Oging Satrio Kusumo, Managing Partner
For more than 40 years, advisory services firm AndrewTani & Co. has gained an understanding of the human psyche that remains unchallenged in the market. “To be honest, we were wary that our paradigms and solutions for leadership and organizational development would become obsolete with the onset of the digital economy. But in reality, we became more relevant over time,” says Oging Satrio Kusumo, Managing Partner of AndrewTani & Co. Be it understanding and influencing human behavior and social dynamics or drawing insights from the exponentially growing data, AndrewTani & Co. has managed to stay one step ahead of the market developments. With such capability, the company has enabled its clients with sustainable change and consistent business growth.
At the core of AndrewTani & Co.’s capabilities is their proven digital mindset framework that allows companies to balance business optimization and agile innovation. Digital mindset achieves this feat by combining the two complementary and productive yet seemingly contrary conditions—the present-day VUCA (volatile, uncertain, complex, ambiguous) and the previous industrial economy idea SECU (stable, expected, complex and understandable). Some of the world’s largest family- and state-owned business enterprises, public companies, government agencies, and the faith-based NGOs leverage AndrewTani & Co.’s digital mindset to achieve organizational development.
In the business context, agility has three necessary attributes—speed, flexibility, and doing the right thing.
This is where idea meritocracy becomes indispensable. Idea meritocracy can be practiced only when the enablers of trustworthiness, solidarity, honesty, and open-mindedness are earned, stoked, and nurtured by the leader and members of a team. AndrewTani & Co. has been building a set of proprietary solutions suite termed Orbex Management Wisdom, which is based on ‘Organizing for Business Excellence,’ a paradigm for shaping, aligning, and attuning organizations.
Behind every chronic pain point is an individual failing at work, or a collection of individuals who are not working well together, in a team or across teams. “We use analytics to validate what executives think and tell us is the source of such a problem,” states Oging. The company leverages Orbex Digital Scorecard (a key element of Orbex Management Wisdom) to gain insights on how workers fare in supporting the senior leaders in cultivating a winning team culture that is customer-focused. The Orbex Personal Effectiveness Scatter Diagram then portrays the personal effectiveness scores of all team leaders, measured using our proprietary Quality of Management & Leadership Index (QMLi). The four degrees of performance sustainability—optimum sustainability, unstable success, on-track execution, and danger zone—can be indicated when QMLi scores are plotted against KPI achievement or similar results indicators. These scores heighten self-awareness among the team members that aid the leaders in improving performance.
A case in point, one of ASEAN’s most admired companies, approached AndrewTani & Co. to identify the reason behind the issues in their total quality control (TQC) management system. Despite having able employees, the company was failing to promote the central tenet of TQC—respect for an individual. Andrew and his team designed a sheep-dip training program that heightened self-awareness of the client’s team leaders and introduced a new leadership style of “managing by the head and leading by heart to build winning teams for increased productivity,” adds Oging.
Under the new leadership of Oging, AndrewTani & Co. will be outgoing and even more aggressive in introducing our capabilities to the marketplace. “We are interested in exploring licensing agreements with overseas management service firms who think that their markets would have a demand for the HR analytics that were described earlier,” concludes Oging.