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  • Materi Materi DBS 4 - Creating Culture of Innovation - Kelas Creating A Culture of Innovation

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    This document provides an overview of an individual's expertise, career experience, awards, publications, and certifications. The individual has expertise in areas such as change management, human capital development, strategic communication, organization and performance management, and people and culture transformation. Their career includes roles as Head of Strategic Development and Communications at DBS, Senior Consultant and Master Trainer at NBO - AKLTG, working in HR at Danamon, and as an Assistant Lecturer at SBM ITB. They have received awards such as CEO Appreciation from DBS, Talent Danamon, and a Young Researcher Award from a China conference. They have also published works on capitalizing human

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    Materi Materi DBS 4 - Creating Culture of Innovation_Kelas Creating a Culture of Innovation

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    This document provides an overview of an individual's expertise, career experience, awards, publications, and certifications. The individual has expertise in areas such as change management, human capital development, strategic communication, organization and performance management, and people and culture transformation. Their career includes roles as Head of Strategic Development and Communications at DBS, Senior Consultant and Master Trainer at NBO - AKLTG, working in HR at Danamon, and as an Assistant Lecturer at SBM ITB. They have received awards such as CEO Appreciation from DBS, Talent Danamon, and a Young Researcher Award from a China conference. They have also published works on capitalizing human

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    2 views28 pages

    Materi Materi DBS 4 - Creating Culture of Innovation - Kelas Creating A Culture of Innovation

    Uploaded by

    Diya
    This document provides an overview of an individual's expertise, career experience, awards, publications, and certifications. The individual has expertise in areas such as change management, human capital development, strategic communication, organization and performance management, and people and culture transformation. Their career includes roles as Head of Strategic Development and Communications at DBS, Senior Consultant and Master Trainer at NBO - AKLTG, working in HR at Danamon, and as an Assistant Lecturer at SBM ITB. They have received awards such as CEO Appreciation from DBS, Talent Danamon, and a Young Researcher Award from a China conference. They have also published works on capitalizing human

    Copyright:

    © All Rights Reserved
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    of 28

    Expertise

    • Change Management
    • Human Capital Development
    • Strategic Communication
    • Organization & Performance Management
    • People & Culture Transformation

    Career
    • DBS : Head of Strategic Dev & Comms
    • NBO – AKLTG : Senior Consultant and Master Trainer
    • Danamon : HR Practioners
    • SBM ITB : Assistant Lecturer

    Awards & Publication


    • CEO Appreciation in DBS
    • Talent Danamon
    • Young Researcher Award (China conference)
    Yessie Fransiska Lydiana • Capitalizing Human Capital (Scopus Index publication)
    • Determining Promotion Strategy (publication)
    Parahyangan University | MSM ITB | DSM ITB
    People Enthusiast | Coach | Trainer
    Certification
    @kata_missyessie
    LinkedIn: Yessie Fransiska Lydiana •Human Capital Professional
    •Trainer
    •Project Management Professional
    •Pattern of Excellence
    •Public Speaking & Communication 2
    WHY COMPANIES LONGING
    FOR INNOVATION?
    4
    5
    A Boom In Customer Automated Decisions
    2021 will see a boom in customer automated decisions in both the business-to-
    consumer and the business-to-business markets. Customers have learned that
    they can set their software to make decisions based on preferences and trends.

    6
    INNOVATION
    COLLABORATION IDEATION IMPLEMENTATION VALUE CREATION

    FEEDBACK

    7
    Emotion Ambiguity

    FEEDBACK

    Time Stress

    8
    HOW DO YOU BUILD

    FEEDBACK CULTURE
    10
    BUILDING FEEDBACK CULTURE

    11
    12
    BUILDING FEEDBACK CULTURE

    13
    14
    BUILDING FEEDBACK CULTURE

    15
    16
    BUILDING FEEDBACK CULTURE

    17
    18
    BUILDING FEEDBACK CULTURE

    19
    20
    BUILDING FEEDBACK CULTURE

    21
    22
    23
    Psychological safety is being able to show and employ
    oneself without fear of negative consequences of
    self-image, status or career (Kahn 1990, p. 708).
    TY
    F E
    SA
    L
    G IC A
    LO
    HO
    YC
    PS

    24
    • Mentoleransi kesalahan untuk mencari SOLUSI yang lebih realistis. Mereka
    tahu bahwa siapapun bisa melakukan kesalahan dan yang terpenting adalah
    mereka tahu dan memiliki jalan keluarnya.
    Ciri perusahaan yang • Kegagalan sebagai proses pembelajaran. Untuk itu perlu menjadwalkan
    memiliki pertemuan dimana setiap orang bisa TERBUKA menceritakan pengalaman
    mereka,apa yang sudah coba mereka lakukan tapi belum berhasil, dan
    psychological safety pengalaman yang mereka dapat.
    • Fokus pada KEMAJUAN, bukan kesempurnaan. Ini adalah cara mudah
    untuk meningkatkan kepercayaan diri semua anggota tim.
    26
    Psychological safety is the
    foundation of inclusion and
    team performance and the key
    to creating an innovation
    culture.
    It’s that safety that gives
    individuals and teams the
    freedom to explore,
    experiment, fail and try again
    without fear of reprisal.

    27
    Thanks for being here!
    NOW IT’S TIME FOR YOU TO ASK ME!

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