| |FEBRUARY 202519What were the key challenges you faced when establishing yourself as a successful leader, and how did you overcome them to become a successful professional?A significant challenge I faced in establishing myself was during the period when the organization needed to shift its work culture from being marketing-centric to operation-centric. The marketing-centric approach was based on the assumption that having a strong brand and strong promotional relationships would automatically drive sales growth.However, the need for an operation-centric work culture arose when regulators redefined generic products as commodities, which are easily interchangeable. In this scenario, the principal must ensure consistent product availability at every distributor branch while adhering to the government's price-controlled procurement system.Managing a business with generic products categorized as commodities demands that the team carefully monitor products from the distributor's warehouses all the way through to their sale to end clients. Furthermore, we must comply with stringent technological and regulatory standards, especially in terms of the traceability, tracking, and control measures imposed by regulators. The extended duration of the stock placement and the ongoing monitoring until products are sold means that the principal must have the financial resources necessary to guarantee product availability at all distributor branches across Indonesia's provinces. In some instances, subsidized financial programs are essential to facilitate collaboration and ensure that products are absorbed by clients.To successfully implement an operation-centric work culture, the principal team must collaborate closely with the distributor's sales team to strengthen our connection with their clients. In support of our internal marketing efforts, it is crucial to establish area support teams in every province where the distributor has branches. These area support teams will focus on non-marketing functions, enabling the area marketing teams to dedicate their efforts entirely to driving sales growth in their regions.To meet the growing needs of the organization, it is imperative that we strengthen our Human Resources department, particularly in terms of recruitment and training capabilities. The training programs should be designed to develop both company-specific technical skills and essential soft skills, fostering a company-owned work culture and mindset.Given your extensive experience in the industry, what advice would you offer to emerging leaders in the field?Managing companies involves overseeing organizations with multiple functional layers. These organizations consist of individuals who must have clear goals and a shared vision. It is essential to communicate this vision to the team, translating it into measurable objectives and guiding everyone towards achieving them. Collaborating with department heads to solve problems is key, as is leading by example through integrity, strong work ethics, and fostering organizational development to create successors for key positions.Navigating industry changes involves ensuring compliance with regulations and driving necessary technical innovations. It's also important to develop the team's capacity to train others, so as the organization grows, it cultivates qualified individuals who align with the company culture. Implementing dual controls within both the operations and marketing/sales functions, along with an approval system for expenses based on the organizational structure, helps maintain effective oversight. Additionally, assessing potential risks in operations and finance is crucial, and addressing them with fair and measured actions promotes sustainable business growth.
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