Tag: cultural change

Palliative Care learnings with University of Philippines Diliman

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Happy to share my experience with the University of Philippines Diliman (dated on 11th March 2018) on establishing Palliative Care during my time at Pita Kuning.

One day, I was contacted by someone who works for Dompet Dhuafa Republica . Apparently they had read and learn through all my series of blog post on Tyas Social Project (read : English version or Bahasa Indonesia version). Tyas Social Project is about the process on how we implement Pita Kuning new strategy service focuses on Psycho-Social activities to meet the needs of Palliative Care for children with cancer from underprivileged families. It became a reference for their acquaintance from University of Philippines about Palliative Care.

Palliative care is still very new for some so the understanding and also how to implement into an actual practice are very rare as it is a unique story to tell.

Who would’ve thought that someone whom I have completely never met could even given me as a reference of knowledge as big as Dompet Dhuafa.

It is a beautiful feeling when we could be a service for those who really needs. In this case, especially to support the prevention and the counteract measures of childhood cancer, palliative care needs and any social initiatives. In Indonesia, in the Philippines, in Asia and anywhere around the world.

I remember the last question given to me was, are there anything I would want to change now that I can see the overall results ?

I pause myself to think for a moment and said, no. There are none.

I look to see a small smile that continue with a question, aren’t there anything you would like to do better ?

Honestly, no, I said to them.

There are no perfect benchmark to what is best in practice implementing any social impact model from my point of view. Every story is unique and over the course of the journey, with all the conditions and situations we had to overcome, I believe we have done our best. I wouldn’t change anything.

On the other hand, I feel it is important to develop our own journal throughout the journey we have experienced.

Especially when our experience are unique and what we have done is new. 

Understand that it is very important to never stop building our own expertise. Sharing to people not only who we know but also who we should know, building a network and digital footprints of our own.

Having to understand that one day, these writing, these stories in a form of strategic management journals would be useful to others.

Tyas is now Partner Consultant and Trainer on Digital and Social Media at Bangwin Consulting, Freelancer, Writer/Blogger, Podcaster. For project enquiries, tyas@bangwinconsulting.com

Tyas Social Project – the formulation

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English version

#TyasSocialProject #6

How did we formulate Pita Kuning new product of service cornerstone.

Making changes needed in Pita Kuning, producing a new machine for Pita Kuning, besides the re-organisation needs we need a formula for the new product service. Product hear means Pita Kuning main service activities. The foundation for Pita Kuning ecosystem. The main purpose and why we are here today.

It is important to review the form of what is best suited hence give real benefits for our children with cancer and their parents but also if possible becomes one long lasting productivity align with the type of organisation and also our operating systems.

That is why in terms making the changes needed or building foundation, I made an analogy as we are developing a new machine.

In the early stage we would raise questions like, what is the right way to give support  our children. What is not yet available yet very much needed for children with cancer from underprivileged families.

The other question are, how can the right services give benefits to those who needs help ?

In the early assessment and recommendation which was understood both the importance and reason behind the problems including who are the stakeholders and therefore direct the trajectory of this Foundation.

As we enter an early phase we understood that we need to develop many joint cooperation. The process of getting to know and working together either way as temporary or long run has to be accepted and then could avoid an wrong expectations in building ones formula of servicing activities later on.

To me, what was needed,

  • A framework of a learning process and early research,
  • An activity that could build some sort of prototype or maybe “proof of concept”
  • And an activity that could produce a service through a work of process.

I would admit it will take a long journey understanding where we are now and what have Pita Kuning done in the past.

We have done quite a lot. At that time what we have done was a concept by the name of Kliniko-Psycho-Social.  A series of servicing activities that supports activities of clinical, medical, psychological and social.

What was lacking here ? Are there any obstacles in operating it? To understand completely meant to review to the core as if we were to opening a new page. Us, the new people were getting an opportunity to learn from the start.

But what about all that has happened and with the servicing activities before ? The fact is, there are no data. No written knowledge as those experience was with those who had the experience. When that person no longer with the organisation, all the effort and all the information vaporised with them. And therefore it takes a lot of effort for the new guys to learn let alone to continue the journey.

Understanding the fundamental of these services are based on those trust given based on the facts what has sustain in the lives of this organisation with its stakeholders.

So where do we start ?

There are a few important aspects in the process of building a service. I divide them into 2 parts of the framework :

First, a base formulation of a framework that we can later on needed to fill according to the learnings and needs we gathered in the field.

And,

Secondly, people who are experts in their fields. A Task Force for Pita Kuning services program.

The Formulation Service Pita Kuning

To me, the understanding for formulation becomes crucial for an organisation driven by a social or  humanitarian by volunteers because of the health aspect, meaning what we support is childhood cancer. Therefore the key is knowledge management. The objective are,

  • Structured and systematic,
  • Follow a purpose as based,
  • Form in composition and aspects,
  • Able to see the progress and each of the changes.
  • Taken from what we learn in the field based on patient habits and their families that also manifest by the learnings as we gathered in the field.
  • Based on varied of situation and condition we have at Pita Kuning.
  • Regularly monitored and measured each time we progressed.

I would give a parable from point A as the base structure. Describe as a framework, ideas and early assumptions. And point Z is the ideal form. That would give a solution life cycle that supports each other.

As an example, point A can totally be changed into point C but the goal as to be a sustainable media to support Indonesian children with cancer from underprivileged families can never be changed.

The end goal is sustainability of course. Pita Kuning wants to be able to take part on childhood cancer countermeasures in Indonesia, especially for those who really needs help.

How to do all the list above ? The answer was, knowledge management.

As we progress and learn, I become aware that many findings became something that we need to change on our service. I only hoped, who ever is the future leader could follow the discipline in recording methods that we have started here.

Knowledge management is essentially important for an organisation especially when the fast changes happens as the same spirit as the people who wants to support us.

The new Pita Kuning Philosophy

  • The Ribbon symbolises our commitment in advocating our thrusts, and in achieving sustainability in our operations.
  • The color Yellow represents the positive energy and passion as we demonstrate who we are, what we do, and why we do it as an organisation.
  • The name Pita Kuning embodies our pledge to spread awareness on and aid children with cancer, as we wholeheartedly perform our duties to provide sustainable programs with our partners that share the same goal, which is to improve the quality life of children with cancer and their families.

Lets continue.

In August , the formulation structure was like this :

In my head, my structure of thinking, I divided into a few stages :

  • First stage, a form of assisting method with education as supporting base activities.
  • Second stage, a form of assisting method for child with cancer who needs help (underprivileged background)
  • Third stage, an activity of giving funding.

All three stages are activities are an entity on its own. However each of them would benefits the formulation lifecycle we are aiming to build.

When developing a product services, in our case for social cause, we need to figure out how or what should become the basic form from an assisting model activities. For me, at that time, I would think it would be best to be

  • modular, because of their modular construction these are easily replaced, enabling quick refurbishment and turn round.
  • has an educational base activities each modules. Wether be it to educate the medical aspect or any other knowledge supporting the assisting activities for the child and family that supports the child needs.

However, what we found later on was the educational aspects seeks more than that. From the assisting formulation sides, we divided into 2 parts. A division to manage the volunteer and a division to manage the support knowledge needed for this assisting activities. How and what do we need for this ?

  • And on the distribution of support fund, the formula needs to have a measurable and clear aspects on its own.

As we learn from managing the process, in order to achieve that life cycle aspect that we want.

So since  2017, the development of our servicing product becomes this, a palliative care services focuses on providing pyscho-social benefits.

Ho we proceed,

What happens between August 2016 to the end of 2016 ?

After we have agreed on the formulation structure, we then have to figure out how to fill in with exercising some trial activities. We had 2 months to prepared everything up to a point where we need to choose 5 candidates for us to help.

Why within 2 months, we aim to share what we have learn to external parties by a certain date. Based on the plan, there were some steps to conquer in objective to build a new machine prototype, the 1st draft formulation of our product services.

By October 2016, we started to learn from our assisting activities and distribution support of funds for 3 months til December. Our hope, from all the learnings and findings gave us a much more clearer picture of what does it takes or how to describe “tepat manfaat” or the fight support/benefits, specialising in childhood cancer for underprivileged family.

We then also open ourselves to meet with other foundations and institutions or communities that has some relation with childhood cancer. We tried our best to approach and open ourselves to inputs and also incidents happened in the past, before our time of course. After all, we are all new to this. It doesn’t matter for us because we basically we all have a commonality, a huge desire to learn.

By the end of 2016, the next step after exercising the trial prototype, we presented our ide, this new concept, to the ourside world. Through media media luncheon show casing and sharing our stories. On the same day, we also gathered donors that have work with us also to share what we have done and also to introduce the new team.

In the end, this is an experiment of how media and donors see us with this new concept and how the potentials in the future in humanitarian social driven cause. We also knew it is important to share progress as we are fully aware of the responsibility to the public and those who have supported us.

Who is us ?

As I begin to carry on change management, I have met with a lot of people that has the same pathways with us, with our mission, people who have the same mission with us. We eventually met with people that Pita Kuning needs right now, that fits in with us, people who wants to help also people who wants to join.

Before i share more about these people, how it went from the beginning, I want to share 2 videos of Jack Ma that I felt have the same thinking as I do.

Similar in two ways.

First, search for people who is smarter than you.

A similar understanding with Jack Ma was about the misconception about being a leader that does not mean you have to know everything. I do not have any background in health nor do i have any experience in childhood cancer. I am not an expert in building business and I am aware of that. But I was trusted with this mission based on my experience, my ability, my skill set, to build a fundamental ground works that this organisation needs.

Why ? Because,

In search for the best in the field might be easy. It was necessary meeting the needs of change management at Pita Kuning. If we get it right, it would be an advantage for Pita Kuning. But to search for right people considering our resource and conditions we have,  was a challenge on its own. Usually, those who has the both the capacity and the leaderships skills has its own challenge.  And that leads to the point no 2.

Hal kedua, search the right people.

Pita Kuning is not for everyone. The key to finding the right candidate has to fit in with the needs with want for Pita Kuning .

  1. They have to have a capacity in the field, meaning experience, skills, knowledge to build Pita Kuning, and also accustomed to a work in a structured form and manner.
  2. Have a spirit of start-up, a sense of entrepreneurship. This means we a cannot afford for people who only care for doing their part but also help and support other parts when needed. Everybody needs to be able to do everything at the same time.
  3. Compassionate is a must. Having the heart who wants to help others. Pita Kuning is sosial philanthropy. What is means is the work is mainly to help other people. This person MUST have a liking to help other people. That person has to have that sense of understanding, what is reality and a great acceptance of certain condition that are very different.

These three aspect are not only for volunteers but also hired worker and anyone who wants to join us. We are on a mission to search the right candidate for the job.

“Pita Kuning embodies our pledge to spread awareness on and aid children with cancer, as we wholeheartedly perform our duties to provide sustainable programs with our partners that share the same goal”

Nevertheless, those who has leaderships quality in them are not only bright but has their own idealism. Has the experience, and not afraid to speak out. Critical and with their own character.

Those who has their own determination, expectations and style of work. Of course there will be some sort of “ego” friction, one common thing that would happened. But one thing that made be so proud was the fact that each and everyone one for those whom I have asked to join, I shared Pita Kuning story, then eventually joined and witness the activities would have a rather difficulty in letting go Pita Kuning.  Those who understood what Pita Kuning represent would loved and wanting more to contribute.

I would make an example like playing ball. Just like any other organisation we keep the ball going, together, from one part to another, and so it goes on. Here, at Pita Kuning, everytime I would see that ball being passed, the person who is handling the ball would want to take good care of it. That is how I’d admired Pita Kuning team, again, without any exception. I am at my most admiration and a privilege to be a part of them. Incredible people.

They could of course choose their paths another way, but they chose to stay or help in any way they can. Whatever it takes.

And how about millennials ? Most of the team members of this organisation are a millennial so what do i have to say based on my experience with them, and you may quote me on this,

“give them a great cause and the opportunity to have a huge responsibility. give them the power”

In particular to those who has supported building the new formulation of Pita Kuning, some has great contribution they have given. Who are they ? Go to click The Task Force.

Next, Going Palliative Care.

Tyas is now Partner Consultant and Trainer on Digital and Social Media at Bangwin Consulting, Freelancer, Writer/Blogger, Podcaster. For project enquiries, tyas@bangwinconsulting.com

Tyas Social Project – Why me ?

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English Version

#TyasSocialProject #3

What made Tyas Handayani chosen to the next Pita Kuning Chairman 

So earlier we have discussed on why and how I was approached by Pita Kuning. The process in accepting me as the next Chair also is important to share.  I’d feel, people want to understand the process. Hopefully this learning could open the eyes and mind of some.

To me, it is important to explain how and what was in my planning that i submitted. To understand, to learn and therefore for others who read these journal could also do. What a great concept. Don’t you think ?

What made Tyas Handayani to be the next Pita Kuning Chairman. Well, it is a valid question. And it needs answers.

My background is essentially marketing and digital social media. My experience in social activities are very limited. But my track record however are always given the chance to build new things. This time, I was given the chance to build a foundation, I mean, a base. This foundation is not a new organisation. However this organisation does not have a solid ground work that is strong. And that is why I was chosen to be the on of the candidate.

  1. My experience in building brands and strategic planning started and grew from advertising world for 8 years with Publicis Indonesia dan JWT Indonesia.
  2. I was the person behind the changes Pandji Pragiwaksono on becoming a Personal Brand.
  3. With multiply.com  e-commerce Indonesia creating and educating trial practices for books and music industry including managing two of the biggest merchant categories, Babies and Kids. Read Tyas eCommerce Project.
  4. Lead digital transformation for a business with Putera Sampoerna Foundation. Establishing 10 brands presence, being the internal consultant and project manager for educating the organisation as well as building digital and social media assets, infrastructures and operational support. Read Tyas Digital Project.
  5. A Partner Consultant for Bangwin Consulting, we enable digital transformation and presence for company and personal brands.

With these experience as base I have the experience and that experience made be a better professional.

Each candidate was asked to give a short plan that they envision for Pita Kuning. That’s what I know. I actually don’t know how was the process with the other candidates quite frankly.

So my submission was simple and short but had 3 important aspect that i felt needed for the changes to happen.

  • A description of a management plan
  • A description of a Work Process
  • A description of a Road Map

It was all points of discussions. The discussions was very important that needed to be discussed most fluidly way based on what Pita Kuning has experienced and also that could trigger ideas for much changes ahead.

Management plan was consist of

  • What to prepare
  • Initiative activities
  • Basic values as a temporary on ground rules
  • How to strategise the activities
  • Effort to sustain
  • And 1st year goal

All in one page.

These was all list of discussion to open the eyes of the board of what kind of changes they would choose and how big the commitment we need to take.

The objective of a management plan was to make the board of council of what I will do for the next few months as a start. It is very important to have the same understanding and make them understand what are the priorities and ground rules that I need to go.

Even though … in reality … most of the times, the are a tendencies to forget and avoid the path that we have all committed as most often what is ahead is far to attractive to pass on just like that. 

We need to be at the same page and see eye to eye as we start to set plans and expectations to identify any issues of anything that has happen during Pita Kuning years.

What is also important in this case was that I am new and considered an outsider looking in. The bridge was the leaders of Pita Kuning. The door opener was Lanang, Pandji and Steny.

On several meetings with them, we discussed many conditions within the foundation with many advantages and also unfavorables circumstances they had. The discussions were around what steps to make at the beginning in general plan and therefore what is to be understood on each steps so that we can all have the same vision. Because at this stage, information and suggestions is crucial.

The discussions took place a couple of time. Sometimes I feel the discussions are more to be felt like an interview rather than planning itself. So yes, the process of having me as the new chairman was quite upsy turvy.

8 oktober 2015, sate khas senayan, fX

But consider this situation common in most organisation. Because at this point or any stage where the meaning of “structure” was a crucial to be educated so later could be established.

Work Process are examples I shared on how ideally an organization should be. How the structure division of product and supporting elements put together. Thinking and showing how it should be ideally. Considering this foundation as a start-up since there are so many parts of the ground works needs to be done. It is important to show the ideal situation clearly in a picture where they can see and understand then able to be open to what is lacking inside the organization and what kind of changes is needed due to the existing condition.

Another point of discussion is how we strategise our growth.  Grow as a community.

As an organization Pita kuning was established by a group of young volunteer named themselves, c3 (Community for Children with Cancer). The commitments of these volunteers was so inspiring. Pita Kuning was able to function, activated and progress mainly because of these volunteers.

I want to maintain that. I see this as Pita Kuning strength. Pita Kuning should continue to inspire more individuals, communities and also corporations. How to do that ? This is the initial thought for resourcing plan.

The above conception is an idea based on what I see as an opportunity.

We all can agree that usually people would join into any activities that inspired them or have the same beliefs with them.

People are drawn to attention because of the greater cause, and the want to join because they know people. And people with the same cause and will are called a community.

Now for me the most important on building an organisation is the fundamentals base that should be strong enough and set is a clear cause and the people. The greater cause called vision.

Being a philanthropy non-profit organization where the condition is of course limited resource. First this first was how to strategise and build a new machine that fits with the needs of Pita Kuning Foundation. This new machine that could drive the mission that lead towards the bigger dream for all of us. This new machine could help this foundation be a base line of where we are now and where we are going.

How we can join together a team that consists of hired workers and volunteering hand in hand operating and be a part of this organization. Activating each mission with various programs for the bigger goal, the vision that they all dream of.

Next. Discussion on the Road Map.

Discussion on the road map I was identified from each goal an organization could reach within 5 years ahead. Divided into 3 stages with the hope we could establish when the organization is strong and mature hence the impact that we want to achieve in the end.

The growth of the community is not only from individuals of course but in the end those who are aligned with Pita Kuning missions. Community driven groups to institutions in whatever forms like foundations or hospitals.

Somehow the planning and the discussions I bring mutual agreements by the leaders of Pita Kuning thus I become the new Chairman.  I did not feel the need to asked other candidates as when I was chosen I knew I had so much to do and no time to waste.

Continued, the trial.

Tyas is now Partner Consultant and Trainer on Digital and Social Media at Bangwin Consulting, Freelancer, Writer/Blogger, Podcaster. For project enquiries, tyas@bangwinconsulting.com

Playing catch up on disruptive era

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How did Kim Kardashian becomes the new norm?

One particular example if I may raise on this discussion. Who would’ve thought that at some point in time, all high end fashion line will all go sportswear? Louis Vuitton who is well known for its aesthetics and quite conventional in sophistication would launch a sport shoe ?

Another example I  captured, Carolina Herrera on one of her interview when asked about Kim Kardashian seems show a great dislike. There might be some people with the same feeling like Carolina Herrera. But fact is, Kim Kardashian now represents a whole lot of people. Is there a change in taste ? What is the new mindset of cool ?

My observation is that Kim Kardashian with her platform starting from KUWT reality tv to her own use of social media consistently, non-stop feeding and show casing what she feels is right or cool. Years and years of consuming the show not only builds a new way of thinking but also a new perception of ethics, morals, taste and therefore a shift of culture or a new norm. Or as we now say, Pop Culture. Because the important question is, who is the reference ?

For you who has strong sense of what is cool or not and level of maturity might have your own way of style interpretation. However, inevitably the new trends will challenge your perspective and how you see the world and therefore look things differently.

Remember how Kylie Jenner gave 1 comment about snapchat and made a drop on stock losing $1.3 Billion in value by only 1 day ?

Or when an ad on snapchat made an insult at Rihanna.

So how can we catch up in the disruptive era ?

Generation C or the connecting people who share the same behaviour on using the technology, not necessarily on the same age or demographic but might be the ones who tap on early on changes of belief system and easier to adapt. They are the ones who is redirecting the behaviour of what is cool, how do I do things, what interest me to read, and the list goes on.

Business of course need to learn what the expectations of the consumers nowadays they need to meet. We can no longer can close our eyes on how people feel is value. Because fact again, how your consumer finds value is different than how your business sell value.

Before, I have shared through my own experience the importance of having customer journey identified throughout the cycle of business. Now, for brands of the future must understand the importance of designing the experience to fit in with the consumers.

The future is yours based on how you do things differently. To learn more, read this article from Brian Solis. Happy learning.

Read also, Interview with Head of Community Management  Bukalapak e-commerce

Time to let go Pita Kuning

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#TyasSocialProject #9

Telah tiba waktunya saya untuk mundur diri.

Sejak oktober 2015 saya telah memberikan waktu professional saya untuk menjabat sebagai Ketua Yayasan Pita Kuning Anak Indonesia. Suatu kesempatan yang sungguh memberikan pelajaran hidup secara pribadi dan professional. Proses pembelajaran yang tidak akan pernah saya lupakan. Saya sangat bersyukur atas kesempatan yang diberikan dan penerimaan saya dengan semua kelebihan dan kekurangan saya.

Saya perpegang pada keyakinan atas pengertian untuk tidak pernah melupakan siapa kita dan kenapa kita ada disini. Tugas untuk melakukan perubahan yang diharapkan bagi saya untuk dapat dijalankan demi kelangsungan yayasan ini. Penting bagi saya untuk dapat bercerita atas perubahan yang telah terjadi. Yang merupakan dasar pengertian bahwa tugas saya telah selesai.  Kini Pita Kuning,

  1. Memiliki strategi layanan baru dengan menempatkan aktifitas layanan psycho-social berdasarkan kebutuhan perawatan paliatif sebagai dasar bentuk produk layanan yang baru dan pembentukan visi, misi dan tujuan organisasi yang baru.
  2. Memiliki stuktur organisasi yang terbagi atas hired worker dan skilled volunteer dengan program kerja, pembagian kerja, proses kerja, protocol/SOP kerja dan ketetapan kontrak kerja/komitmen kerja hingga pencarian workforce dan volunteering yang berkelanjutan, tertulis dan terukur.
  3. Memiliki hubungan atau kembali menjalin hubungan baik antar stakeholders dengan pengelolaan komunitas yang regular.
  4. Memiliki perhitungan keuangan dasar dalam pembagian atas operasional dan penyaluran bantuan dengan nilai bantu per anak, dan target 30-50 anak perbulan, se-JaTaBek.
  5. Memiliki pencatatan data penyaluran bantuan dan cerita perkembangan regular bagi setiap Anak Pita Kuning yang dibantu.

Pada dasarnya, kini Pita Kuning memiliki pengetahuan dasar dan dasar alat kerja untuk mendukung proses kerja yang baik melalui knowledge management yang tercatat dan terlatih pada setiap individu yang tergabung dalam Pita Kuning.

 Manajemen Pengetahuan (Inggris: Knowledge management) adalah kumpulan perangkat, teknik, dan strategi untuk mempertahankan, menganalisis, mengorganisasi, meningkatkan, dan membagikan pengertian dan pengalaman. Pengertian dan pengalaman semacam itu terbangun atas pengetahuan, baik yang terwujudkan dalam seorang individu atau yang melekat di dalam proses dan aplikasi nyata suatu organisasi. Fokus dari MP adalah untuk menemukan cara-cara baru untuk menyalurkan data mentah ke bentuk informasi yang bermanfaat, hingga akhirnya menjadi pengetahuan.

Semua pembelajaran dari penyaluran bantuan setiap anak, wawasan, pengalaman, dasar alasan boleh atau tidak boleh menjadi sebuah protocol kerja. Keberhasilan kinerja dan dampak yang ingin dicapai dari segala sisi operasional menjadi disiplin dan acuan kerja yang berazas atas kejadian nyata. Disiplin. Keharusan. Landasan. Beralasan. Harga, Rasa dan Hormat. Kualitas. Menjadikan dasar untuk terus berjalan, melakukan perubahan dan naik kelas. Adalah modal dari apapun bentuk usaha yang ingin dijalankan bagi Pita Kuning. Yang mana sebelumnya tidak ada.

Bagi saya, tujuan yang paling penting adalah untuk dapat menjadikan yayasan ini memiliki fondasi yang kuat sejalan dengan pencarian model kegiatan sosial yang berkesinambungan. Saya berharap dengan adanya knowledge management secara tercatat dan terlatih selama hampir 2,5 tahun saya disini dapat menjadi landasan yang kuat, saling mempengaruhi disiplin diri individu-individu dalam organisasi Pita Kuning untuk melangkah maju.

Tapi usaha pencarian model dampak sosial tidak pernah ada kata selesai. Karena niat saja tidak cukup, kata Ramya Prajna, sahabat ThinkWeb yang membantu dan mendampingi Pita Kuning untuk melanjutkan rumusan Sosial Impact Model sebagai langkah selanjutnya bersama tim Pita Kuning. Dalam kesamaan misi, continue to do good together.

Bagi saya, menjadi pemimpin tidak hanya suatu keputusan tapi lebih lagi sebuah tanggung jawab.

Selanjutnya saya akan terus melanjutkan tanggung jawab saya sebagai seorang professional, berkarya, mengejar mimpi dan makna yang berarti.

Terima kasih banyak bagi sahabat Pita Kuning yang telah membantu dan membuka pintu kerjasama selama masa bakti saya disini. Teman yayasan, DepKes, Rumah Sakit, para OrangTua Anak PitaKuning, para relawan, teman komunitas, para donatur yang telah memberikan kepercayaan dan harapan besar bagi yayasan kami.

Khusus untuk tim Pita Kuning,  hired paid and volunteers, I truly thank you. Apa yang telah kita capai bersama diatas adalah buah karya dan kerja keras teman-teman semua. You make me proud everyday. I hope I have given as much learning, guidance and be a model of compassion for each and everyone of you.

Semoga kita dapat terus membangun persahabatan.

Untuk para Pembina dan Pengawas Pita Kuning, terima kasih atas kesempatannya. I will always be grateful for this opportunity.

Hidup ini indah apabila kita dapat berbagi manfaat bagi yang benar-benar membutuhkan. It was an honor, a privileged and with great pleasure to serve Pita Kuning . Terima kasih. Sampai jumpa dilain kesempatan.

#sayaPitaKuning , lets always do good together.

Love and best wishes,

Tyas Handayani Wongsoyudo.

 

 

Bagi yang tertarik untuk menyimak cerita dokumentasi perjalanan saya di Pita Kuning, silahkan click Tyas Social Project.

Read also : Tyas Digital Project and Tyas e-Commerce Project

Tyas is now Partner at Bangwin Consulting, Freelancer, Writer and Trainer on Digital and Social Media. For project enquiries : tyas@bangwinconsulting.com

The trial

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#TyasSocialProject #4

How I started at Pita Kuning through 3 months assessments

Langkah berikutnya setelah terplih adalah bekerja. Tapi saat itu saya menawarkan sesuatu yang belum pernah saya tawarkan sebelumnya dalam bentuk pekerjaan apapun yang pernah saya alami selama ini. Saya menawarkan untuk saling menilai. Let’s asses each other. I learn about the you, the yayasan. And you guys can learn about me. Are we fit together. We might not be a good match. Call it 3 month’s probations or an assessment. And so I decided not to get paid. Voluntarily work without pay. So I dive in, heart first.

Was it a mistake or not, feel free to be the judge of it. Entering a professional work without pay. Entering a job, starting to work full and giving your heart and soul into something that put your professional integrity on the line.

I decided pro bono karena saya mendahulukan hati saya dalam hal ini. Hati saya berucap ingin membantu. And this foundation needs help. I was so drawn to the cause, the only thing that matter for me was, nobody was willing to do it but me. So I feel I had to do it. Nobody was available. Harapan saya saat itu, mudah-mudahan pengalaman saya dapat memberikan inspirasi kepada orang lain untuk mau berkarya di Pita Kuning. If I had to be the 1st to jump, so be it.

Because I felt I didn’t know anything about the industry. Saya pun mulai dengan melihat situasi dan gambaran besar atas apa yang terjadi di Pita Kuning dan industrinya. Satupun saya tidak mengerti. Kenapa, bagaimana bisa terjadi. Bagaimanapun saya selalu berdasar atas sesuatu sebab pasti berakibat dari sesuatu alasan atau kejadian. Tidak ada hal yang tanpa dasar. Bahkan boleh dan tidak boleh harus beralasan dan berdasar sebab.

Walaupun saya terpilih, jujur proses saya bekerja untuk Pita Kuning merupakan sebuah proses yang cukup besar berdampak pada diri saya secara pribadi maupun professional.

Pengalaman saya terhadap kanker yang paling dekat terjadi pada salah satu tim saya di kantor sebelumnya semasa di PSF. Dia masuk desember, mulai sakit bulan januari, cek intensif mulai februari, april di vonis CA, mulai juni sudah tidak bisa masuk kantor lagi, oktober meninggal dunia. Cepat sekali.

Ibu dari suami saya, juga meninggal karena kanker. Beliau di vonis 1 tahun tapi berhasil bertahan hingga 4 tahun. Bagaimanapun juga bagi saya, kanker pada anak adalah sesuatu yang baru bagi saya.

Selain dari itu, saya menyadari bahwa untuk membereskan suatu organisasi yang telah berdiri 8 tahun bukan hal yang mudah apalagi dengan latar belakang pengalaman saya.

And so we set a timeline. October to December, 2015. And then I dive.

As I started to swim, I knew that the 1st thing we have to deal with was the process transition from old to the new. Change management. But before that, I needed to learn about this organization as much as possible, as fast as I could.

At that time, I understood very much that planning is still a blur if you don’t understand childhood cancer and how culturally works in the world of social foundation. Especially cancer foundation, how on earth you can make a solution when you do not know what is the actual problem. If there are problems to solve.

Yes, I do have some experience in social institution with Putera Sampoerna Foundation but PSF is, nevertheless, is a corporation. It has all the professional elements on hand, resources and also a complete support of infrastructure. Not to mention around 800 staff on board. PSF although was an organization with social purpose but it run based on corporate business settings. Very professionally.  My experience with PSF was to establish digital social media for business but that is another story I would like to take you soon.

Anyway. At that moment, this was me and me alone. Of course it was scary entering an unknown territory. But like Seth Godin said, if it scares you, it might be a good thing to try.

So I started doing the research. I came to the hospital (RSKD read Rumah Sakit Kanker Dharmais). I visited RS Kanker Dharmais as much as I could. Berkenalan.  I tried to open my eyes, heart and be open. Man ! did I need to be open (LOL). I met with everyone on board. Those at that time was the operational team. So saya mulai bertemu dengan mereka. Satu per satu saya interview sekaligus get to know them more better. To assess, to learn more, to understand, itu tujuannya. Do they want to move forward, what was their contributions, do they have any worries or ideas, do they understand Pita Kuning problems and do they want to make this better.

Setelah 3 bulan saya sedikit lebih mengerti orang-orang yang menjalankannya dan bagaimana mereka menjalankannya. Saya sedikit lebih mengerti keresahan mereka. Bagaimana mereka ingin berbuat tapi tidak tahu apa yang harus dilakukan. Atau tahu bagaimana untuk membantu tapi bagaimana untuk mulai dan kemana. Saya sedikit lebih mengerti permasalahan yang dihadapi dalam keseharian di rumah sakit, issue yang terkait secara langsung atau tidak dengan organisasi.

Sedikit lebih mengerti batasan dan kemauan seorang volunteer di pita kuning. Cerita demi cerita terbuka dari segala sisi dan berbagai pihak. Not pouring out though. Not like I wanted. I had to dig in information and be creative in searching what I need as supporting info.

Selain dari komunitas didalam organisasi yang juga menjadi penting adalah penilaian atau menemukan data dan keterangan kongkrit yang dapat menceritakan keadaan pita kuning didalamnya, seperti program dasar layanan dan apa saja yang telah dilakukan selama tahun demi tahun, legalitas, keuangan, cara kerja, milestone dan pencapaian organisasi.

Lalu externally, secara memulai mempelajari apa yang ada diluar sana yang berhubungan dengan pita kuning apakah bentuknya sama sebagai suatu yayasan ataupun tidak.

Sebagai orang baru disini, saya masih bisa melihat dari kacamata orang luar organisasi dan mulai mempelajari, mempertanyakan, mencari tahu tentang bagaimana orang luar mengerti tentang yayasan ini.

  • Siapa saja yang kenal Yayasan Pita Kuning Anak Indonesia ?
  • Sejauh apa Pita Kuning dikenal orang ?
  • Bagaimana persepsi orang tentang yayasan ini ?

Dari sisi Pita Kuning sebagai bagian dari ecosystem penanggulangan kanker di Indonesia. Bagaimana yayasan lain, pihak rumah sakit, para volunteer, para orangtua dan para donatur melihat Pita Kuning ?

Apakah tantangan dan keterbatasan yang dihadapi pita kuning dan teman-temannya ? Karena menurut pandangan saya, dalam membantu sesama, dalam urusan kemanusiaan, pribadi atau dalam bentuk sebuah yayasan seharusnya bekerjasama dan saling bantu.

Dan yang terakhir, yang juga tidak kalah penting adalah, bagaimana kebutuhan bantuannya yang benar-benar diperlukan? Apakah arti tepat manfaat bagi orangtua dari anak-anak dengan kanker dari keluarga prasejahtera ?

Informasi dan harapan bagi yayasan ini tentunya saya terima tanpa filter. Tidak masalah juga karena bagi saya yang terpenting adalah getting those information dan membaginya dalam wadah-wadah di kepala saya yang akan digunakan kelak saat perencanaan dimulai atau kepada yang membutuhkan bila tiba pada waktunya.

Kesulitan saya, tentunya adalah mendapati informasi tersebut. Heheheheh. Ada kalanya perlu membelakak mata, mengelus dada, atau berlenggang jalan dengan tenang (dalam hati siapa tahu ^_^) and decide to worry about it later. Syulit.

Emenda Brahmana, relawan skill yang menjadi advisory Pita Kuning dalam urusan HRD melihat saya sebagai orang yang hobi menerobos. Luka, sakit, salah atau benar tidak masalah. Hehehehehhe, betul banget. Emenda ini adalah salah satu teman baik saya yang hadir dan mendampingi kami dari awal.

Dalam waktu 2 bulan dari bulan oktober hingga desember saya harus dapat mengerti permasalahan dan kondisi yayasan saat itu. Karena di bulan desember saya janji akan submit hasil penilaian saya terhadap organisasi ini dan rekomendasi saya untuk yayasan ini.

So apa yang saya dapatkan akhirnya ?

Tanggal 14 Desember 2015 saya kembali duduk bareng dengan mas Pandji Pragiwaksono, mas Steny Agustaf juga mas Lanang Aribowo.

CommaID, Santa, 14 desember 2015.

Apa yang saya bawa hari ini ? Sebuah perencanaan awal.

Apakah itu perencanaan awal. Rangkaian pembelajaran awal sebagai pemeriksaan sesuai dengan tujuan project ini perlu dilakukan menunjukkan gambaran dan konfirmasi temuan yang diperlukan untuk dibicarakan, dijelajahi bersama dan dikembangkan bersama para pemegang keputusan sebelum dijalankannya.

Dalam mengawali perencanaan, sebelum apapun itu bentuknya, saya selalu pastikan agar ada suatu framework yang yang dibayangkan bagi kebutuhan staying on track and what’s next saya bersama para pemimpin atau pemilik dari yayasan ini, artinya para pembina Pita Kuning.

Untuk kali ini saya membagi perencanaan awal menjadi 2 bagian

  1. Assessment and recommendation
  2. Change Management Plan yang terdiri dari re-organization and service plan

Planning tips. Suatu catatan yang pada akhirnya kita sepakati adalah bahwa setiap perencanaan harus flexible dan dapat di lihat kembali demi tujuan akhir yang kita inginkan. Kita harus siap akan perubahan dan penyesuaian karena memang tujuannya adalah untuk mencari bentuk yang paling sesuai dengan kondisi dan kelebihan yang dimiliki oleh yayasan ini tentunya. Harus flexible. Itu salah satu yang salah tekankan di awal dalam salah satu isi kesepakatan awal management bahwa setiap perencanaan harus flexible to be reassess and evaluated secara regular juga memiliki perencanaan intermediate. Rencana diantara rencana.

Jadi saat ini kita di Assessment and recommendation part.

Bagian assessment bukan serta merta menilai suatu keadaan dalam organisasi tapi tujuannya adalah untuk memberikan pengertian dimana saat ini organisasi ini berada. Terutama bagi orang orang penting didalam yayasan ini.

Mulai dari pengertian orang luar tentang yayasan ini. Melihat kembali dan mempelajari ulang visi misi dari organisasi karena setelah berjalan cukup lama, kepengurusan berubah, people come people go, kenyataan yang terjadi menjadi penting untuk ditinjau kembali apakah masih sesuai atau tidak.

Perapihan dalam segala sisi mulai dari apa yang jadi priorotas utama hingga akhir.

Struktur organisasi, apa yang ideal dalam sebuah organisasi sesuai dengan layanan yang telah ditetapkan vs apa yang kenyataannya berfungsi setiap

Layanan yang telah diakukan, bagaimana dilakukan, apakah sesuai dengan yang diharapkan. Apakah ada aturan main seperti prosedur dan protocol, adakah isu atau bagaimana penanganan isu atau masalah yang ada.

Posisi keuangan. Apa saja yang pernah terjadi yang mungkin dapat dijadikan sebagai milestone organisasi atau pencapaian termasuk kegiatan penggalangan dana.

Dalam kesempatan ini sayapun mengangkat temuan-temuan saya lainnya, yang baru, yang saya temukan along the way.

Dari semua permasalahan yang ada, permasalahan yang utama adalah bahwa pita kuning, berangkat dari sebuah komunitas menjadi sebuah yayasan tidak pernah naik kelas.

Maksudnya ? Maksudnya adalah, bahwa Pita Kuning tetap menjalankan kegiatannya dengan procedur dan pengelolaan seperti dalam sebuah komunitas. Apakah itu salah semua , mungkin iya mungkin juga tidak. Tapi kita sepakati bersama ada 8 points penting permasalahan yang perlu di perbaiki segera.

Again, tidak ada benar atau salah, tujuannya adalah untuk memicu diskusi, dan arahkan pembicaraan untuk mencari solusi atau sebelumnya rencana untuk menangani kondisi dan kenyataan yang ada. Maka dari itu saya merasa perlu untuk memberikan penekanan pada temuan-temuan dan juga list down those issues pada kenyataan identified as challenges and barriers terhadap tujuan kebaikan dari organisasi ini. No matter how long it is, my job was to put that on the table.Dalam perencanaan produk layanan, melanjutkan temuan yang telah di bahas bulan sebelumnya, saya membawa market update. Hanya untuk menggambarkan apa yang ada diluar sana. Dan kali ini saya mengajak pembahasannya lebih dalam ke permasalahannya melalui customer analysis, SWOT, pembagian dari stakeholders, lalu gambaran singkat produk layanan dengan mempertimbangkan, tujuan sebagai dasar, janji yang diberikan, pembeda dan kesulitan yang ada dalam sebuah definisi yang dapat dibahas.

Dan yang penting bagi saya adalah menggambarkan strategy map pita kuning, bagaimana semua stakeholders beraktifitas satu sama lain dalam sebuah ecosystem organisasi itu sendiri.

Penting karena, apabila ecosystem didalam organisasi tidak dapat hidup, mana mungkin Pita Kuning dapat menjadi bagian dari ecosystem yang lebih besar, yakni bagian dari penanggulangan kanker pada anak di Indonesia. Bagaimana pita kuning dapat memberi manfaat bagi kebutuhan kanker pada anak dari keluarga prasejahtera. Artinya, kualitas kinerja untuk menghasilkan hasil yang tepat manfaat adalah tujuan pertama yang perlu dicapai.

Karena pencapaian itu akan menjadi pembelajaran dan dasar kemana langkah Pita Kuning berikutnya. Bagaimana proses dan bagaimana bentuk tata bahasa pesan saat bersama kita bahas harus dapat menggali pertanyaan dan identifikasi aktifitas-aktifitas lanjutan yang dibutuhkan berikutnya.

Kita juga menyepakati atas apa yang seharusnya terjadi dalam waktu 5 tahun dan kesepakatan atas tahapan-tahapan yang harus kita dapatkan dalam mencapainya.

Tracking atas kualitas dan kuantitas tujuan pencapaian tersebut terdiri dijabarkan atas apa patut disepakati bersama pula.

Salah satu kebiasaan yang saya bawa dari jaman advsertising adalah membuat suatu competitive analysis terhadap organisasi-organisasi yang ada yang bergerak di bidang yang sama, kanker pada anak di Indonesia. Suatu langkah yang simple, jaman sekarang sering diabaikan but for me it still is an important tool, oldie but goodie.

Setelah memberikan pandangan terhadap kondisi organisasi, saya berikan suatu pandangan terhadap apa yang ingin kondisi masa depan. Where do you want to be.

Tapi untuk mencapai where do we want to be, needs, an intermediate plan.

  • Ada temporary recommendation.
  • Ada future recommendation.

Temporary recommendation. Berisi apa kondisi yang ingin dicapai, bagaimana dilakukan dan berapa lama.

Berisi ideas of what we need to do for internal organization and also externally. Pita Kuning telah established 8 tahun, cukup lama untuk sebuah organisasi. Tentunya dalam melakukan hal tersebut para management ingin tahu berapa lama diperlukan untuk siap ke tahap selanjutnya. So, it’s a negotiation. Everytime.

Sedangkan, future recommendation. Saya berikan 3 alternative.

  • Alternative 1. Re-establish YPKAI.
  • Alternative 2. Closed.
  • Alternative 3. Build a new YPKAI.

Setiap alternative perlu di berikan gambaran yang jelas dan pada akhirnya pembicaraan yang cukup lama.

My goal saat itu bukan decision secepatnya tapi memiliki kesatuan visi dan penerimaan kenyataan yang ada tapi juga memiliki gambaran jelas akan mau dibawa kemana ini yayasan.

And at that point in time, they unanimously decided to go for alternative 3, New YPKAI. And yes, based on all the findings, recommendation and the direction, they all agreed to proceed with me as Chairman /  Ketua.

Watch this video that I found :

The Lesson that has guided Ginni Rometty Career

Berikutnya, the beginning of change.