The case focuses on Indonesia Port Corporation (IPC) and its ongoing US$2.5 billion expansion, one of the country’s biggest public projects, whose first phase is due to be completed in 2014. It examines the leadership of the company’s President Director R.J. Lino and the transformation agenda he has articulated. IPC’s ambition is not only to overcome Indonesia’s mixed track record in delivering public infrastructure projects, but also to emerge as a world-class player – dynamic, competitive and customer-focused.
Learning Objective
Identify priorities in organization-wide change management processes in the context of an emerging economy. Highlight constraints (structural, operational, cultural and talent-related) for overcoming a legacy of bureaucracy and state ownership. Discuss risks (financial, planning, macroeconomic, regulatory) that are inherent in project implementation.
Keywords
Change Management, Organizational Transformation, Operational Excellence, Supply Chain, Infrastructure, State-owned Company, Public-Private Partnership, Emerging Market
Settings
Asia, Indonesia
Logistics and Supply Chain, Transportation, Logistics and Supply Chain, Shipping
2009-2013
Available Languages
English
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