Forum Leadership Indonesia

Want a health check on how well your leaders are doing?
Want to raise self-awareness?
Want to focus on what leaders can do to have greater impact?
Want to help specialists manage more effectively?
Want to help leaders drive sustainable change?

We can help ..!:


Any strategy only comes alive when it begins to be executed.

When we address Execution in companies, a number of reasons why Execution does not deliver on its promises become apparent:

The mentality with which people approach execution: a linear, mechanical approach just does not work in fast changing markets where customer preferences keep shifting unpredictably.

Everyone seems to have their own idea about what execution means: there is no coherent practice.

The tendency to separate things that need to be actively connected: processes, culture, systems, leadership, all seem to reside in their own spheres.

The inadequate management of transitions only one of which is going from strategy formulation to strategy execution: the “hand-offs” across the programs and plans simply fall flat.

Leaders are not clear how to play an effective role.

Not clearly distinguishing between “operations” and the organization required to underpin operations – in fact, ignoring the organizational dimension altogether
And, we’ve found some companies double-down on their execution approach and plans when the results don’t meet expectations only to find that they make matters worse by persevering with an approach that does not work! The Execution Program offered by Leadership Forum, Inc. (LFI), shows firms how to transform Execution into a discipline that addresses what must be done to execute strategy in the external marketplace and what must be implemented within the organization. It builds the bridge between these two Execution foci—a bridge that is fundamental to successful Execution but so often neglected.

To be successful in Execution, executives need to address the following questions:

What is the state of the practice of Execution in my organization? 

Do we have a track record of execution that demonstrates we have the capability we need to execute strategy?

What is the gap between the current state of Execution and the ideal?

How clearly understood is the Execution “road map” by all relevant units within the organization?

Where the breakdowns in Execution and what are the causes of them?

What are the organization enablers of Execution and how can we further leverage them?

How well does the organization adapt Execution to change in the marketplace and/or execution results?

Do leaders at different levels in the organization know how to support the Execution of strategies?
Our Execution Program addresses the following areas:

Execution as a Discipline: its key components
Execution Failures: sources, frequency and remedies
An Execution Framework: connecting the marketplace and the organization
The Execution Road Map; stages in Execution—programs, initiatives and plans
Managing the Execution Transitions: challenges, traps, routines, and connections
Success Factors: Focus, Capability and Coherence
Execution Principles: Rules to guide focus, capability and coherence
Leadership Roles: specifics of roles up and down the hierarchy
Execution Learning: learning and adapting throughout Execution
Linking to Strategy Development: connecting to different types of strategy
We recommend this program starts with a preliminary survey and set of interviews that diagnose the execution capability of your organization. The program sessions are then customized to address the specific gaps identified. Case studies ground the program in the realities of these gaps. The intent is to give you the capability required to execute on the strategies that are key to the success of your business.


Rekindling Growth as a Core Competency
As a Core Competency

During the recession, your team became experts at cutting costs by 10%. They groaned, but they knew what to do.

But now, coming out of the recession, how do they grow by 10%?

The odds are against them. But just how bad are they? Columbia Business School professor Rita Gunther McGrath writes that only 8% of the 5,000 companies with over $1 billion in revenues grew sales by 5% annually over a 5 year period, and only 4% grew net income by at least 5% annually.

Yes, growth is really, really hard. But the rewards are great, and some companies beat the odds.

Here are some examples that we have been involved with:

At a hi-tech company, proposals were losing business despite successful sales cycles. By leveraging customer insights to identify gaps between competitor performance against key client bid requirements, the organization completely redesigned the proposal process and, as a result, won $650 million in new business during the pilot program – which rolled out company-wide immediately.

A well-known professional services firm sought to grow by merging with a firm half its size; however, the integration threatened to stall growth because of vast cultural differences between the two firms. By focusing the entire firm on building deeper relationships with customers through integrated client-service teams, the firm was able to meet its three-year goal of doubling revenues while building a unified culture.

A global corporation’s extreme operational focus resulted in declining revenue and profitability growth as existing markets because saturated and commoditized. The corporation identified $1.4 trillion in new growth opportunities in adjacent spaces, assessed each for attractiveness, competitiveness, strategic fit, unmet needs, portfolio gaps, solution elements and brand permission. By assigning priority segments to selected teams to develop segment entry strategies, the corporation increased pre-tax margins by a full percentage point a year over 10 years doubling, in turn, the share price.

A large financial services firm was under-performing in the market place. By reassessing its capabilities, the firm launched a new strategy that grew revenues by 14% a year over six years while realizing four major acquisitions resulting in the doubling of its market value.

Growth Strategy

Assess Select Organize Execute

Current Strategy
Marketplace Insights
Potential Strategy Possibilities
Required Business Design
Resource Allocation
Organization Infrastructure
People & Skills
Action Programs
Organization Linkages

Questions for Success

How to “sell” the need for a growth program to the organization?

Can our current strategy be a platform for significant new growth initiatives?
How can we develop and test new growth opportunities beyond the current strategy?
Can our current competencies deliver new growth opportunities?
How can ensure that each new growth trajectory is executable?
How can we ensure that a new growth direction does not jeopardize our current drive for efficiency?
What can we do to manage the organizational change inherent in growth opportunities?
What can the leadership team do to motivate and energize the organization to drive specific new growth initiatives?

Intelligence and Insight

Insight is where the game is won and lost. Without superior insight, winning over time is simply not possible.

Every organization faces a critical need: to understand the emerging and future world better and faster than rivals. All rivals are looking at the same world; so the real battle is to determine who “sees” the underlying change more incisively than the competition. Capturing “change insight” before rivals gives you an advantage: knowing where the marketplace opportunities may be, where the risks or vulnerabilities may be and, importantly, knowing what to do.

Organizational Barriers

Do any of these apply to your organization?

Executives complain of too much data, but too little useful intelligence;

1). What the intelligence team considers as insights, decision-makers regard as ho-hum;
2). Leaders say they don’t want surprises, but the intelligence team doesn’t know what is meant by a “surprise;”
3). We don’t know where to focus our marketplace intelligence work; so much is happening, we can’t figure out where to start.

FLI’s intelligence and insight practice ensures that these comments will not be heard in your organization.

Creating Capability

We help you:

1). Build and sustain an intelligence capability (not just a “program”) that delivers real business results;
2). Determine the critical intelligence needs in your organization (not just what individuals say they want);
3). Transform multiple data types from a myriad of data sources into high-impact insights (not just “findings”);
4). Identify marketplace consequences of change—opportunities, risks, vulnerabilities (not just trends and patterns);
5). Integrate the intelligence capability with executive decision making.

In the short-run, FLI can help you:

1). Conduct an audit of your intelligence capability (among other things, to identify capability gaps that may be critically inhibiting delivery of value to decision makers)
2). Determine key intelligence needs (among other things to identify missed opportunities for intelligence value)
3). Structure external data networks (among other things to access both easy- and difficult-to-obtain external information that could transform insight quality)
4). Build the bridge between intelligence and one or two specific decisions (among other things to demonstrate how leveraging intelligence can be dramatically augmented)
4). Connect intelligence to the execution of your current strategies (among other things to improve short- and longer-term marketplace and financial results)

Workshops to Develop Skills

Intelligence from the Decision-Maker’s Perspective

Addresses the roles of business leaders in developing and leveraging intelligence. It develops a framework that enables leaders to identify what intelligence is required, how they can contribute to creating that intelligence, how they can enable intelligence-related insights, and how to use intelligence across a range of issues and decisions.
Linking Intelligence and Strategy

Develops and builds tighter integration between strategy and intelligence: where to compete; how to compete, and the associated intent or goals. It identifies critical gaps and deficiencies in the strategy-intelligence linkage and what needs to be done to build and sustain more productive relationship with key product, portfolio, new business and corporate stakeholders.

Linking Intelligence and Operations

Maps and assesses all facets of how intelligence currently relates to operations and how it might do so in the future. It begins by identifying key current and potential decisions and issues inherent in operations and then outlines what intelligence outputs are required to meet each set of needs.

Competitor Analysis

How to identify and assess the current and possible future strategy moves of current, emerging and potential competitors in both the product marketplace and the influence (stakeholder) marketplace. Illustrates how to analyze sets of similar competitors. Emphasizes how to leverage competitor analysis for insights into marketplace change and customers’ behaviors. The ultimate intent is to create winning customer value propositions in the product marketplace and winning influence strategies in the stakeholder arenas.

The Intelligence Process

Critiques and develops the intelligence process, addressing all the central elements typically found in a well-honed intelligence process: intelligence needs, data requirements, specification of data sources, data collection, analysis processes, development of outputs, customization of “deliverables”, dissemination of outputs and deliverables, integration of “intelligence” into decision making. This workshop provides a common framework for intelligence professionals across the organization to integrate where appropriate and for decision makers to engage with them.

Intelligence Leadership Forum

Members learn from each other and from invited contributors.

The intent is to enable the participants to deploy and leverage the practice of intelligence throughout their organizations as a means to enhance strategic, operational and financial performance.

Members explore the methods organizations use to tackle intelligence imperatives to:

more quickly identify required intelligence needs and how to accomplish them,
better connect intelligence to the marketplace and organizational issues and concerns facing decision makers, and better integrate intelligence into all phases of strategy development and execution - in short, to more efficiently and effectively "manage" intelligence.

Making Real Change Happen: 
The Role of the Leader


A global company wanted to enhance the leadership capability of its top executives from around the world and create a culture that drives change throughout the organization.


Rather than just focusing on leadership behaviors, we grounded the discussion first in the most challenging objective each executive had to achieve and the one that required their unit to do something other than business as usual. Then we looked at six traps to avoid while leading change. Finally, we examined the behavioral preferences of leaders (through 360-degree and self-assessments). The preferences identify where each leader will be more or less likely to avoid the traps and to lead their units effectively. Each person left with key goals and actions outlined. This approach combines the key “change” actions for leaders with insight about personal style in taking those actions. Executives understood what they needed to do and how easy it would be for them to do it. The format involved some class overview and discussion, intense small group work co-consulting with each other and facilitated by a professional coach, exercises, and one-on-one coaching. We tracked each person’s progress against his/her goals for six months. 3½ day program.


1). Fast-paced and relevant.
2). Leaders received feedback from their units and from each other. They developed an understanding of what they need to do differently and how as leaders they can either enable or hinder change based on their own leadership style.
3). Coaches provided professional advice and plenty of individual attention.

Driving Behavioral Change for a New Organizational Structure


A large global corporation was instituting a new structure that included new lines of reporting in all of its subsidiaries. The change would require a change in behavior in terms of how individuals within each subsidiary interacted with each other, made decisions, developed new business and interfaced with headquarters.


In order to give senior managers experience with the new structure and a better understanding of the new behaviors that would be needed, we wrote a simulation. The simulation was also designed to reinforce the rationale for the change and to enhance commitment to the change. The simulation contained enough information for managers to assume one of the key roles in the new organizational structure. Each “management team” assembled for a two-day off-site meeting during which they debated key decisions regarding implementation; consulted with experts on teams, change, communication and roles; and presented their action plan to a “governing board” for critique and approval. 2 day program.


1). Engaging and lively debate of the benefits and challenges of the organizational change.
2). Better understanding of how each functional role needed to interact with other roles.
3). Awareness of the potential obstacles in implementation and a perspective on how to avoid those obstacles.
4). Greater awareness of the behaviors that would need to change throughout the organization.
5). Perspective on how to sell change within the organization.

Thinking and Executing: 

Strategic Agility, Leadership and Engagement

Develop the ability to think strategically, execute, and motivate others.


Week I focused on gaining a better strategic perspective about the business as a whole, including opportunities, risks and future challenges. Using predefined drivers of external change, the group developed brief scenarios and examined strategic alternatives for the business. Then, regardless of which scenario best depicted a strong competitive future position, the group focused on the key short-term actions that needed to be taken immediately to put the business in the strongest possible competitive position. 

Senior level executives participated in town hall like sessions where they discussed their perspectives on major issues. Other topics were included to deepen understanding of the strategic agenda. Those topics included taking a strategic view of financial performance, broadening global economic perspectives and managing stress in times of chaos. Between Week I and Week II, teams were charged with taking key messages back into the organization through forums such as town halls and team meetings. Week II focused on sharpening the ability to execute and lead effectively. Topics included building an innovative culture, making change happen, managing conflict, creating dialogue to resolve substantive issues, influencing without authority, enhancing emotional intelligence. 

A former CEO of a well known company presented a real life case. The results of the 360-degree assessment of leadership skills and the self-assessments on conflict skills and emotional intelligence were reviewed in-depth. Also included were peer feedback and one-on-one coaching sessions. Two 4½ day programs


1). Participants had to take a view of the corporation from a higher level; that is, from the position of an Executive Committee member rather than from their current position in a silo, region or function.
2). Leaders took stock of what was working well and what could be adjusted in order to achieve better results.
3). Each leader left with a clear action agenda.

Leadership Renewal


Assemble a group of senior leaders from various countries and regions who are excellent in what they currently do and re-energize them about their roles as leaders.


To explore personal views on what makes a great leader, we opened with video clips of world leaders. And then participants gave personal examples of business leaders who inspired them. Next, each person examined the high and low points of their careers in order to understand what circumstances make them most effective. Finally, each person received 360-degree feedback on their leadership performance. Emphasis then turned from self-examination to assessing effectiveness when interfacing with others. Small groups worked with actors to role-play difficult individual situations. Peers and coaches provided advice. Then each participant examined how they manage inclusion, control and praise. Finally, the group turned to examine the leader in the context of a larger organization, particularly focusing on the opposing demands placed on leaders (e.g., pushing people hard versus nurturing people) and the challenges of working in ambiguous circumstances. Leaders explored effective behaviors that enhance their ability to cope with uncertainty. 3 day program


We developed a training manual and trained trainers around the world to run the program. Individuals left the event with:

Real insights about what to do differently.
A clearer perspective on what motivates them as leaders.
An understanding of how to create a more engaging environment.