Bose was founded because of dissatisfaction and a desire to achieve outstanding product quality. The man behind the gun is Amar G. Bose. Amar wanted to create a speaker system in 1968, or four years after his dissatisfaction. He was dissatisfied with the sound quality provided by his new stereo. His goal was to encourage everybody to experience the same quality level as live music while using a speaker system. Until his death, he was a faculty member of the Massachusetts Institute of Technology. This company was founded in 1964; although Bose was formally established in 1968, it focuses on technology, hardware, and equipment by developing sound solutions for entertainment, home audio, aviation, and automotive industries. When Dr. Amar Bose, the company’s founding father and an audio pioneer, died in 2014, Bose was forced to undergo a time of adjustment. As for the commercial side, the advent of Beats Electronics necessitated that Bose devise a new approach for the consumer market. While some audiophiles believe Bose is the superior product, no one can deny the immense popularity of Beats headphones among the public. Bose may have sued Beats early this year for noise-canceling patent infringements, a matter that has since been resolved. Bose waited to act until after Apple announced its $3 billion acquisition of Beats Electronics — was it just a coincidence? The final say rests with you. The management of Bose knows that its customers will appreciate the company’s research efforts. In terms of how the world is evolving and how people are listening to music and obtaining their music from the cloud, there is a lot of potential for Bose right now. Every year, more than 400 million mobile devices are purchased, and Bose will be there to provide users with headphones or a wireless speaker.

When Jens Reisch was appointed as CEO of Allianz Life Indonesia in 2003, the company’s financial figures were far from outstanding. In the earlier years, Allianz focused on business expansion and opened branches throughout Indonesia. During that period, Allianz also attempted to build strong brand but this was a financial burden; the company reported a loss of Rp 102.86 billion in 2002. The condition was exacerbated by the financial chaos in the early 2000’s. To improve the situation, the new appointee and his team had to work extra miles for the company to earn profits.

Considering the company’s difficulties, Jens had to engage in a major transformation, first  by changing the marketing process from the branch system to the agency system, to the extent that he had to shut down most of Allianz branches in Indonesia and lay off hundreds of employees. That was the toughest decision he and the management team faced during that period. In addition, Jens had to improve employee productivity during the crisis period through the enhancements in motivation, morale, commitment, and trust.

March 2005, it had never been easy for Emirsyah Satar as he appointed as the CEO of Garuda Indonesia when the company’s total debt reached up to US$845 million with a negative cash flow, with only 60% load factor level, and on time performance (OTP) away below the standard of 85%. In order to achieve the Quantum Leap 2011-2015, the transformation is highly needed. The things are more complicated when several Indonesia NGOs, such as Kontras and Jaringan Komunitas Aktivis HAM (Network of Human Rights Activists) forced Garuda Indonesia to unravel the case of Munir, Indonesian human right activist who was killed in the Garuda plane during the flight from Jakarta to Amsterdam. At that time, the fate of Garuda Indonesia as Indonesia’s Flag Carries was still unclear, and the road to be a reputable airline seemed long and endless, will Emir able to gain the trust back from the customer and develop the service of Garuda Indonesia by offering new experience to the customers?