People Innovation Excellence

Becoming an Innovative Leader like Djohari Zein

In fierce competition among companies, adaptability to changes is always a must. And it is well-recognized by Djohari Zein, the President Commissioner of JNE. Hence, for him, the willingness to innovate and take different perspective becomes crucial.

Started with IDR 100 million on 1990, JNE already executed relatively different strategy compared to other companies. Initially, instead of exporting goods, JNE focused on importing activities. Another different strategy was also implemented to expand the business – branch owned by partners or agents. With all of these strategies, slowly but sure, JNE became a main competitor to existing players.

Becoming one of the most reputable customs company in Indonesia (revenue growth average 40% YoY in the last five years), JNE always tries to not get blinded. Adapting to fast-moving changes in the industry, JNE executed new strategies and innovations as well. For example, JNE adapted new technologies (e-commerce and mobile apps) since 2010 and created subsidiary to support startups.

“In every battlefield, we need different strategies. We have to transform every single day,” said Djohari Zein, during the CEO Speaks, held by BINUS BUSINESS SCHOOL on Thursday (22/9).

Djohari Zein also said that always creating value for customers is important. Standardization, creating consistent good experiences, quality control, and going extra-mile on behalf of customers are the key points.

“Everybody can be fast, everybody can be safe. But not everybody can be reliable,” he explained.

Innovative Leadership, the Key to Win the Competition

To ensure sustainable innovation, leaders have to encourage the changes. Without innovative leaders, a company tends to reluctant to changes. This trait, along with complacency, will become potential dangers that could ruin the business.

Ideal leaders have to understand the company’s weaknesses to improve. Each challenges and disruptions, even the seemingly the smallest ones, shall be considered seriously. “I often see the company from different perspectives – from our competitors’, and try to spot our weaknesses,” said Djohari Zein.

Leaders also must responsible of company transformation processes, take responsibility of failures, and discipline to execute the Standard Operating Procedure (SOP). That’s why, he added, leadership should not only be taught, but also be practiced continuously.

Another important job for leaders is creating good engagement with the employees. Well-understanding, appreciation, and recognition are important factors to foster the sense of belonging.

“Always place the employees as the heart of company,” said Djohari Zein. (ERON)

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