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Be bold to have big dreams!
Courtesy of PT
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Courtesy of PT. Jababeka Tbk
Setyono Djuandi Darmono, founder and president director of publicly listed developer PT Jababeka Tbk, believes in the power of mutual cooperation to materialize plans for large-scale project development.
Fearing to face high risk and failure has commonly discouraged many from having a big dream. Property developer executive Setyono Djuandi Darmono, however, continually nurtures his big dream, which has paved the way for his success in career and life.
Darmono, said that part of his big dream was to build a world-class industrial estate, complete with infrastructure and high quality services.
'Having a big or small dream is free of charge. Why not have a big dream?,' said the founder and president director of publicly listed developer PT Jababeka Tbk.
In realizing a big dream, one cannot work alone but should involve more people. 'We worked under a mutual cooperation system, which can minimize the risk because it is shared by more people,' said the 65-year-old, recollecting the early years of developing the large-scale Jababeka industrial estate project.
'When implementing a large-scale project together, people are apt to be more courageous,' he added.
'I was not the only founder, as there are 21 other shareholders engaged in the large-scale project,' said the leader of the Jababeka project team.
The Jababeka industrial estate, which now has more than 1,500 companies operating in it, was founded in 1989, with the 5,600-hectare fully-integrated township in Cikarang, West Java, becoming the company's flagship development.
Despite the involvement of more shareholders or business people in the project, a project will not work without the presence of a leader, which, according to Darmono, should have supporting qualities that include having a good character, being honest, exercising a high sense of discipline, retaining responsibility and having a passion for working hard.
Apart from that, a leader should have passion, knowledge, skill and experience. 'With these three qualities, a leader will be able to be a capable driver,' he said, likening a corporate leader to a bus driver.
'A driver can have much knowledge or skill and experience, but if he has a bad character no passengers will want to sit on the bus because they will be afraid of being taken to an unwanted bad place, won't they?' he remarked.
The Yogyakarta-born father of three, who was raised in Magelang, Central Java, said that what he is now has been influenced by his childhood life when he was living with his parents, during which time he was educated and taught Javanese philosophy, which has until now become engrained in his blood. He has an expanded understanding of different beliefs and religions, which has enriched his spiritual life. Aside from attending a Christian elementary school where he was taught Christian teaching, he also learned Confucianism, Islam, Hinduism and Buddhism, although not in a formal way.
'All of these environments have contributed to the formation of my character -- I am God-fearing and believe that we are given intellectual facilities so that we become good men and are meaningful for family, people and state.'
According to him, the key to success is, 'We have to be committed to implementing what we have planned. For example, we can satisfy our customers in ways that exceed their expectations.'
That's why in regard to project development, 'A vision or a dream is subject to continuous evaluation to allow the company to continually grow and satisfy our customers. Initially, our vision and mission was to become Indonesia's largest and most trustworthy industrial estate. We have achieved it and we have to start to have another big dream,' he said.
A wide range of facilities have been built to meet the need of customers, such as power plant, water processing plant and clean water plant. 'To meet need of human resources, we built President University, with polytechnic study program.
'As more people live in Jababeka, they need schools for their children and as a response, we have completely built an elementary school, a junior school and a senior high school.'
Managerial approaches
At Jababeka, Darmono is no longer involved in day-to-day operations as there is a board of directors in charge of giving direction to their respective division's subordinates. He is more engaged in supervising directors-assigned works, motivating, educating, giving guidance, mentoring, communicating with shareholders, the government and big companies that Jababeka invites to explore collaboration opportunities.
Having years of experience in corporate management, Darmono knows well the different managerial approaches that theoretically include management by terrorism and management by participation, as well as leadership styles best suited to a company.
According to him, when management theory is put into practice, there is no single leadership style applicable to every situation. 'As Indonesia experienced in the New Order, the then-president Soeharto tended to use a top-down approach, but if this approach is used now, this will deter Indonesian people from advancing. In this democratic atmosphere, President Susilo Bambang Yudhoyono tends to use a bottom-up approach, but if the bottom-up approach is used excessively problems cannot be solved and, therefore, a decision (by the president) has to be made,' he said, adding that modified approaches are the realistic way.
As Darmono has put it, learning does not merely come from official education, but from experiences, working practices, social intercourse, reading books, watching movies and visits to different places and even from wives and children.
In his expanded experience, enriched by a wide range spiritual knowledge from different beliefs and religions, Darmno's leadership scope is not confined to the Jababeka corporation, but is more macroscopic, as he is also founder and chairman of the PT Jakarta Old Town Revitalization Corporation (JOTRC) and founder and chairman of the Tanjung Lesung Tourism Development Corporation (TDC).
Darmono has come to the point that when it comes to solving a conflict involving people, the human and cultural approach is considered most effective. Culture does not raise the differences between races, ethnic groups and religions into an issue.
'For example, where one wears a sarong or trousers, it is okay. And a wayang (puppet) show is open for people with different religions. But as far as religion is concerned, the adherents are apt to say that one is the best, which makes it vulnerable to potential conflict,' he remarked.
'I return to learn culture because I believe there is an aspect of sociology in culture. Learning sociology makes us aware of how to manage a region or its society so as to make it harmonious,' he pointed out, adding 'But some have misunderstood by saying 'Pak Darmono has moved to culture (in belief) and engaged much in social work', whereas, it is our responsibility for city development.'
Despite his being on the top of the corporate ladder, culture enthusiast Darmono remains humble, as he said, 'Everything I have is only given (from God), not because I am smart or know everything.'
Setyono Djuandi Darmono
Place and date of birth:
Yogyakarta, April 26, 1949.
Experience
Has more than 30 years of managerial experience, more than 20 years were at PT Jababeka Tbk, which he and several other businesspeople founded in 1989. Held a position as president director of PT Kawasan Industri Jababeka (from 1999 to the present). Previously, was president director of PT Banten West Java Tourism Development Corp. (1996 to 1999) and vice president director of PT Kawasan Industri Jababeka (1989 to 1996). Prior to his career debut at Jababeka, worked with Britain-based Imperial Chemical Industries (ICI) as textile manager for Indonesia in Jakarta (1980 to 1989), ICI marketing manager for Asian in Manchester, UK (1977 to 1980) and ICI sale representative in Jakarta (1970 to 1977).
Education
Textile Chemical Engineering (1967 to 1970).
At Ease
When I am away from work, I try to have more time to communicate with my wife, children and grandchildren, which is essential. I take a morning walk with my wife for half and hour or an hour, an activity which allows me to listen to her grudges, instructions and get inspiration. I share what's going on in my office to keep her updated. And then I also spend part of my time getting together with my children and grandchildren..
Keeping my body in shape
To keep my body in shape, I engage in different kinds of workouts, instead of one particular kind of sport. Occasionally, I play golf in Cikarang before having a meeting. When out of town on a business trip or on holiday and stay in a hotel, I go swimming. Sometimes I play tennis or exercise in a gym when my wife asks me to accompany her.
In pursuit of peaceful life
We are given 24 hours a day -- eight of which are for sleeping, another eight for working and the remaining eight for family, silaturahmi (friendly visit), networking, sports and reading books. If these can be conducted in a disciplined manner, then peacefulness can be achieved. That's Kong Hu Cu's lesson, called Cong Yung, or 'stand in the middle', or 'harmony', which, in Buddhism, is called 'middle waves' -- similar to the Javanese principle of manunggaling kawula lan Gusti, or 'the union of people and the creator'.
Think big, start small and move fast
I advise young executives to think big, or have a big dream. To realize the dream, start with small things to make it easier and less risky and this should be done quickly so as not to lose the momentum and the spirit remains in flame.
