in the health sector as an unnecessary examination, for example, can be forced upon a patient. Some doctors write a prescription for expensive drugs even though cheaper drugs are available,” she said, partly blaming poor public awareness about health matters.  

Orie expressed hope that PT ASKES would lead to the emergence of national health insurance in Indonesia. “I hope health insurance for all will one day no longer be a dream,” said Orie, a lover of light jazz.  

As to her retirement years, Orie said she plans to continue contributing her ideas about health and health insurance. “Perhaps I will teach,” she said, adding that she had never aspired to be in the health or medical sector. “I used to dream about being an architect!” said Orie.  

What about a president director? “I was born and bred in the small town of Kebumen in Central Java. I didn’t even dare dream about going abroad, let alone of being a president director!” she said. C’est la vie, Madame! (Arif T. Syam)  

The Jakarta Post, March 28, 2007

1...323324325...327Page 324 of 327

Editor Picks

Must read

Popular categories

Cyber Media Guidelines
- Advertisement -spot_img

Copyright © 2011 - 2021 Jakarta Jive, All Right Reserved