Advisor I Mentor

Sparring partner

Piotr

Kania

Organizational culture change is one of the biggest challenges a company can face. The fear associated with the risk of altering the company’s DNA and potentially "ruining" what, although not perfect, currently works, is so high that many organizations shy away from taking this step. Instead of comprehensive transformation, a smaller, more acceptable effort in the form of targeted improvements is undertaken in areas where it is necessary to carry out current operations and ensure the company's functioning. In certain situations, such a tactic may be the only possible or acceptable option; however, it is often a temporary solution, and the full transformation of the company's culture is merely postponed, with all the often more painful consequences that entails. Ultimately, changing the organizational culture proves essential to meet the dynamically changing market demands and employee expectations, address an identity crisis, integrate merging entities, or simply improve the overall functioning of the organization and its financial results. The rapidly evolving expectations of new generations of employees, who make up an increasing share of the human resources of almost every organization and their expectations related to the environment and organizational culture of the company, are also significant.

The topic of cultural transformation in a company and the role of the leader in this process was the subject of a mentoring session organized by ProfBoost for BPJS-Kesehatan, a social security company from Indonesia, which took place this week in Warsaw. During the meeting, we discussed the main challenges related to carrying out this process, which take on a special dimension considering the unique position of BPJS-Kesehatan – the sole provider of such services in Indonesia, serving a group of over 260 million recipients.

Despite cultural differences, market specifics, and often different customer expectations between the two countries, the main issues to be considered in the process of organizational culture transformation remain the same. A clear vision from the leader and its communication throughout the organization, addressing fears related to change, the involvement of the entire organization in designing the new culture, values, and behaviors, full commitment and consistency in the process, and providing the necessary resources are just the most important elements to consider when taking on such a challenge.

We sincerely thank the management of BPJS-Kesehatan: Andi Afdal, Afrizayanti, Arief Setiadi, C. Falah Rakhmatiana, and Mujiatin for the great atmosphere of the meeting, openness, and inspiring questions. It was a great pleasure to host you in Warsaw, and we hope to see you again soon!