#1 Facebook
#2 Amazon
#3 Apple
#4 Google
#5 Huawei
#6 First Solar
#7 PG&E
#8 Novartis
#9 Walmart
#10 HP

Pengelompokkan rangking juga dilakukan berdasarkan kelompok industri. Siapa 10 yang pertama dari setiap industri berikut ini?
Advertising & Marketing, Architecture
Biotech
China
Consumer Electronics, Consumer Products
Defense, Design
Energy
Fashion, Food
Gaming
Health Care
India
Media, Mobile
Music
Retail
Sports
Technology, Transportation
Web

Menarik untuk mengetahui lebih lanjut mengapa mereka masuk dalam kategori perusahaan inovatif. Pertanyaannya: mengapa mereka inovatif? Di mana saja poin-poin inovasi mereka? Apa yang kita (baca: perusahaan-perusahaan di Indonesia) dapat pelajari dari apa yang telah mereka lakukan? Hal apa lagi yang menarik untuk disimak dan dipelajari dari 50 perusahaan paling inovatif tersebut? Avanti Fontana dan Narasumber akan mengulasnya lebih jauh dalam beberapa episode Program Avanti Fontana on QTV.

Salah satu contoh adalah Facebook:

<> [http://www.fastcompany.com/mic/2010/profile/facebook]

Program Avanti Fontana on Q ditayangkan setiap Selasa jam 22-23 WIB di QTV/FirstMedia dan dapat diakses via www.qchannel.tv.

Avanti Fontana on Q
Creating Value through Innovation

INFO BUKU INOVASI

INNOVATE WE CAN! How to Create Value through Innovation in Your Organization and Society
Manajemen Inovasi dan Penciptaan Nilai
Buku dalam Bahasa Indonesia (Book in Indonesian)
Penerbit: Gramedia Widiasarana Indonesia
Tebal: xxviii + 316 halaman
Ukuran Buku: 16,5 x 23 cm
ISBN: 978-979-02-5671-2
Beli/Pesan-Kirim: TB Gramedia, Leksika, dll./SMS 0813-1862-1970, buku[at|avantifontana.com

What is innovation?
Jadi apa itu INOVASI? Inovasi adalah keberhasilan ekonomi berkat adanya pengenalan/penerapan teknologi (cara mentransformasi input menjadi output) atau kombinasi teknologi yang sudah ada dalam mentransformasi input menjadi output sehingga menghasilkan perubahan besar atau drastis dalam hubungan antara nilai yang dipersepsikan oleh konsumen atas kegunaan atau manfaat suatu produk (barang/jasa), disebut NILAI GUNA, dan nilai moneter yang ditetapkan produsen dan dikenakan kepada konsumen dan/atau pengguna.

Innovation & Coaching
Individu, perusahaan (organisasi) bahkan negara perlu, bahkan harus, berinovasi agar mereka dapat menciptakan NILAI GUNA yang semakin besar bagi orang-orang yang dilayani, baik itu dalam hubungan antarmanusia dalam organisasi, dan baik itu bagi konsumen produk-produk yang produsen hasilkan, maupun bagi masyarakat suatu negara RELATIF terhadap nilai moneter barang/jasa yang ditawarkan. Dengan produsen berinovasi, konsumen atau individu, atau masyarakat yang dilayani akan selalu memiliki SURPLUS KONSUMEN. Fokus pada siapa-siapa yang DILAYANI pada akhirnya akan diharapkan membuahkan hasil bagi yang MELAYANI sebagai konsekuensi logis. Yang melayani atau kita sebut produsen akan menikmati NILAI TAMBAH. Inovasi yang berhasil secara ekonomi (yang menariknya merupakan hasil proses inovasi yang sungguh sosial yang melibatkan konsumen sejak dari awal proses penciptaan nilai yang selayaknya didukung oleh ketersediaan sumberdaya berdayaakses global) mampu meningkatkan nilai tambah secara signifikan. Lalu apa itu coaching?

Challenges:
Tantangannya:

1. Bagaimana berinovasi yang sukses secara ekonomi dan sosial? How do we innovate successfully?

2. Bagaimana menatakelola inovasi agar berhasil secara kinerja ekonomi & sosial, tidak saja teknis dan komersial? How do we management our innovation to achieve our goals and purpose?

3. Jenis atau dimensi inovasi apa yang sebaiknya dilakukan oleh individu atau perusahaan (organisasi), setelah mempertimbangkan faktor-faktor dalam dan luar dari individu atau organisasi? What types of business innovation should we pursue?

4. Iklim organisasi yang bagaimana yang cocok agar inovasi berjalan baik? Dan bagaimana cara menciptakan iklim tersebut bila iklim itu belum dimiliki organisasi? How do we create a conducive innovation climate?

5. Apakah perusahaan saya perlu berinovasi? Jika ya, dan belum melakukannya, bagaimana melakukannya? Apa-apa saja yang perlu dilakukan? Apa prinsip INOVASI dan apa prinsip MANAJEMEN INOVASI yang perlu diperhatikan dan dijalankan? Do we need to innovate? What to do to innovate? What principles should we respect?

6. Bagaimana menghasilkan produk berkualitas dengan biaya murah? How do we create high quality products and low cost?

Pertanyaan 1-6 tersebut barulah beberapa tantangan yang dapat dihadapi individu atau organisasi dalam melakukan inovasi.

Saya menyarankan pendekatan Coaching for Innovation (COFI) untuk diterapkan dalam menjawab tantangan-tantangan dalam perusahaan atau organisasi dan individu melakukan inovasi. Ia juga pendekatan yang dapat digunakan untuk pendampingan dalam mempertahankan dan meningkatkan kinerja inovasi yang sudah baik dalam organisasi dengan klien individual atau klien kelompok.

COFI artinya menggunakan pendekatan COACHING oleh seorang atau lebih Coach Profesional; status coach profesional ini bisa berada dalam organisasi sebagai salah satu manajer dalam organisasi yang melakukan inovasi atau ia berada di luar organisasi. Sesi-sesi coaching dilakukan untuk mendampingi klien organisasi atau klien individu dalam mencapai target organisasi dan individu.

COFI perlu dilakukan dengan diawali oleh pelaksanaan DISCOVERY SESSION(S) dalam pertemuan antara klien dan coach profesional dan disusul oleh sesi-sesi COACHING yang bersifat diagnosis; disesuaikan dengan kebutuhan klien.

Dalam praktiknya, COFI dapat dikombinasi dengan jenis coaching yang lain. Hal ini merupakan hasil pertemuan dan kesepakatan antara klien dan coach pada saat Discovery Session(s) dan perkembangan setelah sesi tersebut.

Sesi-sesi Coaching for Innovation saya namakan IM-ED™ SESSIONS Tipe A-B-C-D. Versi Beta IM-ED™ SESSIONS Tipe A-B-C-D dirancang pada tahun 2008. Sesi Tipe-A-B-D diberikan dalam bentuk workshop sessions berdurasi 60 menit per sesi. Sesi Type-C (MAIN MENU COACHING FOR INNOVATION) diberikan dalam bentuk coaching sessions berdurasi 45 menit per sesi. Sesi Tipe A-B-C-D dilayani oleh Certified Facilitators & Certified Coaches.

Coach dapat menyarankan kepada klien organisasi/korporat atau individu untuk mengikuti sesi-sesi Tipe-A (warming-up or review sessions for Coaching for Innovation) sejauh dibutuhkan. Analisis kebutuhan dilakukan saat Discovery Session(s).

Dalam pendekatan Coaching for Innovation ini, klien wajib mengikuti sesi Tipe-B dan Tipe-C, sedangkan opsional untuk sesi Tipe-A dan Tipe-D.

Type-A: Introductory Sessions

A1. Coaching for Innovation & Management
A2. Coaching for Education & Development
A3. Principles of Innovation
A4. Innovation Management
A5. Principles of Innovation Management
A6. Innovation Value Chain
A7. Business Innovation
A8. Innovation Climate
A9. Innovation Performance

Type-B: Diagnostic Sessions

Dalam sesi tipe ini, klien didampingi coach dan fasilitator melakukan diagnosis kebutuhan dan ruanglingkup Coaching for Innovation sehingga pada akhir sesi-sesi Tipe-B klien bersama coach dapat memutuskan target pelaksanaan Coaching for Innovation.

Type-C: Coaching for Innovation

Ini adalah Menu Utama dalam Coaching for Innovation; menindaklanjuti hasil sesi Tipe-B.

Type D: Education & Development

Tipe sesi ini dirancang untuk formasi Certified Coach. Pelaksanaannya melibatkan institusi resmi penyelenggara formasi Certified Coach.

Avanti Fontana
Coach for Innovation

Apakah deskripsi di atas cukup jelas menggambarkan Coaching for Innovation?

Mengingat perlunya bekerjasama lintasfungsi dan disiplin, IM-ED™ Coaching menyambut para coach dan fasilitator profesional yang berminat untuk bergabung menjadi Mitra IM-ED™ Coaching.

Articles on Innovation published in Harvard Business Review (HBR), e.g.,

Leonard, D., & Rayport, J.F. Spark innovation through empathic design. HBR November-December, 1997. (”What customers can’t tell you might be just what you need to develop successful new products.”)

Hargadon, A., & Sutton, R.I. Building an innovation factory. HBR May-June, 2000. (”The best innovators aren’t lone geniuses. They’re people who can take an idea that’s obvious in one context and apply it in not-so-obvious ways to a different context. The best companies have learned to systematize that process.”)

Ulwick, A.W. Turn customer input into innovation. HBR January, 2002. (”Lots of companies ask customers what they’d like to see in new products and services—but they go about it all wrong. A new methodology for capturing customer input promises to galvanize the innovation process.”)

Drucker, P. The discipline of innovation. HBR August, 2002. (”In business, innovation rarely springs from a flash of inspiration. It arises from a cold-eyed analysis of seven kinds of opportunities.”)

Hammer, M. Deep change: How operational innovation can transform your company. HBR April, 2004. (”Breakthrough innovations in operations—not just steady improvement—can destroy competitors and shake up industries. Such advances don’t have to be as rare as they are.”)

Moore, G.A. Darwin and the demon: Innovating within established enterprises. HBR July-August, 2004. (”Innovation comes in many forms—products, processes, marketing, business models, and more. Which kind should you be pursuing? It depends: Where are you in your product category’s life cycle?”)

Kim, C.W., & Mauborgne, R. Value innovation: The strategic logic of high growth. HBR July-August, 2004. (”What separates high-growth companies from the pack is the way managers make sense of how they do business.”)

Hamel, G. The why, what, and how of management innovation. HBR February, 2006. (”Over the past century, breakthroughs such as brand management and the divisionalized organization structure have created more sustained competitive advantage than anything that came out of a lab or focus group. Here’s how you can make your company a serial management innovator.”)

Huston, L., & Sakkab, N. Connect and develop: Inside Procter & Gamble’s new model for innovation. HBR March, 2006. (”Procter & Gamble’s radical strategy of open innovation now produces more than 35% of the company’s innovations and billions of dollars in revenue.”)

Kanter, R.M. Innovation: The classic traps. HBR November, 2006. (”Every few years, innovation resurfaces as a prime focus of growth strategies. And when it does, companies repeat the mistakes they made the last time. Here’s how to avoid those errors.”)

Christensen, C.M., Kaufman, S.P., & Shih, W.C. Innovation killers: How financial tools destroy your capacity to do new things. HBR January, 2008. (”Most companies aren’t half as innovative as their senior executives want them to be (or as their marketing claims suggest they are). What’s stifling innovation? There are plenty of usual suspects,..”)

Iyer, B., & Davenport, T.H. Reverse engineering Google’s innovation machine. HBR April, 2008. (”Every piece of the business plays a part, every part is indispensable, every failure breeds success, and every success demands improvement.”)

Bettencourt, L.A., & Ulwick, A.W. The customer-centered innovation map, HBR May, 2008. (”By thoroughly mapping the job a customer is trying to get done, a company can discover opportunities for breakthrough products and services.”)

Books on Innovation, e.g.,

De Meyer, A., & Garg, S. 2005. Inspire to innovate: management and innovation in Asia. Plagrave Macmillan.

Prahalad, C.K., & Krishnan, M.S. 2008. The new age of innovation: Driving cocreated value through global networks. McGraw-Hill.

The fever of the 2009 direct Presidential election is rising in Indonesia. Preparations for the campaign and the search for candidates have been intensifying. Many surveys have been carried out to find the most popular candidates. Experience from the first direct Presidential elections, and many regional elections throughout the country, has shown that popularity became the most decisive factor in electoral victory. Not surprisingly, celebrities have better chances of winning in the elections regardless of their development paradigms. Unfortunately, little work has been done on the development paradigms themselves. Democracy means educating citizens to see beyond popularity and getting them to discuss development paradigms.

What kind of development does Indonesia need? Was the economic growth rate of 6.32 per cent in 2007 too low or too high? What is the basis of evaluation? These are not easy questions. They are not even mentioned in any textbook on development studies since the texts are usually decades behind current reality. Indonesia now is very different from Indonesia 40 years ago and even 10 years ago. It is encouraging that Indonesian scholars have begun to share views on what development paradigms Indonesia should adopt. This effort is commensurate with one of the studies ISEAS is currently doing: on the quest for suitable development paradigms for Indonesia. The results of the study will be disseminated to a wide Indonesian audience so that it can influence campaigns for the election of the President and the Vice-President. A better Indonesia resulting from more suitable development paradigms will also mean a better ASEAN and the world. Hopefully, any candidate for President/Vice-President will benefit from the ISEAS effort.

As a beginning, ISEAS is collaborating with scholars from the Faculty of Economics at the University of Indonesia. ISEAS will conduct a one-day conference on “A Quest for Development Paradigm for Indonesia: Micro and Managerial Perspectives.” The emphasis of this conference is on perspectives from microeconomics, management and business, approaches that are frequently neglected in public debates on Indonesian economic development. On the other hand, Indonesia needs excellent entrepreneurs, innovators, managers, and leaders. Therefore, one of the emerging paradigms is the need for Indonesian policy-makers to strengthen micro and managerial perspectives of economic development.

Three Indonesian scholars and three Indonesian top-level business leaders will be the speakers at the conference. The scholars are lecturers at the Faculty of Economics, University of Indonesia, with management as their expertise. The business leaders are currently working for their doctorate degrees at the Faculty of Economics, University of Indonesia. In addition to the speakers and moderators, the conference also expects active discussions by participants.

You are cordially invited to attend the conference. It is free and on a first-come, first-served basis. Seats are limited. Please register to Karthi at karthi@iseas.edu.sg. If you happen not to be able to attend the conference after registering, we will appreciate very much if you could inform us.

The programme of the conference is as follows:

Programme

09.00-09.15: Welcoming Address

09.15-09.30: Objective and Plan of the Conference
Dr. Aris Ananta, Coordinator of the Conference

Banking Industrial Structure
Chairperson: Dr. Denis Hew, Senior Fellow, Institute of Southeast Asian Studies, Singapore

09.30 – 10.00 Dynamics of Banking Industrial Structure and Implications for Industrial Stability
Dr. Bambang Hermanto, Head of the Department of Management, Faculty of Economics, University of Indonesia

Bambang Hermanto uses an industrial organization approach to analyze the structure, dynamics, and performance of the banking industry against industrial stability and strategic risk. Hermanto uses banking financial reports of the Central Bank (Bank Indonesia), including data from all commercial banks in Indonesia for the periods September 2000 (156 banks) until May 2006 (131 banks). His finding demonstrates that the Indonesian banking industry is still in a stable condition, as normal competition has not yet occurred. In terms of asset measurement and performance, however, tight competition is found to be discrete within the inter sub-industry. The tight competition exists in the medium sub-banks. The research also shows that the declining number of banks within the industry has been followed by lower concentration indices as well as a decreasing market share of the 15 large banks.

State Owned Enterprises and Public Service Institutions

Chairperson: Dr. Denis Hew, Senior Fellow, Institute of Southeast Asian Studies, Singapore

10.00-10.30 Ownership Reforms: Do They Matter? A Study of the Privatization of Indonesia’s State Owned Enterprises
Dr. Viverita, Lecturer at the Faculty of Economics, University of Indonesia

State-owned enterprises (BUMNs) have received much attention in Indonesian economic development because they are expected to contribute to the nation’s economy, though they are also subsidized by the government. Not surprisingly, the BUMNs must secure good economic outcomes as well as high financial and productivity performance. Otherwise, they will not be sustainable. To achieve these goals, the Indonesian government launched a privatization policy by selling parts of the government ownership in some of the BUMNs through public offerings and private placements. However, Viverita Yosman has found evidence that, so far, there have been no significant changes in the BUMNs’ performance in the privatized firms. Yosman also examines whether the government policy to privatize some of the state firms (BUMNs) was appropriate.

10.30-11.00 Break

Chairperson: Dr. Lee Poh Onn, Fellow, Institute of Southeast Asian Studies, Singapore

11.00-11.30 The Role of Knowledge Management in the Public Service: A Case Study in PT PLN (Persero)-State Electricity Company, Indonesia
Mr. Manerep Pasaribu, Director of PLN (State Electricity Company), Province of East Nusa Tenggara; Ph.D candidate in Management, Faculty of Economics, University of Indonesia.

Since the beginning of the 1990s, the public organization has been facing stronger demands to perform better. Yet, progress has not been as expected. At the same time, best practices have been expected to be the base to create effective public services. Manerep Pasaribu focuses his presentation on the distribution, replication, and re-use of best practices in organization units of PT PLN (Ltd.), the Indonesian State Electricity Company. Pasaribu utilizes a knowledge-management approach to identify factors affecting the effectiveness of best practices application to all levels of the organization. He addresses several types of influence on an organization’s performance: knowledge type, collaboration, adaptation, strategic leadership, transfer implementation, knowledge-sharing, and practices transfer.

Innovation and Development
Chairperson: Dr. Lee Poh Onn, Fellow, Institute of Southeast Asian Studies, Singapore

11.30-12.00 An Evaluation of Indonesia’s National Innovation Systems: A Case Study of the Telecommunication Industrial Cluster
Mr. Didit Herawan, Country Director/General Manager of Motorola Home & Networks Mobility. PhD candidate in Management, Faculty of Economics, University of Indonesia.

Innovation has turned out to be an increasingly significant factor in the competitiveness of firms, the prosperity of nations and economic growth. In the past two decades, the use of National Innovation Systems (NIS) approach to analyze the development and sustainability of an industry has been receiving more attention. The implementation of this approach depends on the specific situation of the country, region, city or industry. At a higher level, Didit Herawan evaluates different stages of NIS development in Indonesia, where the notion of NIS has been discussed in various forms since the beginning of 1998. Herawan uses the traditional framework of NIS as a point of reference to guide the corporation. His observations show NIS has not been implemented well. The study leads to an improvement of the current NIS model and calls for research to develop a more robust model.

12.00-13.0 Lunch

Chairperson: Yohanes Eko Riyanto, Assistant Professor, Department of Economics, National University of Singapore, Singapore

13.00-13.30 The Role of Intuition in Accelerated Product Development in Food Industry in Indonesia
Ms. Pepey Riawati Kurnia, a former Product/ Project Manager at Primafood International Ltd., Charooen Popkphand Group of Companies. PhD candidate in Management, Faculty of Economics, University of Indonesia.

In the midst of tightening competition, managers must make risky, quick and accurate decisions. To do this, they often rely on their intuition, built from their cumulative experiences in the market. A manager said that 70 per cent of his decisions were based on intuition and a willingness to take risk. The best decisions are based on both analysis and intuition. Pepey Riawati Kurnia discusses this issue, using the Indonesian food industry as her case study. The industry has been growing annually at about 6 per cent for all kinds of food, with strong demand from both domestic and international markets. It is no wonder that many businesses have entered the market. She analyzes how intuition contributes to decision-making in this promising business in Indonesia.

Chairperson: Yohanes Eko Riyanto, Assistant Professor, Department of Economics, National University of Singapore

13.30-14.00 The Linkages between Innovation and Economic Development: Initiatives to Empower Society’s Entrepreneurship and to Build National Competitive Advantages
Dr. Avanti Fontana, Lecturer at the Faculty of Economics, University of Indonesia

Avanti Fontana highlights the link or relationship between innovation and economic development. Innovation is seen as the generator for Indonesian development and growth. Fontana discusses the importance of innovation at the societal level, the organizational level, and the individual level. She also examines the urgency and importance of implementing innovation at the societal level via creative entrepreneurship, micro-financing, conducive regulations for entrepreneurship, and the revival and the increasing number of micro, small, and medium enterprises as the engine for Indonesian economic development and growth. She places the discussion in the context of Indonesian firms and people living in Indonesia. She also investigates the role of innovation (at various levels of units of analysis) for Indonesian economic development and growth. Finally, she emphasizes the micro and managerial paradigms in policy-making in Indonesia.

14.00 – 14.30 What are the Paradigms?
Dr. Aris Ananta, Coordinator of the Conference

Aris Ananta will discuss some interesting findings from the conference. He will also invite inputs from all participants on the follow-up to the conference and other agendas on the study of the quest for development paradigms in Indonesia.

14.30-14.45 Closing Address

(Blog content from Dr. Aris Ananta - AF260208)

Avanti Fontana

On 15 November 2007, Avanti Fontana’s article was published in Investor Daily, p. 4, under the title “Perubahan Iklim dan Penggerak Kehidupan.” The Editor highlighted: [Translated, “Universities have duties to help creating innovators and to create the campus to be the center of civilization.”]

On 16 November 2007, Avanti Fontana’s article was published in Investor Daily, p. 4, under the title “Perubahan Iklim dan Kesuksesan Ekonomi.” The Editor highlighted: [Translated, “The source of current and future economic success is in the domains of creation and innovation. in the future Sumber keunggulan kehidupan ekonomi dan bisnis dunia di masa depan berada dalam ranah kreasi dan inovasi. The external changes need internal changes. The changes, firstly, must come from within.”]

On 28 November 2007, ISEAS (www.iseas.edu.sg) is organizing a seminar with topic UNDP HUMAN DEVELOPMENT REPORT 2007/2008, theme: “Fighting Climate Change: Human Solidarity in a Divided World.”

(Current Posting: 19 November 2007 - 31 December 2007/AvantiFontana.com™)