User churn alias pengguna yang batal menggunakan fitur atau keseluruhan layanan menjadi momok bagi bisnis terutama apps.

Sebuah marketplace ternama di Indonesia, menghubungkan pengguna jasa layan antar dan mitra pengantar, mengalami user churn yang signifikan. Fasilitasi ini diselenggarakan untuk mengidentifikasi, mengkaji dan menyepakati solusi atas masalah user churn ini. Uniknya, walau yang bertanggungjawab adalah tim Produk, pendekatan ekonomi perilaku mengajak dan memampukan berbagai tim terkait untuk melihat fenomena ini lebih holistik, terutama mencari tahu jawaban atas "Kenapa pengguna berperilaku seperti itu?"

Covid-19 has left holes in many walks of life. One of the sectors that were severlely hit by this pandemi was tourism. In Indonesia, Bali notably faced the worst.

In betwwen my annual break, I was asked by a friend, a human resource manager of a boutique hotel in Ubud area, to facilitate a dialogue for his newly-terminated team members.

Termination process was never easy, but this pro-bono client mentioned that it was a relatively smooth and straightforward process with full of acceptance among the workers. However, he also felt that the company need to care about staffs' life post termination.

This dialogue was organized as an easy sharing session among ex-staffs, to identify ways the hotel can still help their ex members to move on with their life.

Strategically, my client wanted to ensure that ex-staffs will return, once the condition is improving, to the hotel as investment on staffs' development has been significant.

Although it was a rather smooth three-hours dialogue, set in a poolside restaurant, there were many insights that even my client never realised after working with these stafss for two to fifteen years.

Politeknik Manado is one of the local higher education institution that partner with the ILO in Skills for Prosperity (S4P) project. The project aimed to ensure that graduates are more job-ready and gaps between schools to work is minimized. One of the key achievements of the Politeknik Manado project team was to establish a new study on International Tourism Management. This study was the first in Indonesia.

Therefore, although most of the project teams - academicians and managers in Politeknik Manado - were experienced in developing new study, 'business as usual' was considered insufficient as they were all inexperienced in this particular study area and level. However, the norms, behaviors and processes within the first year (out of three years) project duration was considered insufficient for team to meet project plan.

Some key project milestones were unmet. Cases on unmet quality of delivered activities were found. Plus, poor daily project management processes hindered achievement of milestones and activities.

I led a team of facilitators, project managers and executive coach to help Politeknik Manado. Caching was considered important as, based on team survey and interview with the team leaders, the culture emphasized leadership as key, especially to move the needle in strategic decisions; including the outputs of this intervention.

From the sessions - including the executive coaching sessions - it was found out that although the team felt their gratitude to managing this project, it was nevertheless a challenge for most of the members who have never experienced such level of complexity. The motivation to perform their best in front of their partners - especially at international level - was considered not suffiicient and left a performance challenge gap to fill.

These sessions were in no ways filling the gaps, but helping them to re-establish their team: the processes, norms and, most importantly, behaviors.

An international project team was having a difficulty on managing several team culture issues

Direktorat Jenderal Pembinaan Penempatan Tenaga Kerja dan Perluasan Kesempatan Kerja (Ditjen Binapenta & PKK) viewed employment office staffs in Indonesian local government are forefront in helping improving skills and reducing unemployment.

However, the capacity building opportunity for these staffs are limited to documents guide that are less practical.

The ILO responded this gap by co-developing an action-oriented training package that will help learners - local empployment staffs - to learn by practicing the necessary skills, i.e. identifying employment needs, skills gaps, and potential jobs and employers.

Our challenge was not only to help Binapenta and PKK staffs to co-develop the training package but also to own and manage the training program in the future.


Sebagai dua dari destinasi wisata baru yang termasuk dalam program pemerintah "10 Destinasi Bali Baru", pengembangan wisata di Danau Toba dan Lombok perlu menjawab harapan dan masalah serta memanfaatkan kelebihan dan menjawab kekurangan berbagai pemangku kepentingan di kedua daerah.

Kementerian Koordinator Maritim beserta ILO pun memiliki agenda yang perlu dijawab oleh pengembangan wisata ini, yaitu penciptaan lapangan kerja. Dengan berbagai ekspektasi ini, sebuah tim lintas sektor mengembangkan sebuah rancangan proyek sustainable tourism.

The annual IYCE Award by the British Council always came with different approach of an entrepreneurship competition.

For its three-days final judging period, the eighteen finalists were joining several knowledge-sharing (seminars, workshops, meetings and networking) sessions as well as exposed to media and public.

Unlike previous years, IYCE 2011 final judging period was aimed to establish stronger networks amongst the finalists while the organizer seeks the winner to represent Indonesia in the UK.