| Head, Corporate Development |
TENAGA was formerly a government department, known as the Central
Electricity Board (CEB), corporatized on September 1, 1990; and listed
on
KL Stock Exchange - Main Board two years later. The biggest in term
market capitalization, blue-chip stock, one of the key determinant for
the Composite Index. The culture change challenges started there - from
'meeting social obligations' to 'performance-based & shareholders'
value' - for over 25,000 employees, serving the Malaysian premier power
supply giant (RM65Bil in assets, RM17Bil annual sales of electricity).
Over the last 13-14 years, two major organizational transformation
exercises have taken place: decentralization (1990-2000) and
reconsolidation (2001-2007). Like other best practices, the basic premis
being applied was the 'McKinsey 7S' principle. To cut it short, I m
going
to share the 'software' portion of the current transformation
strategy...Remember: business trasformation IS ABOUT the culture change!
We code-named it as "T7 Project": T=transormation, (or Tiger, as we
envisage to become the best run corporation in Malaysia in energy and
related business, as part of the strategy to realize our Vision to
become
the Regional/ and global best); 7=by year 2007. As a part of our
strategic communication across the entire population, we built what we
called the 'CEO House': 7 building blocks of organization performance -
strategy & direction, org structure, planning & budgeting, performance
management, business process re-engineering, CAPACITY BUILDING
(technology & competency) and SHARED VALUES & CULTURE. [Note: "Software"
in capitals, which I m directly responsible to deliver].
What are our values?: integrity, customer focus, business excellence &
caring. The challenge now is on how to institutionalize those universal
values and create the desired corporate culture. We have embarked in
many
strategic innitiatives towards that: Corporate quality excellence
(President Quality Award, based on Baldrige framework), Performance
mangement (link performance to the pay checks), Corporate culture change
programs (300 TENAGA critical mass), knowledge Management (Community of
k-Workers) and Capacity Building (matchning the infrastructure,
technology & competencies to the intellectual capital of the company).
Early key accomplishement: TENAGA being voted the "Caring Employer of
the Year" 2001, 2002, 2003. Benchmarked in the area of performance
management for Government-linked Companies... By July 1, 2004: another
major shift in transformation - a new 38-year old CEO for TENAGA!
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