ASUS - Vision & Mission

ASUS, a technology-oriented company blessed with one of the world's top R&D teams, is well known for high-quality and innovative technology. As a leading provider of 3C (computers, communications and consumer electronics) total solutions, ASUS offers a complete product portfolio to compete in the new millennium.

Corporate Vision
Imagine innovations that simplify our lives and enable us to realize our full potential. It is technologies' responsibility to accommodate us, not the other way around, because all devices should perform and communicate seamlessly anytime, anywhere.

ASUS thrives to become an integrated 3C solution provider. (Computer, Communications, Consumer electronics.)

Mission and Value
As a major player of the IT industry, ASUS has established its corporate mission: Provide innovative IT solutions that empower people and businesses reaching their full potential.

The philosophy of ASUS product development is to do the fundamentals well first before moving forward. Started with computer components such as motherboards, graphic cards, and optical storage devices, ASUS now has now over 16 product lines, including desktop barebone systems, servers, notebooks, handhelds, network devices, broadband communications, LCD monitors, TVs, wireless applications, and CPT (chassis, power supply and thermal) products.

Achieving Our Mission
Passion for Technology
Technology is the heart of ASUS. We continue to invest in our world-class Research and Development so that we are always able to provide leading-edge innovations to people and businesses.

Quality
Quality is of utmost importance to ASUS. We continue to refine our quality management process to ensure customers receive quality solutions cost effectively.

Long-term Relationships
Whether they are our customers, media, shareholders or consumers, we believe in growing with our partners at all levels. Relationships with those key stakeholders are one of the most important factors of our continuing success.

Perseverance
All ASUS employees share the same sense of purpose. We thrive under pressure and we look forward to challenges. And all of us are working to accomplish the same mission, to empower people with innovative IT solutions.

source : asus

TELKOMSEL - Vision & Mission

VISION
The Indonesian wireless telecommunications solutions company.

MISSION
First choice wireless telecommunications solutions provider in Indonesia working in partnership with shareholders and other alliances to create value for investors, employees and the nation.

COVER STORY
Like a painter conjuring up images to fully complete a painting, Telkomsel reaffirmed such notion. Our growth in almost every aspect of the business during 2004 continued to be phenomenal. We recorded unparalleled growth in the size of our customer base, the coverage and capacity of our network, as well as in our revenues and profits.

We continued to extend coverage in 2004. We are pleased to say that we have Indonesia covered. Telkomsel’s signal can now be found in all main cities in all counties throughout Indonesia. Similar to the painter on the cover, we have painted Indonesia in Telkomsel’s red.

More importantly, we were not just growing. We maintained leadership. Despite more intense competition, Telkomsel managed to outpace market growth and expand market share to 54%.

Our ever extending coverage will provide basis for further sustainable growth. Maintaining Leadership Through Continuous Growth best describes the company in its current condition and its future aim. Telkomsel is confident to step into the future, to face the challenge of continuously growing in terms of skills, organization, technology, system and processes. While doing so, Telkomsel will strive to maintain leadership.

source : telkomsel

One Track, One Train - Employee Alignment to Strategy, Vision & Mission

The speed of engine, they say, is the speed of the train. Imagine, if the train was running not on one track but a number of tracks. What if the number of tracks was equal to the number of employees in a company?

Consider the case of a fast growing private sector bank, plagued with an epithet of 'Aggressive Sales, Regressive Service' .The email of a senior manager outlines the focus for the year "Our aim is to have zero unhappy customers!"

Ask a branch manager about that and she will grin wryly & say 'It's a new mantra... a flavour of the season....like six sigma"

A bank teller asks exasperatedly "What am I supposed to do when the customer is shouting on my throat. Should I keep smiling, keep him happy .... take up the onus of solving the problem when the call center had clearly messed up"

"If you look at data, 70% of the issues are caused by customer's ignorance about the process or the product. Only 30% on account of bank induced errors. So actually customers have no reason to be so unhappy!" says a regional quality champion, after doing an in-depth analysis.

The more employees you talk to, the clearer it becomes that not only there are a number of tracks, but also a number of destinations. And suddenly the organization looks more like a multiple headed hydra, a complex puzzle.We could unfold the mystery of how the organization still conspires to reach somewhere OR look at a simple word 'Alignment'.

Alignment: neat, clean & purposeful.

Like a single track, a single train & a single destination.

Alignment does not happen by default

A lot of senior management time is spent in formulation the strategy. Senior managers huddle into workshops and debate the destiny/mission of the company. The workshops are followed by a phase when the missionary zeal takes over and you find vision/mission statements, engraved in gold letters, up on company walls.

Employees look blankly at these 'gold lettered mantras'. Some dismiss them as vestiges of an annual 'Strategy Festival' for senior management-much sound & fury signifying nothing.Others try and take part in the festivities. They try to understand what the 'Strategy Festival' has in store for them. But even if he tried, what could a factory supervisor do to "leverage technology & relationships to create a competitive advantage" or a counter salesman do about "being the preferred brand of choice for Gen Y consumers"

• What are the top three things that the purchase manager should do to 'leverage technology and relationship'?


• How can a training manager measure whether training programme meant for the distributors is 'building bonds'?


• What would change in the 'Day in the Life of' an institutional salesman if the office equipment company has decided to diversify into construction?

Most employees are not part of strategy formulation. They have simple questions.

• What is the need for a new strategy/vision? What changes, what does not?


• Does it address the challenges/problems that the company was confronted with?


• How does it affect my life?


• How would I know whether I am on the right path?


• How will it affect my appraisal?


• How will it affect my boss, my colleagues, and other departments?

Most of these questions remain unanswered or better still, employees develop their own answers based on assumptions, hearsay and scattered bits of information.And this widens the gulf between strategy formulation & strategy execution.

Alignment has to be built like a bridge, connecting the world of theory & the world of execution.

It is a necessary bridge to build. The bridge may not be sufficient to ensure that the strategy gets executed well. But without this bridge, strategy will never cross over to the world of execution.

source : articlesbase