The formulation

January 17, 2018March 11, 20196 Comments

#TyasSocialProject #6

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

Dalam melakukan pembaharuan di Pita Kuning, dalam pembuatan mesin baru Pita Kuning selain diperlukan reorganisasi kita memerlukan formulasi produk baru pita kuning. Produk disini artinya layanan pita kuning. Sebagai landasan ecosystem pita kuning. Dasar apa dan kenapa kita ada disini.

Saat ini penting untuk review kembali bentuk layanan yang tepat manfaat bagi anak-anak dengan kanker dari keluarga prasejahtera tapi juga memungkinkan bagi kami untuk dapat membangun dalam jangka panjang sesuai dengan tipe organisasi kami juga secara operasional.

Itu kenapa saya ibaratkan dalam membangun perubahan atau membangun fondasi di Pita Kuning saya buatkan metaphor seperti membangun mesin baru.

Dalam stage awal seperti ini timbul pertanyaan seperti. Apakah itu tepat manfaat ? apa yang belum ada yang diperlukan bagi anak dengan kanker terutama bagi keluarga prasejahtera ?

Pertanyaan berikutnya adalah, bagaimana membuat layanan yang tepat memberikan manfaat bagi yang membutuhkan bantuan ?

Diawal saat assessment dan recommendation telah dimengerti pentingnya dan penyebabnya permasalahan terjadi juga keterbatasan hingga pengertian siapa stakeholders kami sebagai organisasi dan arah tujuan Pita Kuning.

Kini dalam fase awal seperti ini kami mengerti kami perlu banyak bekerja sama. Proses pengenalan dan kerjasama apakah bertahan atau temporary perlu dapat diterima terlebih dahulu untuk menghindari salah ekspektasi dalam membangun suatu layanan melihat dari output nantinya.

Bagi saya, diperlukan,

Suatu framework proses pembelajaran dan riset awal
Kegiatan yang dapat menghasilkan suatu prototype atau mungkin suatu “proof of concept”
Dan kegiatan yang dapat menghasilkan produk melalui proses kerja

Saya akui diperlukan perjalanan yang cukup panjang apabila kita melihat kembali dari apa saja yang pernah Pita Kuning lakukan.

Cukup banyak memang yang telah kami lakukan. Saat itu yang kami lakukan adalah sebuah konsep dengan nama Kliniko-Psiko-Sosial. Sebuah rangkaian kegiatan layanan yang mendukung kegiatan klinis atau medis, psikologis dan sosial.

Apakah yang kurang disini ? Adakah hambatan dalam menjalankannya. Dalam pengertian bahwa sebuah layanan adalah inti produk pita kuning maka pengkajian ulang sangat diperlukan ibarat membuka lembaran baru yang kosong. Kami, orang baru, mendapatkan kesempatan untuk belajar sesuatu dari awal. Loh bagaimana atas semua kejadian dan layanan yang pernah terjadi sebelumnya ? Faktanya, selama ini, setelah saya pelajari lebih dalam, tidak ada yang mendata. Tidak ada pengetahuan yang tercatat sehingga pengalaman tersebut hanya dimiliki oleh orang-orang yang mengalaminya. Apabila orang tersebut keluar dari organisasi, lenyaplah sudah dan perlu effort tambahan bagi orang baru untuk belajar apalagi melanjutkan perjalanan.

Dapat dimengerti kepentingan sebuah dasar kegiatan layanan karena kepercayaan atas sebab akibat dari kesinambungan kehidupan organisasi pita kuning bersama stakeholdersnya.

So where do we start ?

Ada beberapa aspect penting dalam proses pembuatan layanan disini. Saya membaginya dalam dua bagian dari framework :

Pertama, formulasi dasar berupa kerangka awal yang dibutuhkan untuk mengisi sesuai dengan pembelajaran dan kebutuhan yang ditemukan di lapangan.

Dan,

Kedua, orang yang mengerti dan ahli dibidangnya. Saya masukkan dalam Task Force layanan pita kuning.

Formulasi Layanan Pita Kuning

Bagi saya, pengertian formulasi dalam hal ini menjadi penting karena bagi sebuah organisasi yang bergerak dibidang sosial atau kemanusiaan yang mana bergerak atas dorongan relawan juga memiliki aspek kesehatan dalam hal ini kanker pada anak maka yang menjadi kunci adalah adanya knowledge management. Tujuannya agar,

terstruktur, systematic,
mengikuti suatu tujuan yang jelas sebagai dasar,
berbentuk dalam komposisi dan aspek,
dapat melihat susunan dan setiap perubahannya
diambil dari temuan di lapangan baik dari sisi habitual pasien dan keluarganya maupun keseimbangan pengelolaan tapi juga manifestasi keadaan di lapangan
Berdasarkan situasi dan kondisi yang kami miliki di Pita Kuning
secara teratur terukur jelas setiap perubahannya.

Saya ibaratkan titik A adalah bentuk dasar awal. Berupa kerangka, berisi ide dan anggapan awal.

Dan titik Z adalah bentuk ideal. Dapat menghasilkan solusi siklus kehidupan yang saling memberi manfaat.

Sebagai contoh, titik A bisa saja berubah total menjadi titik C namun tujuan untuk membantu kelangsungan penyaluran bantuan bagi anak Indonesia dengan kanker dari keluarga prasejahtera tidak boleh berubah. Tujuan akhir adalah kesinambungan tentunya. Pita Kuning ingin terus menjadi bagian dari penanggulangan kanker pada anak di Indonesia khususnya bagi yang sangat membutuhkan.

Bagaimana melakukan semua daftar yang dibutuhkan diatas ? Jawaban saya adalah knowledge management.

As we progress and learn, saya pahami pasti akan banyak temuan di lapangan yang mengakibatkan penyesuaian dilakukan dalam layanan kita. Saya hanya berharap, siapapun kedepan yang menjalankan dan menambahkan dapat mengikuti disiplin metode pencatatan yang kami awali disini.

Knowledge management. Penting dalam sebuah organisasi apalagi bilamana perubahannya cepat sejalan dengan semangat selalu ingin membantu dan memberi manfaat menjadi salah satu filosofi kami di Pita Kuning.

Filosofi Pita Kuning yang baru

Pita melambangkan komitmen dan kesinambungan.
Kuning melambangkan energi positif dan semangat.
Pita Kuning adalah perwujudan dari kesadaran dan semangat membantu anak dengan kanker, didasari oleh komitmen yang kuat dan program yang berkesinambungan bersama mitra mitra yang memiliki tujuan yang sama untuk meningkatkan kualitas hidup pasien anak dengan kanker.

Mari kita lanjutkan.

Di bulan Agustus , bentuk formulasi awal adalah seperti ini :

Di dalam kepala saya, kerangka pemikiran saya bagi dalam beberapa tahap.

Tahap pertama adalah alat pendampingan berupa modular atau tata cara dengan basis edukasi.
Tahap kedua adalah kegiatan pendampingan bagi anak dengan kanker yang membutuhkan bantuan.
Tahap ketiga adalah kegiatan penyalutan bantuan yang merangkum semua kegiatan dasar menjadi suatu manifestasi formulasi yang saling memberikan kehidupan.

Dalam membuat sebuah produk layanan kita perlu tahu dulu bagaimana caranya atau apa bentuk dasar dari kegiatan pendampingan. Bagi saya saat itu seharusnya berbentuk modular dan memiliki dasar edukasi didalamnya. Saya berpikir saat itu elemen edukasi hanya bagi penerima manfaat tapi ternyata memiliki aspek edukasi membuat kita mungkin untuk lebih luas lagi manfaatnya bagi organisasi ini seperti pengetahuan untuk relawan dan masyarakat pada umumnya.

Dari sisi formulasi pendampingan terbagi dalam 2 bagian yaitu pengelolaan relawan dan pembekalan relawan. Bagaimana dan apa saja yang dibutuhkan.

Dan dalam formulasi penyaluran dana bantuan memiliki aspek penilaian sehingga terukur dan jelas dasarnya.

Dan aspek life cycle management dimaksudkan untuk mengerti proses yang diperlukan

Sejak 2017, perkembangan produk layanan kami menjadi

dengan proses seperti ini.

Apa yang terjadi diantara august 2016 hingga ahkir 2016 ?

Setelah formulasi awal kita sepakati, bagaimana cara pengisian formulasi tersebut adalah dengan cara ujicoba tentunya. Kita hanya punya waktu sekitar 2 bulan untuk mempersiapkan segala sesuatu hingga memilih 5 anak yang akan kami bantu.

Di mulai oktober 2016 kami mulai belajar dari kegiatan pendampingan dan penyaluran bantuan selama 3 bulan hingga desember. Dengan harapan, temuan-temuan dapat memberikan kami gambaran yang sedikit lebih jelas terhadap apa arti tepat manfaat.

Kami juga selalu membuka diri setiap kami bertemu dengan yayasan lain atau pihak lain yang berhubungan dengan kanker pada anak baik. Kami berusaha mendatangi dan membuka diri terhadap masukan dan kejadian demi kejadian. After all, we are all new to this. It doesn’t matter for us karena pada dasarnya kami semua memiliki kesamaan, yakni keinginan besar untuk belajar.

In the end of the year 2016, kami mencoba presentasikan ide kami ke dunia luar dengan cara media luncheon show casing dan ceritakan apa yang kami lakukan ke beberapa media juga mengundang para donatur yang pernah bekerja sama dengan pita kuning sekaligus malam perkenalan.

Pada akhirnya inipun adalah sebuah trial apa tanggapan media dan para donatur tentang progress yang kami lakukan karena pada akhirnya kami sangat bertanggung jawab kepada public dan those who’ve help us.

Siapa sih kita ?

Saat mulai menjalankan change management, saat berkenalan dan bertemu dengan banyak orang yang sekiranya sejalan dengan dengan kebutuhan Pita Kuning pada akhirnya kami menemukan orang-orang yang mau membantu dan cocok sejalan dengan misi kami.

Sebelum saya ceritakan siapa dan bagaimana proses awalnya, saya ingin kasih lihat 2 video dari Jack Ma yang menurut saya memiliki persamaan dalam pemikiran dengan saya.

Sama dalam maksud, dalam dua hal.

Hal pertama, search for people who is smarter than you.

Persamaan pengertian saya disini dengan jack ma adalah about the misconception about being a leader that does not mean you have to know everything. Saya tidak punya background kesehatan atau pun kanker pada anak. Saya bukan ahli dalam business dan saya pahami sekali itu. Tapi saya dipercayakan kemampuan saya untuk dapat membangun dasar yang dibutuhkan bagi organisasi ini.

Why ? Because,

Mencari orang-orang jago dibidangnya untuk membangun Pita Kuning ada salah satu tugas saya dalam keperluan change management tersebut. Harapannya, Pita Kuning yang akan mendapatkan keuntungan dalam hal ini. Nah, tentunya mencari orang yang berkapasitas biasanya memiliki leaderships skills sendiri yang tentu ada tantangannya. And that leads to the point no 2.

Hal kedua, search the right people.

Pita Kuning bukan untuk semua orang. Dalam mencari orang-orang yang tepat ada beberapa kunci utama menyesuaikan dengan kebutuhan di Pita Kuning .

Memiliki kapasitas di bidangnya, artinya skill, pengalaman, pengetahuan untuk membangun pita kuning yang kami inginkan. Terstruktur dan berdasar, pintar karena pengalaman.
Memiliki sense of entrepreneurship. Artinya mengetahui bahwa tidak bisa hanya melakukan bagiannya saja tapi everybody needs to do everything at the same time. Semangat start-up.
Memiliki hati untuk membantu. Pita Kuning adalah sebuah organisasi sosial filantropi. Artinya kerjaannya bantu orang. Dia harus SUKA membantu orang. Punya hati untuk dapat peka dan mengerti dan menerima keadaan dan kondisi yang berbeda. Compassion is a must.

Ketiga hal tersebut tidak terbatas apakah dia akhirnya menjadi hired worker atau relawan. We are on a mission to search the right candidate for the job.

Nevertheless, those who has leaderships quality in them are not only bright but has their own idealism. Punya pengalaman dan tidak takut untuk bersuara. Kritis dan berkarakter. Sudah pasti memiliki pendirian, expektasi dan gaya sendiri dalam bekerja. Tentu gesekan “ego” adalah hal yang biasa terjadi tapi satu hal yang salut akan organisasi Pita Kuning adalah setiap orang yang saya ajak, saya ceritakan, dan pada akhirnya masuk dalam keseharian daily routine pita kuning sangat kesulitan melepaskan Pita Kuning dalam hidupnya. Setiap orang yang mengenal Pita Kuning, sayang dan sangat ingin terus berkontribusi.

Saya ibaratkan seperti bermain bola. Dimana sama seperti di organisasi lainnya, agar berjalan lancar bola di lempar ke bagian lain dan begitu seterusnya secara bergantian. Disini, saya melihat tiap kali bola dilempari kedirinya sangat amat disayangnya itu bola dan setiap orang mau memegang bola itu, mau mengurusi bola itu. Itu yang saya kagumi dari tim Pita Kuning, again maksud saya semuanya tanpa kecuali. Saya kagum dan merasa privilege to be a part of them. Orang-orang hebat.

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”

Khusus dalam membangun formulasi layanan Pita Kuning yang baru ada beberapa yang memliki kontribusi yang besar dalam membangun pondasi yang dibutuhkan. Siapakah mereka ? Silahkan click The Task Force.

Next, Going Palliative Care.

The beginning of change

January 17, 2018October 21, 20204 Comments

#TyasSocialProject #5

What happen when making a change for Pita Kuning.

Setelah menyetujui temuan dan arahan pada December 2015, pilihan untuk “membangun ulang” Pita Kuning adalah perencanaan berikutnya. Perencanaan berikutnya adalah, suatu gambaran atau acuan action plan yang akan kami lakukan. What do we need to do dan juga perubahan yang perlu dilakukan dalam organisasi Pita Kuning tersebut.

Dalam setiap perencanaan saya selalu ingin memiliki pola atau suatu bentuk pedoman yang dapat saya kembali untuk melihat dimana saya berada. Pedoman tersebut pada intinya adalah sebuah kerangka saya untuk berpikir dan saya sesuaikan dengan keadaan yang terjadi nantinya. Apakah terjadi di lapangan atau temuan pembelajaran selama perjalanan tersebut.

So I can look again, gathering all that has happened and go thru step by step all the details that should’ve happen. After all it is a plan. Execution is another thing. Planning also is a part of what you envision could be executed.

Tips. Planning and executions. 2 very different activity yet each has to stick together. Connect with each other. Answers one another. We adjust, adapt, re-arrange the plan just to fit in the main goal, the condition, the findings we received along the way. Putting pieces together, building one thing in to another, just like playing puzzles. All to make something a sense of meaning.

Pada saat itu, tujuan dari perencanaan saya hanya 2, Better management and pembaharuan layanan.

Those are the most immediate things that we need to discuss together.

How to build a new engine
How to show the engine works
Launch the engine.

Dalam pembicaraan-pembicaraan awal diantara rencana dan exekusi, selalu kami, saya dan para Pembina bayangkan bahwa sangatlah penting terjadi kerjasama berbasis komunitas.

Menyatukan kekuatan dan peran masing-masing saling bertopang dan mengandalkan satu sama lain demi tujuan yang sama, yakni membantu anak Indonesia dengan kanker. Alangkah indahnya dunia when we all come together and focus on the bigger picture.

Selain dari itu, mengerti bahwa tidak selamanya saya akan disini, rotasi yang sehat, selalu ada orang baru datang memberi manfaat dan meneruskan perjuangan, yang lebih muda dan penuh semangat. Salah satu goal yang saya janjikan adalah agar perjalanan ini terlihat menarik dan setiap keterlibatan apakah hired worker atau volunteer dapat saling memberi inspirasi. Sehingga tidak menjadi beban dan menghindar dari istilah “seumur hidup”.

That was the plan. So what actually happened ?

Paving the way.

Ploughing if I may say. Berdasarkan temuan-temuan dan keadaan yang disepakati bersama sebagai kekurangan dan kelemahan Pita Kuning saya perlu melakukan banyak kegiatan pembuka jalan atau kegiatan untuk menjadi mengerti.

Orangtua Pasien Kanker Anak RSKD, 21 Juli 2016

Pita Kuning, Love Pink, CISC

YOAI, Yayasan Kanker Anak Pertama di Indonesia

Selain berkenalan dan menjalin hubungan, saya banyak mendapatkan masukan yang berarti. Yang menemukan kekosongan yang diperlukan untuk di-isi oleh kami Pita Kuning yang belum ada yang dapat berikan. Pendekatan saya adalah personal dan kekeluargaan. Mungkin terkesan sederhana dan naïve tapi menurut saya sebagai seorang manusia biasa, terkadang yang dibutuhkan adalah sebuah kesederhanaan. Dan menurut saya, pendekatan itulah yang membuat Pita Kuning berhasil menjalin hubungan. Apakah baru atau lama, dan pada akhirnya membuka peluang untuk orang lain mengenal Pita Kuning itu siapa. We are people. People connect with people. It is important for people to relate with us. It is a necessary approach hence we are an organization that supports humanity. No matter how ugly or you get slam on the door honestly for me it is ok. Someone needs to do it, might as well be me. I remember my father once said “orang besar, hatinya besar mba Tyas”. Smile.

Saya juga merasa Pita Kuning membutuhkan jenis kepemimpinan yang memiliki kemampuan dan kerendahan hati yang dibutuhkannya. Pemimpin harus menghadapi tantangan dengan bertemu dengan mereka yang berada dalam situasi tersebut bersama kita. Di masa-masa sulit seperti melakukan perubahan atau kebutuhan untuk berubah, kita perlu membangun hubungan, kita perlu belajar dan merasakan apa artinya berada di dalam asosiasi, apa yang dipelajari didalamnya beserta solusi yang dikembangkan. Untuk kelak memiliki kemungkinan untuk memadukan atau pada akhirnya bergabung dan membangun aliansi.

Selain dari itu ibaratkan seperti bermain lego atau puzzles dimana sebagian informasi ada, masih banyak informasi kosong, proses perubahan tetap harus dilakukan dan bentuk organisasi belum jelas mau seperti apa nantinya. What I do have is a vision. A vision of what I would like this foundation to be. So I stick to that. Focus on that.

Just like any organization, we, the board of management and I understood clearly that we are determine about the changes that we have to make. That is to make the best of what we feel could support this foundation in the long run. We see the potential of what this organization can do. So the planning of this should be as ideal as how an actual business plan should be.

However. At that time. There are so many loop holes that needs to be filled in in order to develop an actual ideal business plan. We were not yet normal. But what is normal anyway nowadays.

Nevertheless, we agreed on the fact that those holes are somewhat cavity or errors and weaknesses, shortcomings and mistakes. That doesn’t matter now, however. The most important for me is that we all agreed, identified and work our way to change. So for me there is no way than not to go forward. Will just need to figure out somehow, so just…. Go.

Change Management.

Essentially the next action is change management. Reorganization. Our internal context of the organization. For all the reasons I have told earlier, what we need to do, what to expect.

Dalam hal ini, menemukan jati diri kita mungkin lebih mudah, tapi menyesuaikan dengan kebutuhan yang ada dilapangan mungkin akan berbeda.

Change management. is a collective term for all approaches to preparing and supporting individuals, team, and organization in making organizational change. It includes methods that redirect or redefine the use of resources, work process, budget allocations, or other modes of operation that significantly change a company or organization.

Some people understand the importance of change management. Some feel it is unnecessary.

Well it is entirely up to the who is leading the change. Before entering Pita Kuning, I too had experience change management in my previous work place. So I knew how it felt to be the old guys and the new guy in this matter. It’s never easy. There are no easy way to do it. You just try you best but you cannot make everybody happy. And then again, it is not your job too. At this point the job is a smooth transition as possible.

Maintain the questions coming in to you. That’s a good thing. For those who do otherwise or might I say “ganggu aja” don’t even bother. They are monkeys and they are not your circus. I said in my head.

1^st list to do is series of announcements and open discussions to cater questions and have time to explain also moderate the conversation happening in a way that you want the narration to be.

So throughout January til June I announced and take efforts in meeting with all sides of the stakeholders.

The announcements are basically, why need to change, what to do and how to do it.

Bagaimanapun ini adalah sebuah perubahan. No matter how small it is or what size of the organization. Dan, for any organization there is a need and responsibility to announce the changes we are heading and agreed together for the main purpose. That means together we all understood and ready to work together for the betterment of this foundation.

Stakeholders pita kuning terbagi atas banyak bagian, pertama anak dengan kanker dan orangtuanya atau keluarganya, donatur, relawan, pihak ahli seperti dokter, suster, Rumah Sakit para psikolog dan komunitas seperti yayasan lain yang bergerak dibidang sama atau pihak-pihak yang terlibat dan bekerjasama dengan Pita Kuning, seperti komunitas yang bergerak di bidang anak, atau

How easy it was ?

From January to April.

As much as possible recruitment internal team identifying their skill and willingness to move together to the direction that we want to go. Agreed to be volunteering skills like IT, HRD, then also in the lookout for candidates of hired workers that has not only the experience but also the heart to do social related work.
Finding partners that could support the new formulation of service. Let it be from a skill set professionals such as dokters, psikolog, leaders in volunteering area who has established their own independent social initiatives organization, meet ups with children and education communities. Gathering knowledge and information.
Identifying Pita Kuning owned narratives and initial content for transitions. And also announcing on ready medium like our website and social media.
Take the effort to meet and engage with each stakeholders.
Transitions on legal and also finance.

April May

Setelah semua terlihat lebih jelas, saya dan mas Pandji Pembina Pita Kuning bertemu dengan Pakde Indro Warkop yang merupakan Pengawas Pita Kuning. Pertemuan dan pembicaraan berlangsung 2 jam nonstop penuh hingga Pakde mengaminkan perencanaan saya dan tentunya menjelaskan harapan-harapannya.

Grand Indonesia, April 2016

Kita mulai hiring di bulan May 2016. Dan kita mulai melakukan banyak kegiatan2 yang berbeda dari sebelumnya. Dan pada saat itulah #sayaPitaKuning dimulai.

#sayaPitaKuning adalah salah satu cara secara halus, memperbaiki dan menumbuhkan rasa kepemilikan terhadap organisasi ini. Dimulai dari siapa saja yang ada didalam organisasi hingga yang baru masuk. Dimaksudkan untuk refresh memori para supporter di online atas tujuan pita kuning dan orang-orang didalamnya.

Membangkitkan kembali pitakuning yang telah lama tidak bersuara. Atau bisa dikatakan, bersuara hanya karena ada event atau melalui bantuan dari influencers yang menyuarakannya.

Mengelola sebuah organisasi yang berdiri atas kepedulian terhadap sesame manusia memiliki suatu rasa kebersamaan yang sangat kuat. Bahwa faktanya mereka masih ada atau tidak keluar dari setiap channel media sosial yang ada membuktikan masih ada rasa keingintahuan dan peduli juga ada rasa kesukaan yang kuat terhadap organisasi Pita Kuning sehingga berkeinginan kuat untuk menjadi bagian dari Pita Kuning.

Dalam pengertian tumbuhnya sebuah komunitas dapat disetujui bahwa yang membuat mereka bergabung bersama adalah karena sebuah persamaan. Persamaan itulah yang mengawali ketertarikan untuk bergabung dalam sebuah komunitas. Apakah karena persamaan kesukaan, habitual, atau hingga sedalam persamaan nasib sepenanggungan. Biasanya ikatan yang yang paling kuat adalah ikatan dimana memiliki persamaan nasib.

Pita Kuning memiliki tujuan untuk membantu anak-anak kanker dari keluarga prasejahtera. Memiliki persamaan pengalaman atas kanker, memiliki persamaan anak dengan kanker, memiliki kesukaan kerelawanan yang tergerak atas kepedulian dan rasa ingin membantu anak-anak yang sakit. Hal-hal seperti inilah yang membuat komunitas pita kuning pada dasarnya kuat. Karena cause nya kuat. Karena sebabnya sangat besar untuk kemanusiaan. Sebab yang langsung tanpa ada pembatas atau alasan lain selain membantu anak yang sedang sakit.

Tidak ada kegiatan kampanye secara besar-besar memang. Tapi kami memulainya dari hal-hal yang menggambarkan pembaharuan di Pita Kuning.

Recruitment relawan misalnya juga pencarian staf operasional. Perkenalan anggota pita kuning lama dan baru. Dan aktifitas-aktifitas perkenalan yang kami mulai jajaki bersama sejak awal tahun 2016 kedepan. Tiap foto pertemuan, tiap kegiatan internal atau external kami berikan #sayaPitaKuning. Perlu diketahui walau pita kuning telah berdiri cukup lama sama seperti yayasan konvensiaon lainnya tidak pernah melakukan kegiatan perkenalan secara resmi ke pihak manapun. Selalu hanya pada saat ada kesempatan event atau kegiatan external seperti donasi atau melalui pihak luar yang membantu.

Bagi saya, tidak perlu tanya siapa yang perlu memulai perkenalan, tidak perlu takut tidak dibukakan pintu, tidak perlu khawatir apapun latar belakang masa lalu karena dengan mengucapkan “halo, saya pita kuning ingin kenalan sebagai bagian dari penanggulangan kanker anak di Indonesia….” Betul ?

“Menghidupkan” Pita Kuning kembali adalah tujuan awal kami yang menjadi bagian dari change management tersebut.

Cara-cara lain adalah melakukan kegiatan di mana ada keramaian. Atau ada kesempatan aktifitas berkomunitas sedang berlangsung.

Kami pun mulai aktiftasikan kembali channel-channel social media kami. Mengangkat siapa kami, apa saja yang pernah kami lakukan, mau kemana arah kami adalah hal-hal yang kami mulai ceritakan dari rencana editorial pita kuning. Bagi kami, penting untuk diketahui dan diangkat karena social media Pita Kuning selama ini hanya aktif pada saat lagi ada kegiatan besar saja. Betul followers kami cukup banyak tapi itu berkat para pemimpin dan pendukung influencers Pita Kuning saat berkegiatan penggalangan dana saja. Padahal selain penggalangan dana, saya yakin temen-temen pita kuning ingin tahu kalo tidak mereka tidak akan tetap bertahan menjadi follower pita kuning di kanal-kanal social media kami.

Juga kami memilih tempat-tempat yang memiliki nilai “ramai” komunitas tinggi untuk kami tebengkan. Harapannya, dengan melakukan kegiatan disitu, dapat menambahkan supporter muda, refresh kembali rasa kesukaan, menumbuhkan ingin tahu, dan favorable terhadap apa yang sedang dipersiapkan Pita Kuning kedepan.

Contohnya, kami berkegiatan di Loop Telkomsel di kawasan Makaham, Jakarta Selatan.

Setelah shortlist relawan kami melakukan interview disitu.

Pita Kuning berdiri atas relawan muda yang peduli sesama. Dasar itu tidak akan pernah berubah. Selalu ingin terafiliasi terhadap kegiatan anak muda dan kebersamaan akan selalu kami terapkan dan usahakan.

#SayaPitaKuning Lets always do good together.

Loop Telkomsel, May 2016

Buka Puasa Bersama Old and New Team, 15 Juni 2016

Berikutnya, The Formulation.

Why me ?

January 17, 2018January 17, 20184 Comments

#TyasSocialProject #3

What made Tyas Handayani Chairman Pita Kuning

Perasaan tadi udah dibahas kenapa mba tyas mau di Pita Kuning dan bagaimana proses diterimanya. Kenapa pertanyaan ini muncul kembali ?

Menurut saya, penting untuk dijelaskan bagaimana dan apa perencanaan awal yang saya serahkan saat masih menjadi kandidat. Agar pertanyaan, kenapa Tyas Handayani, bagaimana Tyas Handayani dapat terpilih menjadi Ketua Yayasan Pita Kuning Anak Indonesia, dapat dimengerti.

What made me, to be Ketua Yayasan Pita Kuning Anak Indonesia. Well, it is a valid question. And it needs answers.

Saya memiliki latar belakang marketing dan digital media sosial. Pengalaman saya dalam kegiatan sosial sangat terbatas. Tapi saya memiliki track record selalu mendapatkan kesempatan untuk membangun sesuatu yang baru. Kali ini, kesempatan saya adalah membangun fondasi. Yayasan ini bukan yayasan baru. Tapi yayasan ini belum memiliki dasar pengelolaan yang kuat. Itu adalah awal kenapa saya terpilih menjadi salah satu kandidat.

Saya mengawali perubahan Pandji Pragiwaksono menjadi seorang Personal Brand.
Di multiply.com , salah satu pioneer e-commerce Indonesia saya bertanggung jawab dalam strategic partnerships dan pengelolaan toko-toko online bagi industry-industri yang baru terhadap berjualan online seperti buku dan musik.
Saya membangun digital dan social media bagi dunia usaha untuk korporasi bernama Putera Sampoerna Foundation.
Pengalaman branding dan perencanaan strategis tumbuh dan berkembang melalui dunia advertising selama 8 tahun bersama Publicis Indonesia dan JWT Indonesia.

Dengan dasar itu, saya memiliki pengalaman dan pengalaman tersebut menumbuhkan skill perencanaan yang baik.

Setiap candidate diminta untuk memberikan gambaran atau perencanaan pendek terhadap pita kuning. That’s what I know. I actually don’t know how was the process dengan pilihan-pilihan lainnya.

Tapi saya submitted a simple and short plan yang menggambarkan 3 hal penting menurut saya waktu itu atas perubahan yang diperlukan.

Gambaran atas sebuah management plan
Gambaran sebuah Work Process
Gambaran atas Road Map

It was all points of discussions. Pembahasan-pembahasan yang menurut saya penting dan dapat dibicarakan secara cair karena memang berdasarkan pengalaman pitakuning dan juga dapat trigger ideas untuk perubahan-perubahan kedepannya.

Management plan was consist of

What to prepare
Initiative activities
Basic values as a temporary on ground rules
How to strategize the activities
Effort to sustain
And 1^st 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.

Walaupun yaaaaaa.. pada kenyataannya terkadang sering suka lupa dan abaikan jalur yang kita komit karena apa yang didepan terlalu menarik untuk dilewati begitu saja.

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.

Tapi penting juga untuk bersama dalam hal ini, berhubung saya baru dan dapat dianggap masih menjadi orang luar. Jembatannya adalah para pemimpin Pita Kuning. The door opener is Mas Lanang, Mas Pandji dan Mas Steny.

Beberapa rangkaian pertemuan dengan mereka untuk membahas banyak mengenai kondisi didalam yayasan, kondisi dalam yang berhubungan dengan yayasan termasuk permasalahan dan segala kelebihannya. Pembicaraan juga bekisar mengenai langkah-langkah awal dari perencanaan general yang ada di dalam presentasi awal untuk dapat dimengerti langkah demi langkah agar sesuai dengan yang dibayangkan bersama. Karena dalam tahap ini, informasi dan saran mereka sangat berarti.

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. Strategi awal adalah bagaimana saya dapat membangun mesin baru yang cocok untuk Pita Kuning. A new machine that could drive the mission that lead towards the bigger dream for all of us. Bagaimana kita bisa menggabungkan sebuah team yang terdiri dari hired workers dan volunteering hand in hand work together untuk dapat menjalankan secara operasional dan menjadi bagian dari manajemen organisasi Pita Kuning melalui background professional masing-masing. Menjalankan misi yang terdiri dari berbagai kegiatan untuk tujuan besar pada akhirnya, visi yang mereka mimpikan.

Berikutnya. Pembahasan mengenai gambaran Road Map.

Gambaran road map saya idenitifkasikan dalam gambaran pencapaian suatu organisasi selama 5 tahun kedepan. Terbagi dalam 3 stage terdiri dari apa yang dapat di harapkan dapat tercapai mulai dari early stages hingga saat sebuah organisasi lebih matang dan kuat tapi pembicaraan dalam road map organisasi juga pada dampak yang di inginkan dicapai pada akhirnya.

Pertumbuhan komunitas disini tidak hanya terdiri dari individual tentunya, tapi pada akhirnya yang sejalan dengan misi Pita Kuning. Mulai dari komunitas hingga insititusi dalam bentuk apapun seperti yayasan lain ataupun rumah sakit.

Somehow perencanaan dan pembahasan yang saya bawa memberi persetujuan bagi para pemimpin Pita Kuning bahwa saya terpilih menjadi Ketua baru. Saya tidak merasa pernah bertanya atas kandidat lainnya kepada mas Pandji dan mas Steny. Karena setelah terpilih, saya mengerti banyak sekali yang perlu dikerjakan and I have no time to waste.

Bersambung, the trial.

The Approach

January 17, 2018January 17, 20182 Comments

#TyasSocialProject #2

How I was approach to be the next candidate of Pita Kuning Chairman.

Mari kita mulai perjalanan saya di Pita Kuning.

Pindah dari sebuah korporasi yang menjalankan misi sosial pendidikan bersama Putera Sampoerna Foundation lalu beralih ke sebuah yayasan filantropi non profit bernama Pita Kuning.

Kenapa mba Tyas mau menjadi Ketua Pita Kuning ? Pertanyaan ini sering sekali di tanyakan atau dilontarkan teman dan kenalan saya setiap kali bertemu. Dan dalam kesempatan itu, saya selalu menjawab dengan penyataan yang sama. Saya MAU dan saya BISA. Penjelasannya adalah, bahwa saya dirasa oleh para pembina memiliki kapasitas untuk menjadi ketua dan pengalaman untuk membangun suatu perubahan. Saya mengambil keputusan untuk menjadi ketua karena saya mau berada disini. Meskipun, mungkin banyak yang lebih dari saya dari hal keahlian dan pengalaman tapi pada kenyataannya, prioritas mereka tidak ada disini. Mungkin ada banyak yang ingin menjabat menjadi ketua tapi tidak memiliki latar belakang keahlian yang cukup.

Lalu, kok mba tyas bisa menjadi Ketua Pita Kuning ?

Ceritanya begini, semua dimulai dari sebuah proses pendekatan.

Saya dihubungi mas Pandji, Pembina Pita Kuning dan salah satu anggota c3 Community for Children with Cancer yang merupakan pendiri dari Yayasan Pita Kuning Anak Indonesia sekitar bulan april 2015. Langsung aja ditanya, mba tyas mau ga jadi salah satu kandidat ketua yayasan pita kuning ? Saya tertegun sesaat dan berkata wow, sayapun langsung bertanya, what do I have to do mas ? Saat itu saya sedang ditengah mengalami perubahan besar dalam organisasi dimana saya bekerja. Hingga cukup sibuk menyita kesibukan juga memecah konsentrasi pikiran saya.

Mas Pandji, menjelaskan, “hanya untuk membuat suatu gambaran singkat mengenai apa yang mba Tyas lihat di yayasan kami and you can also make a plan of what you see or what you will do for pitakuning. Don’t get me wrong ya mba, we are searching for the right candidate. We’ve been search for the last two years and we can no longer wait anymore now. Since you are with PSF, I figure you have some experience in social activities and then, …. “ he paused, “I know you, I know how you work, so now I’m calling to ask you if you would consider the opportunity.”

Terus terang, I am not new to this organization memang. I’ve watched them grow from a community based, as I remember back in the days when c3 (community with children) was doing fundraising activities at Mall Kelapa Gading with RAN and other artists waktu itu ACER Indonesia yang menjadi sponsor. I’ve also join in on some occasions at the hospital, Rumah Sakit Kanker Dharmais dan melalui jualan lukisan hasil buatan anak kanker di local restaurant di kawasan kemang. But it was a very long time ago.

I also knew most of the people. And they know me. Bahkan saat disalah satu tempat saya bekerja dulu saya sempet mengambil c3 sebagai salah satu mitra sehingga sempet beberapa kali melakukan koordinasi secara regular. Seperti saat saya masih bekerja di multiply.com dimana saya bertanggung jawab atas strategic partnerships dengan pihak-pihak yang masih tergolong baru terhadap dunia e-commerce. Saya saat itu mencoba membuka toko untuk c3 berjualan aktifitas donasi pada platform multiply.com.

Bagi saya, I always thought, I will someday take my part and have my turn to contribute towards this foundation but I didn’t know how at that time.

Personally, I myself has always loved being an advocate for those who are voiceless. I am very passionate in voicing out what I think was wrong. You can count on me to rally up a protest or some sort. And somehow I have a huge heart for those who need help. I love to listen to people. And at home, I am the caretaker of the family. Mungkin karena saya perempuan sendirian di keluarga saya, saat ayah saya sakit saya menjadi yang make sure everything jalan dengan baik di rumah sakit, menemani, mendampingi, segala keperluan, ditemani, koordinator, ditemani. Dan somehow ayah ibu saya juga lebih nyaman apabila di urus oleh saya dan ditemani oleh saya.

Pada dasarnya, tujuan utama yang di inginkan oleh para pemimpin organisasi adalah suatu perubahan. Menurut mereka, Pita Kuning tiba dalam keadaan dimana berjalan di tempat.

Did not move. Don’t know where to go. Plus, ingin memiliki kesempatan untuk dapat membantu lebih banyak anak Indonesia dengan kanker. Merekapun ingin memiliki kesempatan untuk dapat berkembang sesuai jaman.

Kalo ditanya siapa pemilik yayasan ini ? Pemimpin Pita Kuning adalah Pembina Yayasan. Mereka adalah Pandji Pragiwaksono dan Steny Agustaf. Pita Kuning didirkan oleh kelompok relawan muda yang peduli sesama. Mas Lanang Aribowo adalah Ketua c3 ( Community for Children with Cancer) yang diangkat menjadi Ketua Yayasan saat mereka didirikan pada bulan April 2007. Mereka inilah yang selalu ingin memastikan agar Pita Kuning dapat konsisten berperan serta dalam membantu anak-anak Indonesia dengan kanker dari keluarga prasejahtera.

Tapi bagi mereka yang penting dibutuhkan adalah agar organisasi ini tumbuh dan berkembang sesuai dengan perkembangan dunia sosial di Indonesia maupun di luar.

Selain dari itu mereka menginginkan adanya pertumbuhan didalam organisasi. Pertumbuhan terhadap orang-orang yang berkecimpung di dalam organisasi juga perkembangan ilmu dan kapabilitas orang-orang didalam komunitas PitaKuning yang merupakan keluarga besar pita kuning. Tumbuh berkembang bersama.

Dalam hal ini para pemimpin Pita Kuning terus berusaha untuk mencari orang yang tepat yang dapat melakukannya. Someone to do the job. So for a while, they have been searching for someone who could do the job. Or dalam pengertian kondisi saat ini, start doing it.

Mereka, para pemimpin Pita Kuning memiliki keyakinan penuh bahwa Yayasan ini memiliki potensi yang besar untuk dapat membantu lebih banyak lagi. Kenapa, atas dasar kegiatan dan reputasi pengalaman kerja selama ini. Selain dari itu tanggung jawab atas pihak-pihak yang telah memberikan kepercayaan dan dukungannya kepada Pita Kuning selama ini tidak pernah mereka lupakan.

Berjalan dengan waktu para founders yang juga adalah professional dalam bidangnya masing-masing juga memiliki prioritas dan banyak tanggung jawab yang berkembang cepat. Mereka membutuhkan bantuan seseorang yang dapat mengelola semua kebutuhan ini.

Mencari orang yang tepat memang tidak mudah.

Memiliki pengalaman, latar belakang, kecocokan dengan visi dan sejarah dari organisasi yang telah berdiri hampir 10 tahun saat itu, dan dapat bekerja sama dengan mereka. Bekerja di dunia sosial bukan untuk semua orang memang. Butuh compassion yang sangat besar dan kesukaan yang sangat besar dalam hal membantu orang lain. Memiliki hati untuk pekerjaan seperti ini.

Dalam beberapa minggu setelah telefon tersebut saya kirimkan beberapa halaman presentasi dengan beberapa general ideas perencanaan yang saya pikirkan dapat saya lakukan.

Saya tidak ingat saya mendapatkan kabar kembali setelah beberapa bulan kemudian mereka menghubungi kembali saya informasikan, I think you’re it mba, we couldn’t find anyone else that gave the vision for this foundation quite well as you did. September 2015.

Bagian ini sangat penting karena mungkin pada kebanyakan telah mengetahui saya adalah kakak kandung dari Pandji Pragiwaksono. Dalam hal ini saya kembali bekerja untuknya.

Yayasan ini bukan milik saya. Tapi saya bekerja di hire oleh Yayasan Pita Kuning Anak Indonesia. Inipun pernah menjadi salah satu pertanyaan saya diawal saat saya di hubungi pertama kali.

Bagi yang mengenal saya sejak lama, mungkin tahu bahwa saya pernah bekerja untuk Pandji dulu saat membangun Pandji Pragiwaksono dari seseorang di dunia entertainer yang awalnya hanya bekerja menjadi berkarya. Saya adalah salah satu orang dibelakangnya yang ikut membantu membangun personal brand Pandji Pragiwaksono. Saat itupun, banyak yang tidak menyangka saya ada hubungan darah dengannya. Not until ada yang tahu lalu bertanya, dan saya pun menjawab. Mungkin karena kami tidak begitu mirip bila tidak di lihat dengan seksama dan sayapun tidak pernah merasa perlu untuk diinformasikan. Pengalaman saya bekerja dalam management Pandji Pragiwaksino ini mungkin akan saya ceritakan juga suatu hari nanti. Satu-satu ya ^_^

Bersambung, why me ?

Tyas Social Project

January 17, 2018January 17, 20188 Comments

#TyasSocialProject #1

Why it is important for me to share my story, Tyas Social Project

Pertama dan pada dasarnya, bekerja dalam sebuah yayasan yang tujuannya untuk menyalurkan bantuan demi kemanusiaan adalah sebuah tujuan mulia. Dalam kemuliaan kepercayaan yang diberikan kepada saya, saya merasa perlu untuk menceritakan apa yang telah terjadi selama masa bakti saya di Pita Kuning.

Sebagai seorang professional tentunya saya tidak ingin apa yang telah kami bangun bersama waktu saya di Pita Kuning terlupakan atau salah mengerti.

Rangkaian cerita saya rangkum dalam judul #TyasSocialProject adalah sebuah dokumentasi perjalanan saya menjadi Ketua Yayasan Pita Kuning Anak Indonesia dalam sebuah narasi yang saya harap dapat menjadi buah pandangan bagi pembacanya.

Tiap langkah atau tahapan dalam proses perjalanan saya bersama Pita Kuning telah saya bagikan dalam beberapa postingan cerita berikut ini.

Setiap cerita bersambung pada setiap akhir cerita akan tersedia link untuk cerita berikutnya.

Harapan saya saat membaca cerita pengalaman saya adalah untuk memberi gambaran jelas mengenai proses, metode dan what I had to do to make things work dalam berbenah, melakukan perubahan untuk Pita Kuning yang lebih baik. Saya juga ingin berbagi pengalaman yang mungkin apa yang saya kerjakan dan alami dapat bermanfaat bagi orang lain.

Discussions are welcome !

Let’s start, The Approach.

Digital and Social Media Team

January 12, 2018May 7, 20186 Comments

What are the role and responsibilities of the Digital and Social Media Team?

Companies and their change agents still face big challenges in the pursuit of digital transformation, including a lack of digital talent and expertise (31.4%), the perception that digital transformation is a cost center and not an investment (31%), and general culture issues (31%).
While companies are making attempts to modernize employees’ skillsets for a digital economy with new training programs (62%), only about half are investing in new digital talent. The employee experience is a crucial, yet often overlooked element of a successful digital transformation.

As a continuance of the Centralised Digital Services post #7, we now enter discussions on how we manage our skilled human resource, the Digital and Social Media Team. These guys are the ones who live and breathe digital and has the necessary skills that needs attached to it. Because they are the ones who sew it all together; digital and social media strategist in customer experience, user experience and user interface. Above all, they are the change maker.

With all the challenges we’ve met,

Challenge 1. Representative of the brand online, channels, functions and voice.

Challenge 2. Everybody wants to go online.

and with the services that we need to provide, we divided our role into 2 parts. A main role and a supporting role.

Main Role. A programmed activities or regular routine, we call Always On activities.
Supporting Role. By Request activities from based on any tactical, a request that came in, from campaign based activities, a supporting project, digital asset developments or simple announcement.

Each role has 3 aspects that are essentials to support each brand online presence

Digital Community Management

Everybody has a role as the dedicated admin that could serve as the representative of the brand and channels of the brand, to be voice on editorial and activity online. And on this part each digital assets or social media channels has their own digital community management based strategy.

We would also require to deliver planning for digital activation for any thematic or tactical needs that are suitable and based on the digital community engagement level at that time.

Manage to do online listening, monitoring and deliver monthly and by request reporting on the digital and social media side of marketing and communications. This is why hootsuite becomes a valuable tool for us managing all digital communities at once. It is hard to manage online manually. That is why we would start and also use free tools to support in managing the all the voice at once.

Digital Asset Management

We are the care taker who operated and manage by digital and social media channels based on the agreed digital big picture plan. The digital big picture plan is important to identified to make us understand what is ideal for the owner for the brand versus how they serve the business. Building the digital assets will required stages in developments as we are also the project leader for any digital asset developments to manage the digital big picture that required User Interface and User Experience information identified and also the required road map planned ahead.

Content

Editorial management and developer for each brand’s online presence with always on thematic content to support, yearly, monthly, weekly and daily feeds and also any by request content. For content to fit in with the audience it needs strategy. Not just saying “Good Morning” each day or executing 3 post on a channel.

For content material we partner with the creative divisions mostly for design based content. But for the editorial transcript we manage to produce on our own. So we have also the ability to write and storytelling as we execute to each channels including words for SEO.

All three aspects, digital community, digital assets and content management must come together and sync in harmony. That is why it is important to have structure and strategic thinking. To have discipline and be detailed.

The above content strategy architecture is from the Altimeter research. And the concept on how to orchestrate it all together.

Based on our learnings of facts from the Altimeter Research from Brian Solis, essentially what we need for digital transformation on any organisation are,

The People meaning the leaders, the champions, the change maker, the change agent and also the teamwork
Orientation which means the directions and guidelines.
Understanding the Work Process and in my case to support the digital architecture connected to the business.
A firm agreement on the Objectives, why and what.
Discipline on Structure in seeing everything and managing to make sense in as efficient and effective as possible.
Insights and intent gathered and identified each project or from incoming inputs.
The Technology itself, understanding the the concept the tool or the asset.
And at the end the Execution is what matter the most, implementation, learning, monitoring, and so on.

But the real key for me based on my learning experience is that going online means you got to tidy up your offline. Because there will never be any digital transformation if your business is not ready. As a company, or as a brand.

I would like to take this opportunity to introduce the digital and social media team members who make it all happened. Due to the change in business strategy at PSF, we are no longer work together as a team. Yet we maintain our friendship. I am very proud as they became their own leader in their own way.

Muhammad Fikri

A true community leader and one of the best in his field. Only Fikri can manage to have the network, the relationships, the skill and the knowledge to build communities engagement with most of the communities in Indonesia including bloggers and netizen. Fikri resigned from PSF for a scholarship program as he pursue his Master’s Degree in the Netherlands. Fikri is now the Head of Community Management for BukaLapak, one of the largest social commerce in Indonesia.

Noviana Eva

Eva continued to join me at Pita Kuning, a foundation for children with cancer from underprivileged families as Marketing Communication and Community Manager. Now she is the Product Marketing Specialist IUWASH PLUS at USAID still in the social industry.

Kristin Amelina

Passionate in helping other, Kristin initiated a savings box for whoever came in late has to donate money. Each month the money goes to Save a Teen, an education program for gifted smart teenagers from underprivileged background. Now Kristin is the Deputy Marketing Manager at Beritagar.id.

Angga Permana

Angga is now living abroad at Kuala Lumpur, Malaysia as Editorial Content Team Lead for iPrice Group Sdn Bhd. A superb writer, Angga was our very own private English teacher for our team. He has helped his peers to learn English better every week when we were at PSF.

Asep Trisusanto

Acen has accomplished so much after PSF. Producing 2 books, climbed Mount Everest, Anapurna and as founder of Jalan Pendaki, a community based brand is taking it to another level, now going ecommerce. Acen is now Head of Social Media at Beritagar.id.

Muhammad Bari

This smart dude, started out as an intern. During those time he manage to graduated from the University of Indonesia. This soccer player is now the Digital Copywriter Supervisor for PT Indocare Citrapasific.

To learn more about them click on each of their names.

The dream team

Thank you. Thank you. And thank you for reading all my series of #TyasDigitalProject posts. It was truly one of the best adventure I ever had. Off to the next now 🙂

See you on my next post !

Centralized Digital Services

January 12, 2018October 30, 20182 Comments

#TyasDigitalProject #7

What is the Digital and Social Media Division Roles and Responsibilities ?

Based on page 9 from the Altimeter Research, executives and senior leaders now drive Digital Transformation Initiatives. Change agents are heralded as the  human sparks for the digital transformation of an enterprise. Champions for digital transformation are on the front lines to comprehend the impact of and potential for disruption in their work and their organisation at large. Change agents are instrumental in moving organisations along the maturity model from the Business as Usual stage through Present and Active.

On page 28 from the Altimeter Research, Steering Committees on the Front Line of Managing Digital Transformation. The earliest forms of digital transformation take root in pockets and corners throughout a business as change agents experiment with digital possibilities in their own work sphere. As they learn and gain traction, they seek to enlist colleagues within their group and supporting business units.

The above facts from the Altimeter shows how it should happen ideally on an organisation. On our case, there was no Steering Committee just support from the management leaders on any initiatives done by Digital and Social Media team.

Based on my experience, Digital and social media division was part of the Centralised Marketing and Communication Department. Previously, it was an initiative from the PR division to support any communication requirements through online. Being with the new division set apart, we need to define the new roles and responsibilities of the Digital and Social Media Division. It would also define based on what was agreed on the management meetings on the first 3 months I have arrived at PSF, the findings of the current condition of the organisation and what was the needed on our daily basis or the requirements knocking on our door. But first we would also should reflect our role with the roles given by our peers at CMC, brand management, PR and creative division. As we understand, we are a team of services and so any KPI of the digital and social media division will reflect theirs and vice versa. And when we look at it a bigger picture, also as part of the organisation. We must never forget that any projects or any activities that has any goals towards the mission will be reflecting each other KPI’s of the organisation. The main goal is good management, as efficient and effective as possible.

Let’s talk about the challenges.

Of course the scope was mainly marketing and communication. But we understood very well that we can never be avoid the outcome on whatever activities or information we throw out online. For example, any question regarding donations or tuition fee or any customer services matter and so on, we need to be ready. We cannot neglect them; we need to know what to do, and we have to answer them no matter what. No matter if we provide the actual service on offline or not. When you open the faucet; water will come pouring out. Once you open the online channel, your audience would always use easiest access to ask or share a point of view. That is why Customer Experience is very much needed to understand however the offline is ready or not. The main objective is to be prepared. Know what do to, where to go and how. Because at that point, the misconception is digital = marketing, only. Challenge 1.

In addition to that, managing digital and social media was that not necessarily only managing the digital channels itself but also managing the people on each channels, their incoming questions, their feedbacks, the voice, networks, the relationships, the perceptions that arise, the discussions, and so on. In this case, the same level of importance is to manage the followers or we can would describe them our audience on each channel. And the way to manage them is similar like handling a community.

Crafting a Digital Strategy, by Altimeter.

Challenge 2. Looking at the whole picture, ideally each brands are responsible for their own channel. Granted that everybody wants to go online. It was an argument of division of the responsibilities, the understanding of whose budget for any online activities meaning the budget priorities, and catching up on the knowledge. We must move forward, and we cannot wait. So we had to make a decision, but with whatever the action that we obtained, I was determined to make it a learning process for all, and not just for the Digital and Social Media team only. Having that as one of the goal, the service support we provide will also need to accommodate whatever was lacking while the organisation begins to learn.

However small the Digital and Social Media Division was, the answer to the above challenges is management resource. Centralised Digital Services is how we support through skilled human resource, managing production and tools. Based on the above findings, we have managed to established the structure of support services as follows,

Centralised content management

We manage, develop, execute editorial content for daily social media feeds based on the Thematic Yearly, Monthly, Daily messages that needed to be always on regularly. We also provide any by request editorial content that needed to be announced or activated on social media from any functions of the brand. Including, supporting as live reports and article coverage.

Editorial plan management that are centralised are important as we match each brand’s thematic message or campaign that fits in with the aiming and agreed yearly goal or KPI of company. We should always look all the view it in a bigger picture yet develop it suitable for each brand agendas. The goal is to match all correspondences to the same voice consistently. At least for the 1^st step, when who we are should represent the digital community that the company or the brand wants to attached, identify the content itself as it the key currency to open doors and building a strong platform for its online presence, through communication itself.

Centralised maintenance and new developments

With so many digital assets to manage, we started to search vendor that could support more to the technical aspects. The role to support are not only new developments but also maintenance upgrade. With centralised maintenance support we were able to reduce cost from 15mio rupiah per month to 2 mio rupiah per month per main website.

Our partner, Gagas Imaji, made a management tool for us and any other department to file in any projects or any needs regarding digital. It is to support us to manage better in the end. This tool of course makes it easier to manage the monthly quota for maintenance needs, understand the progress and workflow . And this is also to support procurement policy that we needed to comply.

Centralised payment gateway

With 10-14 brands on the go, understanding the needs to be ready for customer experience we initiate a partnership programs with payment gateways with us corporate level. That way, everybody can use the services and it will save time and hassles. These partnership learnings involve IT, Legal and Finance department in which the we spearhead the project. For customer to be able to donate or pay their tuition, now or then, it was initiated for us to be prepared. Truth be told, it was one complicated project and it took so many back and forth never ending meetings. However happy to say both division was so supportive and eager to learn. At that time, the payment gateways ready for PSF was Paypal, BCA CC & Recurring and BCA KlikPay.

Centralised digital partners

We started to connect with supporting partners to support and try to cater the needs for each brands. Trials and learnings to understand more about social media management tools and also online data management tools. the exploration alone took us at awe of the learning and most of all t he possibilities of what we can do based on the investment alone.

Questions like, what they can do, what are their services and advantages, what is the difference between directly partner with google and media agencies, plus minus, the comparison between products, and so on. With Hootsuite, we got a good first starter deal of discount package, many thanks to Tommy Galantomos, Alex Tangidy and Crystal Jiang for your kind support, trainings and endless skype call and google hangouts, you guys were always there for us.

And in the end, it is all about the network we need to build and established that one day should benefits us.

Centralised Digital Community Management.

We manage digital communities for each brand and ensure the consistent voice on each online channels, therefore we are the admin and we have the ability to moderate, listen and manage the audience on each digital community on each channels.

And to serve any functions going online, we are the also the online representative that coordinates with each functions of the brands that provides offline. We initiate for each brands or business units to work together through a draft agreement of service level.

To support this function we have an additional role that we provide. A direct access and network of social communities related with the organisation. We manage and build relationships with bloggers, netizen, leaders and activist from many social communities that relates with our pillars in PSF.

We have four pillars to serve. And each pillars has their own initiative activities. From education, women empowerment, entrepreneurship to compassionate relief. Indonesia is a large country with an exception trait and characteristic. Kinship, togetherness, a part of the family. We like to get together. All the time. We love to come together as opposed to standing alone. We love to be associate with a group as part of the family. This is why we have so many sorts of community based activities around Indonesia. And that is also why Indonesia users based on social media are mostly higher than other countries.

Social media again as a technology channel that is user based tool. And to manage all the voices online is just like managing a community. That is why we started to hire social media specialist or we can say passionate people of social media that is also a part of many community. They known and is a part of a social movements or community. So when we need to engage or other departments needs a certain type of audience it is easier to approach and invite.

Along the way, the team, initiate an opportunities that could bridge together between netizens, online influencers, senior bloggers with PSF as an organisation. Certain activities of PSF Bloggers competition and PSF Senior Bloggers and Influencers Gathering allows us to build relationships, introduce on a personal level, share our side of the story, and explain what we do, why we do it.

Indonesian Senior Bloggers and Online Influencers. Above, Left to Right, Bangwin, Moltulz, Kreshna Aditya, Ndorokakung, Amril Taufik, Iman Brotoseno, Didi Nugrahadi, Below, Left to Right, Ainun Chomsum, Valensia JustSilly, Simbok Venus.

PSF that was previously known as far out there, nobody knows who you are, got a chance to share our story of what we envision and the missions through PSF Pillars. The first level of engagement was surely established after this. Engagement here means, get acquaintance, a comprehensive knowledge, build relationship. Of course what is important to understand that how this relationship could grow for later opportunities like collaboration in the future or would become more easier for PR team if need for a crisis. It is also important that it allows everyone from PSF to start building that relationship however it was initiated by the Digital and Social Media team.

PSF Media and Bloggers Camp

Obrolan Langsat to introduce Bait Al Kamil.

The edubloggers. A group of bloggers that is passionate about education in Indonesia

So based on the ability of Digital Centralised Services, we were able to identify the layout all establishments from from digital infrastructure development to digital activations and implementation support.

And as result, on the last year we have accomplished this.

Next, the Digital and Social Media Team.

The Mapping

January 12, 2018January 12, 20183 Comments

#TyasDigitalProject #6

How to map out the digital transformation for the company.

Customer Experience (CX) remains the top driver of digital transformation but IT and marketing still influence technology investments.
Only half (54%) of survey respondents have completely mapped out the customer journey.This means that many companies are changing without true customer-centricity.

These are the key findings from the Altimeter Research, somehow I feel this quote from Seth Godin suits where we need to start.

Because then the question next is, why do you need to make this product. Or this program. Or this initiative. Why this is good. Do you know who your customer is ? Are you building a business for money or to make a difference ? And in then end, what kind of solution are you giving to your customer ?

I could go on and on but I feel we can understand that product and customer is inseparable. And the customer journey in matching solutions or value to your customer will never end. And so there is a need to understand clearly. What is Customer Experience or Customer Journey ?

What is the difference between Customer Experience and User Experience ?

Article Title : Customer Experience vs. User Experience: Why the Difference Matters

As the above picture based on linked article stated, the customer experience represents every step of the journey from when users are running price comparisons, to when users try the product, to when users may resort to customer service if their needs aren’t met.

The UX is the customer/user’s experience with a specific product, for our purposes, a website, app, or software. The design of the interface — its usability, information architecture, navigation, comprehension, learnability, visual hierarchy, etc. — all combine to create the UX, whether positive or negative. The goal of the UX designers, then, is to make sure the brand designs products that solve the right problem in an efficient and enjoyable manner.

Now, yes Digital and Social Media division role was to serve the Marketing and Communication department in the first place. But I learned that marketing is just one part of the equation. An integral part nonetheless but just one part. At that time, I knew that we just need to start at one point. I do feel it’s ok to start with marketing or any other parts of the organisation, for example with PR or customer service. As I have always said in many occasion, we gotta start from somewhere.

Now why is this understanding important. Why not concentrate with just marketing and communication. Again and again, I would always say, that when a brand is opening itself to online it is just like opening a faucet. Other questions that might not be just about the marketing campaign or the thematic information would enter endlessly. And we can never neglect that. After all, using a brand name represent everything that is to the brand. However it does not mean we have to do everything. Every single function to the organisation. But being someone who understands the possibility means we need to manage it well. In objective to manage our audience expectation well.

And I do believe as we learn more from the process of digital transformation, we learn from the opportunities that benefits us, we would want to invest more to the next stage of the digital transformation process itself. Most probably with all division to take part of the digital transformation, maybe start up a committee or one day digital and social media would be a department itself. This is me thinking out loud, thinking forward and visualise the future.

Based on the fact that digital and social media is a tool to accommodate a pathway of customer experience or a channel to opportunities like sales, customer services, marketing etc, we need to understand how it works, starting from the business process. It would also take some understanding on how a company understand their customer. In this case how Putera Sampoerna Foundation process a social initiative or an education program. When we understand how this business process from A to Z, therefore we then understand how one product connects with another product and becomes a representation of the missions in serving the bigger dream, the vision. I hope I’m making some sense.

Of course seeing something missing or identified things lacking of a certain proses is normal. And wherever we go we would seek ongoing process of inputs and planning or implementations of adjustments. However, it is not rare that my findings are becoming another different challenge that actually are not within my territory.

For the record, the IT department was truly a great partner for the Digital and Social Media team. I guess geeks do stick together.

Eva, Pak May, Kristin

Putera Sampoerna Foundation (PSF) has 4 pillars to activate their missions which are education, women empowerment, entrepreneurship and compassionate relief with 10 total social initiatives brands ; PSF Corporate, Save a Teen Program, Sampoerna Academy, Sampoerna University, Koperasi Jasa Siswa Bangsa, School Development Outreach, Indonesia Berkibar, Sahabat Wanita, Mekar, and Bait Al Kamil. And everybody wants to go digital.

To be able to plan and develop anything digital it starts from screening, identifying and understanding all the things, the process of the business, but also to understand the brands, each parts of the organisation, the insights, what is what, why is why and so on.

All work processes are established mainly to serve each purpose together and become one collaborative effort as an ecosystem. And in an ideal situation, when we are able to identify and agreed each customer journey of each product or program, we are able to build and map stage by stage. And then, to develop a road map that works for everyone as effective and efficient as possible. That is the ideal way. Most of the times the sequence on getting to understand the journey or getting the information are not in ideal order. So in my experience, for a certain project the development of the digital concept are based on the business objective.

Sometimes as i gathered all the informations, I began to divide them into different compartments. In my head, in my notes. Some might be important, some might be useful for later, will see. It’s really important to have structure, one to understand the basics, why and how and secondly to make everything become sense as we relay back to the objectives on each projects and of course the company. Digital channels whether functions to be as a communication tool or for any other supporting process for example customer service, sales or anything else, in the end has to link to a purpose. And for a corporation with many brands, business units and supporting operational units working together based on the company’s mission, it is crucial that we have the digital architecture identified based on the customer’s journey.

As digital and social media are only channels based on my learnings this allows me to foresee and understood better, the actualisations of each brand and all supporting functions of the organisation. Understood what is systematically missing.

I was in a situation that I felt compelled to make things better. Or to do the best that I can do. However i was very much supported by the management when it comes to implementation or doing the actual work it becomes tricky and full of challenge. Knowledge management was one of my identification and recommendation that I raised on my first year. Due to many changes happening like staffs turnover or changes in brand identity or change in business strategy of the company. Lesson learned, knowledge management was implemented on my next project at Pita Kuning. This is the same reason why I had to initiate the development of digital and social media guidebook, crisis guidebook and policy. Sometimes, things just needed to be push forward.

At the same time, I found The State of Digital in Companies by SocialBakers

And I used this to guide where we were on building digital and social media for the company. At my last year, there are points of stage that has already entering 2^nd and 3^rd stage. However, some status on the early stages was not entirely there yet.

I cannot say that I was able to identify the whole Customer’s Journey for PSF. And I will not share the actual digital architecture of PSF here. However I will share what the digital architecture was build upon. It was built based the the needs of marketing and communication purpose on all brand, how it connects with each other and continuously updated regularly based on these status :

What the brands it stands for
What are the Digital and social media channels of each brands. Such as, Main websites, supporting websites (microsites, blogs), applications, social media channels, internal channels or supporting tools.
The mapping connection between each brands and its channels all together as a journey.
The numbers of digital and social media channels on each brands and all together including supporting channels was identified.

The developments of digital channels infrastructures, learning process, education process was done simultaneously all together and it was truly one hell of a ride. And that is why the digital and social media team was able to learn so quickly. Our learning curve was the implementation itself.

Through the help of Gitong from Gagas Imaji our web developer agency we had the opportunity to meet with Dondi Hananto. And he shared how and the stages in digital assets development really relies on the customer journey itself.

“Building solution through product management really is the fusion between technology, what engineers do and the business side”, Marissa Mayer.

And in the end, based on my learning, if we have reach to a point where we are already managing all functions of the brand through online and we have also managed our target customers through online, is when we are ready to monetise the situation or digital community.

Next, the Digital Centralize Services.

The education process

January 12, 2018January 12, 20182 Comments

#TyasDigitalProject #5

How do you educate digital and social media for business for an organisation?

While companies are making attempts to modernize employees’ skillsets for a digital economy with new training programs (62%), only about half are investing in new digital talent. The employee experience is a crucial, yet often overlooked element of a successful digital transformation.

The facts above from Brian Solis’ Altimeter fits in with my next process. The education process.

The process of education is not simple at all. Getting people to switch the mindset, making people understand, making people want to learn more. That is another level of strategic planning to do.

There is no way not to move forward even though the knowledge is so little. Project development would be carried out and could be a learning curve for each members on the project. And the results good or bad could also be a learning for all.

But the real education activities should still start as early as possible so that the organisation would meet in sometime in the middle of the process. After all, the management wants to monetise as soon as possible.

I divided the education process into 2 parts. Series of training or talk show. And Socialisation. And for this we partner with the HR department. Why, we data all the staffs that was trained, got the socialisation. And for new staffs, we embedded digital and social media introductory part on their new orientation sessions. We’ve also made some adjustments on to the new staff contracts to make sure social media was part of the regulatory that all staffs must comprehend. For the remaining staffs was digital and social media was updated on the Company’s Regulations.

Socialisation.

On every opportunity or new project, we start off with a socialization. The background for socialization itself is to build a common understanding among stakeholders on the project and also related supporting departments. The information given are

Basic understanding about digital and social media
The understanding of the organization big picture in digital, also known as the PSF digital architecture and information map.
What is Centralized Digital Support ?
The digital and social media guidebook and
Digital roles and responsibilities

Yes, this is a lot. And I learn that we cannot go through in one go. But all of these information matters to build the learning and secure the project. The mistake was to share everything on to one go. So sometimes I would see the type of project, the type of business, who are the audiences and what kind of information do they need at this moment. In some cases I would inject some points informations in the middle of another sessions meeting or sometimes a discussion just to get to a point.

Through this opportunity we hope it will open their eyes and meet expectations in objective to build a good team work on every project. This socialization process is only to inform, trigger discussions to gather each stakeholders have a sense of ownerships.

At some business units we do it at least one time. But for other business unit that is unique such as school ; we customised how we share and deliver it a couple of times. For example, what we did for the high school unit was to execute three times, one for the management, one for the board of teachers and one for a group of students that we feel could strategically support this project. For students, we targeted the session with the media team and school journal team. Drive a social activity in creating content amongst students and that was indeed a fun idea.

Training and Talkshow sessions.

On another level of education process, what we did to open the eyes and heart on the middle management level we started off with a couple of introduction sessions. I understand very well that in some cases, it is better to educate through outsiders who are known to have the experience rather than only share them by me or the digital team. On June 13, 2014 we initiate a general talk show for our internal management levels that consist of board directors and middle management or might I say, each of their champions. I invited 2 speakers that is suitable for this situation who could provide their expertise advice professionally. BCA is Indonesia’s largest commercial bank and not long before that time they were also in the same situation in going digital. With so many concerns, worries, they asked for some advice before going digital and the consultant was yours truly Abang Edwin, my husband. BCA then later became the best online customer service based on Social Bakers’s monitoring report 3 months after they went online. And I thought that should be a good learning for us at PSF and thankfully they both were available at that time and agreed to come and share their experience. From BCA mas Duardi Prihandoko, now is the Head of Digital Marketing for BCA Bank shared his experience and insights that was beneficial for us. And thankfully since it was an open session the question that was raised was also educating some leaders and not only the spoke person at that point. Naïve questions like, if a crisis being happen online, shouldn’t it be a digital problem? I remember Bangwin, made a writing based on this talk show experience and it also raised discussion online. The misunderstanding or misconception regarding what role or functions can digital and social media is really interesting to discuss further. But I think you get what we were experiencing at that moment.

Other educations sessions were series of trainings held for middle management including Department of Centralized Marketing and Communication itself. One of the agency that support us and gave a really huge understanding was from mas Tuhu Nugraha Dewanto, Chief Operational Officer of Upnormal Pingfans, writer of WWW.HM Defining your digital strategy. And other supporting trainings are for the digital and social media team from hootsuite to SEO & SEM.

Besides all of the above, regularly, we also held some sharing sessions internally for the department of CMC mainly to create a common understanding therefore could drive solution better.

Referring back to Brian Solis 2016 state Digital Transformation, one of the top drivers are new standards in regulatory and compliance. And education alone will not hold out consistencies when in the end ownership of the digital channels should be on the business units or brand itself. We want to make sure we have given also the tools and guidelines as an easy way to look up to anytime and for any needs. Since numerous project was being implemented within each year, again, it is our responsibility to initiate a guide book and policy to manage the level of understanding and consistency within the organisation.

We start initiate a book of guidelines as a based to know what to do, how to do and as an add on book to any findings, requirements and also to build consistencies in guiding the principles of each brand essence.

The main objective on this early stage was to be able to do these pointed highlights.

Accurately and consistently represented in such communications
Clarity roles and responsibilities regarding the work and mission
Clarity Work Flow
Crisis Management
Reduce risk and legal exposure for the business
To avoid dispute employer and employee

So after all my learning with various business units, challenges and insights, a quick recap on how to educate digital and social media, my tips in orderly and all of this is a combine requirement,

strengthening the knowledge,
guard with guidelines
and customised each project based on their background.

After all it is all a learning process. Nevertheless, given or by experience.

Next, The Mapping.

The findings

January 12, 2018January 12, 20182 Comments

#TyasDigitalProject #4

What does it take to do a digital transformation on an organisation?

Let’s read each points on the above key findings as those struggles has impacted us as well.

Before sharing the implementation process, let me share our findings that common to happened within the organisation. I divided into some examples of human challenges.

1^st example.

In some meetings, as I shared some examples of a digital platform or what it can do for our benefit, usually I would do to trigger discussions, it is not rare that the feedbacks from the project owner that we serve would often happens like this :

Project Owner : “very nice, I want that, go ahead Tyas, you make I just follow.”

Project Lead (Me) : *___*

Or,

A Senior Manager : “There’s no way anyone could ever finished 3 projects plan in one week.”

I’m not saying that, of course we can negotiate the timeline based on priorities but it’s the attitude that moves me. Of course being a leader we have a bunch of other responsibilities or routines that needs our attention. I also have a background in advertising where we were mostly need to handle so many accounts at the same time. Juggling so many things was an everyday regular routine. Whoever has been in the advertising industry knows how it feels like in the circus. Making the impossible, possible hence in terms of managing deadline.

So for me it was also getting to understand the people and the culture. And how things are being kept based from the attitude and performance of most staffs. My feelings were more of so,

2^nd example.

Let’s say there are people not quite convinced about the importance of digital and social media. Or how business translation through digital and social media. Being someone new and introducing something makes us an easy target. It is a process of people to get to know you better. Sarcastic comments, being laughed at in the middle of a meeting, I could go on but you get the picture, I hope. Anyway. For me, it’s mostly about handling a situation by ignoring the negatives and focusing on the work. A true professional by the end of the day will come to his or her true senses. If not, then that person is questionable. My point of view if I may add, there are so many opportunities of intimidation, overused of power and it is so easy to fall into it. How to avoid it, just look back into the bigger picture and how the real important people are rooting for you. To meet the expectation of the given role and be professional. There is nothing more classy or powerful than to ignore them, showing performance, forgiveness and grace to someone who does not deserve it.

Apart from people, there are also much discussion about who’s owning the budget, taking ownerships on the projects, minimum understanding for the importance to the business, wanting to know more, and not having available content or business information on each department. Of course there are so many reason behind all of is. I think each company has their own challenges on managing operational and work process. So it is normal. Is it ?

Despite of all happening, these findings, to be frank, I was having the time of my life. I enjoyed every minute of it. It was the bigger picture that drives me. So cuts and bruises was okay. Blood, sweat and tears, but it was all worth it. Every time I look back I cannot stop being grateful for the opportunity. The greatest pleasure in life is doing what people say you cannot do.

One of the moment was when I had to build a bridge between two big important departments and apparently what I did was good as I walk back to my desk and found this on my computer that made everything become worth it.

There were times when I just don’t know what to do or how I needed to act upon a situation or a person and was just at a point of exhaustion. Yes, there were some occasions like that. Maybe, it is normal in these situations especially when you are introducing something new. However, for me as long as I am needed, my contributions are perceived as valuable and, I am appreciated for what I do, then there’s no reason to complaint.

Next, The Education Process

Tyas Handayani

I only talk about what I believe in

Tag: transformation