Most Influential Leader to Look Up To In 2024 (2)

1. Most Influential Leader to Look Up to in 2024 Mr. Yohanes Je?ry Johary Cul?va?ng Organisa?onal Resilience

3. Leadership is not about titles, positions, or owcharts. It is about one life inuencing another. J O H N C . M A X W E L L www.insightsssucess.com

5. n a world teeming with complexities, challenges, and rapid changes, the essence of I leadership remains a beacon guiding societies toward progress and stability. As we traverse through the second volume of our exploration into the Most Influential Leader to Look Up To 2024, it becomes increasingly evident that leadership transcends mere authority; it embodies vision, resilience, and empathy. The landscape of leadership in 2024 is diverse and dynamic, spanning various sectors, cultures, and lue ? n I n tialLeadershipTransformingtheBusinessW o ideologies. From politics to business, from grassroots activism to technological innovation, leaders emerge, each leaving an indelible mark on their respective domains. In this volume, we spotlight Mr. Yohanes Jeffry Johary, the Managing Director of OCS Indonesia (PT OCS Global Services). With a career spanning 28 years, Jeffry’s journey represents a blend of expertise and vision, steering organizations toward enduring success. His strategic insight, honed through diverse experiences, highlights the transformative power of effective d l r leadership in fostering growth amidst complexity and uncertainty. In a world grappling with unprecedented global challenges, from climate change to economic inequality, the importance of visionary leadership cannot be overstated. Leadership is not merely about occupying positions of authority; it is about inspiring others to dream more, learn more, do more, and become more.

6. Creds Editor-in-chief Merry D'Souza Managing Editor Preston Bannister Executive Editor Eva Miller Visualizer Michael Warner Art & Design Head Donna Claus Co-designer Yasmin Nasser Business Development Managers Sherin Rodricks Marketing Manager Jenny Jordan Business Development Executive Reem Almasoud, Sheldon Miller Digital Marketing Manager Isabel Barnes Technical Head Phil Simon Research Analyst Helena Smith Circulation Manager Finn Wilson sales@insightssuccess.com April, 2024 Corporate Ofce Insights Success Media Tech LLC 555 Metro Place North, Suite 100, Dublin, OH 43017, United States Phone - (614)-859-2600 Email: info@insightssuccess.com For Subscription: www.insightssuccess.com www.twitter.com/insightssuccess Follow us on : www.facebook.com/insightssuccess/ We are also available on : RNI No.: MAHENG/2018/75953 Copyright © 2024 Insights Success Media and Technology Pvt. Ltd., All rights reserved. The content and images used in this magazine should not be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission from Insights Success. Reprint rights remain solely with Insights Success.

7. Success is not how high you have climbed, but how you make a positive difference to the world. - Roy T. Bennett www.insightsssucess.com

8. Mr. Yohanes Jeffry Johary Managing Director OCS Indonesia (PT OCS Global Services)

9. C O V ER S T O Y Mr. Yohanes Je?ry Johary Cul?va?ng Organisa?onal Resilience To ensure sustained commitment to these long-term goals, Je?ry emphasizes , , the importance of keeping the organization at the forefront of industry trends, setting it apart from competitors.

10. , , Orchestrating Growth Strategies! n the modern landscape of strategic leadership, navigating life's challenges with purpose is not merely Je?ry's motivation to ascend to a senior I a slogan but a guiding principle for success. Amidst executive leadership role stem from his ever-changing market dynamics and evolving business models, individuals like Mr. Yohanes Jeffry Johary belief that with elevated authority and embody resilience and determination, steering industries responsibility comes the opportunity for toward sustainable growth and innovation. Grounded in principles of seizing the opportunities and prioritising greater freedom and the ability to impactful actions, they break conventional barriers to drive positively in?uence more lives. positive change and promote organisational excellence. At the forefront of strategic leadership stands Mr. Yohanes , , Jeffry Johary, the Managing Director of OCS Indonesia (PT OCS Global Services). With a career spanning 28 years, Jeffry's journey represents a blend of expertise and scratch. He strategically positioned himself for future vision, steering organisations towards enduring success. His endeavours aimed at driving positive change. strategic insight, honed through diverse experiences, highlights the transformative power of effective leadership Jeffry's motivation to rise to a senior executive leadership in fostering growth amidst complexity and uncertainty. role comes from his belief that elevated authority and responsibility offer greater freedom and the ability to Within OCS Indonesia (PT OCS Global Services) there is positively influence more lives. He firmly advocates that a a commitment to fostering sustainable growth and robust strategy should not only inform decision-making innovation. The company is seen as a leader in progress, processes but also enhance execution, thereby maximising aligning its efforts with broader societal objectives and its overall positive impact. environmental goals. Through a strategic blend of innovation, digitalisation, and ESG initiatives, OCS Architecting Growth in Dynamic Markets Indonesia seeks to redefine industry standards and inspire a future-ready workforce, thereby contributing to Indonesia's In his view, Jeffry highlights the crucial role of a CFO as vision for sustainable development and prosperity. a Value-Creation Architect, responsible for steering sustainable profitable growth and aligning all aspects of the Let’s investigate further to learn more: business with the overarching business strategy. Expanding on this idea, he suggests that as CEOs take on broader Navigating Life's Challenges with Purpose responsibilities, they become essential Growth Architects, ensuring ongoing continual business expansion and Jeffry is guided by two fundamental principles in life: relevance in ever-changing markets. seizing the day as if there is no tomorrow (carpe diem) and always enjoying the moment (profiter du moment). His To navigate through VUCA (Volatile, Uncertain, Complex, main goal is to improve people’s lives and help them Ambiguous) and BANI (Brittle, Anxious, Non-Linear, change for the better. Jeffry's past experiences have made Incomprehensible) scenarios, Jeffry advises CEOs to him grateful and independent, so he can handle tough embrace creative thinking and decisive action, fostering a situations by prioritising the most important tasks to keep culture of innovation and optimism across the organisation. moving forward. He stresses the need for a resilient and adaptable organisational structure, along with the ability to anticipate With a background in accounting, Jeffry brings a market trends, empowering companies to tackle challenges methodical approach to managing and resolving complex with confidence and positively impact stakeholders. This problems. He adeptly navigates demanding situations with approach not only builds resilience but also fuels long-term rationality and efficiency. Although he had the chance to growth. pursue formal education in mathematics, chemistry, and biology, he chose a different path, aspiring to become a While systems and processes provide the foundation, Jeffry "company doctor" and starting his career journey from underscores the crucial role of individuals within the

12. organisation in driving progress. A skilled architect, he delivering strong business performance with managing believes, understands the organisation's dynamics and substantial changes, such as shifts in customer sectors, readiness, enabling effective strategic decision-making to infrastructure enhancements, and operational adjustments implement chosen strategies. due to digitalisation. Key to overcoming these challenges was ensuring the mental and emotional resilience of both Fostering Sustainable Growth Through Innovation individuals and the organisation as a whole, fostering optimism as a driving force for positive business outcomes. In his leadership approach, he emphasises nurturing systems, processes, and infrastructure that foster continuous Instead of being overwhelmed by the complexity of the learning, development, and innovation within the challenges, Jeffry focused on seeking solutions, breaking organisation. Understanding the need to thrive in today’s down obstacles into manageable tasks, setting priorities, fast-paced market, Jeffry prioritises efficiency, flexibility, and addressing them step by step. He cultivated a sustainability, and customer experience at every stage of collaborative environment, forming strong project teams, value creation. promoting teamwork, and encouraging open communication to gather diverse perspectives and expedite His leadership focuses on four key elements: Innovation, potential solutions. Digitalisation, ESG Initiatives, and Customer Experience, all crucial for ensuring the sustainable growth and relevance Maintaining a growth mindset was crucial for Jeffry, of the organisations he oversees. enabling him to see challenges as opportunities for personal and professional development. He viewed setbacks as At the core of this journey are Innovation and Customer valuable learning experiences, recognising that failures Experience, forming a constant cycle of evolution to stay served as stepping stones towards eventual success. During competitive and drive innovation amidst challenges. tough times, patience and tenacity were essential, Strategic Digitalisation efforts play a crucial role, acknowledging that not all problems could be swiftly improving productivity and convenience for both internal resolved, yet persisting, nonetheless. Through thorough stakeholders and customers. analysis of failures, Jeffry gained valuable insights for future improvement, while also ensuring to recognise and ESG initiatives demonstrate a dedication to long-term value celebrate successes with the team. creation, with a focus on environmental and social responsibility alongside operational excellence. Jeffry Mentorship and Leadership stresses integrating sustainable business practices into daily operations to ensure products, services, and practices Throughout his 28-year career, Jeffry has been fortunate to benefit communities and the environment. learn valuable lessons from esteemed mentors from cross various industries. From family members to educators, The pursuit of "sustainable profitable growth" relies on a these mentors emphasised integrity, laying a strong robust process and unwavering commitment to the foundation for his personal growth. Professional mentors principles of the "triple bottom line": profit, people, and the further enriched his journey, providing growth planet. Jeffry highlights the importance of balancing these opportunities, guidance, knowledge sharing, and elements to achieve lasting success and make a positive constructive feedback. Their support proved crucial in impact. navigating challenges, accelerating learning, and building invaluable networks, ultimately contributing to his skill Navigating Transformation development and confidence. Each mentor imparted lessons that shaped Jeffry’s character. In his career journey, he faced a significant challenge: steering a turnaround in the company’s business direction. The transition from CFO to CEO posed challenges, This meant shifting the organization's mindset and compounded by external factors like the COVID-19 revamping systems, processes, and infrastructure, all within pandemic and internal crises. Amidst these trials, Jeffry time and resources constraints, while keeping targets and found steadfast support and guidance from a remarkable budgets intact. To add to the complexity, the company leader and mentor, Roland Salameh (Regional CEO of underwent a change in shareholders midway through this Asia Pacific and Middle East at OCS). Roland's mentorship transformative period. boosted Jeffry's confidence, facilitated internal networking with Atalian and OCS, and guided him towards success In this dynamic environment, the company had to balance during and after the transition phase.

14. A key lesson Jeffry learned from Roland was the analogy of milestones that align with broader organisational goals. He the CEO to a conductor. Understanding each individual takes a proactive approach by prioritising tasks that not within the organisation, aligning them towards a shared only contribute to immediate progress but also support vision, and leading by example became paramount. long-term objectives. Regularly reassessing and adjusting Regardless of cultural difference, clarity about the future is the strategies ensures that the short-term actions stay in line a universal aspiration. Roland's advice to empower capable with the overarching goals, making it easier to integrate the individuals and delegate responsibilities deeply resonated immediate needs with future aspirations. At the core of this with Jeffry, shaping his leadership philosophy. This counsel strategy is efficient resources management, which involves remains etched in his heart as a constant reminder of optimising available resources, identifying key assets, effective leadership principles. strategically allocating them based on priorities, and fostering a culture of creativity and flexibility within the Fostering Innovation Through Diversity team. To nurture innovation within OCS Indonesia organisation, In facing the challenges of leadership, Jeffry acknowledges Jeffry emphasises the importance of implementing the presence of "Leadership Dilemmas," which often Diversity, Equity, and Inclusion (DEI) initiatives. These involve making tough decisions amidst conflicting values or efforts are crucial for creating a sense of belonging among interests. To anticipate such challenges, he takes a proactive his team members enabling everyone to unleash their full approach by staying informed about potential obstacles and potential and drive innovation. nurturing a strong ethical foundation. To address these dilemmas, Jeffry regularly reevaluates situations and seeks OCS Indonesia’s commitment to DEI starts from the top, diverse perspectives, refining his decision-making skills to with leadership setting the tone and direction for the entire navigate ambiguity and complexity effectively. company. Taking a top-down approach ensures that DEI remains a priority and becomes ingrained in the company By integrating Environmental, Social, and Governance culture. (ESG) considerations into the long-term strategy, Jeffry recognises the importance of sustainable business practices Led by the CEO, the leadership team plays a critical role in in driving long-term value creation. This shift in mindset fostering an environment that encourages innovation and from short-term profit maximisation to sustainable value supports business growth through DEI initiatives. This creation entails considering the environmental and social means ensuring diverse representation within the impacts of all business decisions in the short term. organisation and valuing the inputs, ideas, and perspectives of every individual. It also involves consistently Elevating Leadership acknowledging and redistributing authority to promote fairness. Integrating all aspects of DEI - Diversity, Equity, According to Jeffry, strategic thinking and calculated risk- and Inclusion - is essential. Neglecting Equity, for example, taking are key to successful leadership. He believes that could lead to unequal distribution of opportunities and effective leaders pose qualities like strong communication, promotions. Likewise, lacking Diversity may result in a adaptability, empathy, decisiveness, and the ability to homogeneous culture and limited viewpoints. inspire and motivate others. A diverse leadership approach is crucial for embracing and Additionally, Jeffry stresses the importance of self- appreciating a variety of backgrounds, experiences, and awareness and learning agility among leaders, which help perspectives, which ultimately fuels sustained growth and them understand their strengths, weaknesses, and values, success. This inclusive approach ensures that the company and immediately perform self-improvement to learn, strategies are enriched by diverse perspectives, enhancing unlearn, and relearn. This self-awareness leads to better the adaptability in dynamic markets. It's important to note decision-making, fosters humility, and create a positive that DEI encompasses a wide range of identities and work culture by enabling leaders to navigate challenges experiences beyond gender, highlighting the need for with a clear understanding of their impact on others. comprehensive inclusion efforts. Jeffry and the Executive Committee (Excom) make it a Strategic Leadership priority to nurture and develop these qualities through continuous learning, seeking feedback, and embracing In balancing short-term objectives with a long-term vision, challenges. They engage in mentorship, organise internal Jeffry stresses the importance of setting achievable leadership development programmes like development

15. round tables, and actively reflect on their experiences to Jeffry stresses the need for decarbonisation. This goes hone their skills and competencies. Moreover, they beyond just technology and economic; it involves shifting emphasize effective communication, empathy, and fostering social values and behaviours. Leveraging OCS Indonesia’s a growth mindset as essential components of ongoing influence across different sectors, he plans to drive leadership development. grassroots environmental improvements. By equipping employees with lifelong skills, this initiative not only boost Prioritising Self-Care for Balance economic and educational opportunities but also enhances access to healthcare services. To make this happen, Jeffry is When it comes to managing his professional duties, Jeffry forging collaborations to tap into the strengths and insights stresses the need to prioritise self-care. he believes it’s of various players in the ecosystem to shape a future-ready essential to be mindful of our wellbeing and intentionally workforce. make choices that support it. To ensure the organisation stays committed to these long- To maintain balance amidst his busy schedule, Jeffry term objectives, Jeffry emphasizes the importance of incorporate specific activities into his routine that bring him staying ahead of industry trends, setting OCS Indonesia joy and relaxation. For instance, he makes time for apart from competitors. This main maintaining a keen focus activities like jogging on a treadmill while listening to on innovation, digitalisation, ESG initiatives, and customer music three times a week and running outdoors for 4 to 5 experiences to sustain and expand the company's market kilometres at least once a week. He also sets realistic limits presence. to prevent burnout and knows when to say no to additional commitments. To support his overall wellness, he stays active, ensures he gets enough sleep, and practices mindfulness techniques. Plus, he makes a point to disconnect from work during off-hours and dedicates time to hobbies, exercise, and relaxation for a more balanced and fulfilling life. Understanding the importance of a healthy work-life balance, Jeffry believes that these habits should be demonstrated from the top. This means setting clear boundaries between work and personal time, prioritising tasks wisely, managing time effectively, taking regular breaks, and sticking to a consistent daily routine. Additionally, maintaining open communication with employees about availability and being willing to decline extra commitments when needed are vital steps in achieving a sustainable work-life balance. Driving Sustainable Growth and Innovation Jeffry sees his personal goals aligned with the company's mission of making people and places the best they can be. With a specific aim to boost contributions to sustainable human capital infrastructure, Jeffry wants to ramp up productivity and encourage collaboration across industries to support Indonesia's vision for its Golden Year 2045. Key to these efforts is rolling out structured learning and development programmes that go beyond basic skills, empowering workers with tech-savvy and ESG solutions know-how. Understanding the environmental and climate challenges facing Indonesia, a country of islands with large population,

16. Guiding Principles for Making n every facet of life, from personal and cultivate a culture of integrity choices to professional within their organizations. I responsibilities, decision-making plays a pivotal role in shaping The Importance of Ethical Decision- outcomes and determining success. Making However, the manner in which decisions are made can vary Ethical decision-making is crucial for significantly, influenced by factors several reasons. Firstly, it helps such as individual values, organizations build trust and credibility organizational culture, and societal with stakeholders, including norms. At the heart of effective employees, customers, investors, and decision-making lies ethical the community at large. When leadership—a philosophy that individuals perceive an organization as prioritizes integrity, fairness, and ethical and trustworthy, they are more accountability. Further, we delve into likely to engage with it positively and the guiding principles for decision- support its mission and objectives. making and explore how ethical Secondly, ethical decision-making leadership principles can foster contributes to long-term sustainability responsible and sustainable decision- and success. By considering the making practices. broader impact of their actions on various stakeholders, organizations can Understanding Ethical Leadership mitigate risks, prevent reputational damage, and foster positive Ethical leadership encompasses a set of relationships that endure over time. principles and values that guide individuals and organizations in Guiding Principles for Ethical making morally sound decisions. At its Decision-Making core, ethical leadership emphasizes honesty, transparency, and respect for Integrity and Honesty: Ethical the rights and dignity of others. Ethical leaders prioritize honesty and integrity in all their dealings. They leaders recognize the importance of communicate truthfully, uphold their upholding integrity and adhering to commitments, and act in a manner ethical standards, even in the face of consistent with their values and challenges or temptations. By setting a principles. By maintaining positive example and promoting ethical transparency and integrity, leaders behavior, ethical leaders inspire trust

17. Ethical Leadership inspire trust and confidence among compassion towards others. They seek their followers and stakeholders. to understand the perspectives and experiences of different individuals and Fairness and Equity: Ethical show genuine concern for their well- decision-making involves treating all being. By practicing empathy and individuals fairly and impartially, compassion, leaders build strong regardless of their background, status, relationships, foster trust, and promote or affiliations. Ethical leaders strive to a culture of caring and support within create a culture of inclusivity and their organizations. diversity, where every voice is heard and every perspective is valued. They Ethical Leadership in Action make decisions based on merit and fairness, without favoritism or bias. Ethical leadership is not just a Respect for Human Dignity: Ethical theoretical concept; it is a practical leaders respect the inherent worth and approach that can be applied in various dignity of every individual. They contexts and situations. Whether uphold human rights and dignity, and leading a team, managing a project, or they reject discrimination, harassment, navigating complex ethical dilemmas, or exploitation in any form. By ethical leaders rely on their guiding fostering a culture of respect and principles to inform their decisions and dignity, ethical leaders create an actions. By consistently demonstrating environment where everyone feels ethical leadership qualities, leaders can valued and empowered to contribute inspire others to uphold ethical their best. standards and contribute to the greater good. Accountability and Responsibility: Ethical leaders take responsibility for Conclusion their actions and decisions. They hold themselves and others accountable for In a world marked by rapid change and upholding ethical standards and increasing complexity, ethical meeting organizational goals. By leadership serves as a guiding beacon, promoting a culture of accountability, illuminating the path forward with leaders ensure that decisions are made integrity, fairness, and accountability. thoughtfully and transparently, with By adhering to guiding principles for consideration for their potential impact ethical decision-making, leaders can on stakeholders. navigate challenges, build trust, and create sustainable value for their Consideration of Consequences: organizations and society as a whole. Ethical decision-making involves As we strive to address the pressing carefully considering the potential issues of our time, ethical leadership consequences of actions and decisions. remains essential for shaping a better, Leaders assess the short-term and long- more equitable future for all. term effects of their choices on various stakeholders, including employees, customers, shareholders, and the broader community. By weighing the potential risks and benefits, leaders can make informed decisions that align with their ethical values and organizational objectives. Empathy and Compassion: Ethical leaders demonstrate empathy and

18. Integrity is doing the right thing, even when no one is watching. C . S . L E W I S

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20. The Evolution of in the

21. Innova?on Incarnate n today's rapidly changing business models, innovative leaders are decision-making, leaders can gain a landscape, the digital age has at the forefront of driving growth and deeper understanding of customer I revolutionized the way we work, success in the digital age. preferences, market trends, and communicate, and lead. With the competitive dynamics, enabling them advent of new technologies, shifting Agility and Adaptability to stay ahead of the curve and paradigms, and emerging trends, capitalize on emerging opportunities. leadership in the digital age has In the digital age, agility, and From predictive analytics to machine undergone a profound transformation. adaptability are essential qualities for learning algorithms, data-driven Gone are the days of traditional top- effective leadership. As technology leaders are at the forefront of driving down hierarchies; instead, modern continues to evolve at breakneck innovation and driving organizational leaders must embrace innovation, speed, organizations must be nimble success. agility, and adaptability to thrive in the and responsive to changing market digital era. dynamics and customer needs. Leaders Leading with Purpose and Impact who possess the ability to pivot In this article, we explore the evolution quickly, make informed decisions, and In an increasingly interconnected of leadership in the digital age and navigate uncertainty with confidence world, leaders in the digital age must delve into how innovative approaches are better positioned to succeed in lead with purpose and impact. Beyond are shaping the future of leadership! today's fast-paced business driving profits and shareholder value, environment. By fostering a culture of modern leaders are expected to The Digital Revolution agility and adaptability, leaders can prioritize social responsibility, empower their teams to thrive in the environmental sustainability, and The digital revolution has ushered in face of disruption and uncertainty. ethical leadership. By aligning their an era of unprecedented connectivity, organizations' purpose with societal accessibility, and innovation. From Empowerment and Collaboration needs and global challenges, leaders artificial intelligence and big data can inspire their teams to make a analytics to cloud computing and the positive difference in the world. Leadership in the digital age is no Internet of Things (IoT), technological longer about command and control; it's Whether it's addressing climate advancements have reshaped every about empowerment and collaboration. change, promoting diversity and aspect of our lives. In the workplace, In a world where knowledge is readily inclusion, or advancing social justice, these advancements have led to the accessible, and expertise is distributed, purpose-driven leaders are driving automation of tasks, the proliferation leaders must empower their teams to meaningful change and leaving a of remote work, and the rise of virtual take ownership of their work, make lasting impact on society. collaboration tools. As organizations decisions autonomously, and navigate this digital landscape, collaborate across organizational In conclusion, As we navigate the leadership must evolve to meet the boundaries. By fostering a culture of complexities of the digital age, demands of an increasingly complex trust, transparency, and open leadership continues to evolve in and dynamic environment. communication, leaders can harness response to emerging trends, the collective intelligence of their technologies, and challenges. From Innovation as a Core Competency teams and drive innovation and fostering innovation and agility to creativity. Empowered teams are more empowering teams and leading with Innovation has become a core engaged, motivated, and productive, purpose, modern leaders are at the competency for leaders in the digital leading to better outcomes for the forefront of driving change and age. In a world where change is organization as a whole. shaping the future of work. By constant and disruption is the norm, embracing innovation, collaboration, leaders must foster a culture of Data-Driven Decision-Making and data-driven decision-making, innovation that encourages leaders can navigate uncertainty with experimentation, creativity, and In the digital age, data has become a confidence and lead their organizations continuous improvement. By powerful tool for informing decision- to success in the digital era. As we look embracing innovation as a mindset making and driving business growth. to the future, one thing is clear: the rather than a buzzword, leaders can Leaders who harness the power of data evolution of leadership in the digital inspire their teams to think outside the analytics and insights are better age is innovation incarnate, with box, challenge the status quo, and drive equipped to make informed decisions, endless possibilities for those willing meaningful change. Whether it's identify opportunities, and mitigate to embrace change and lead with vision developing new products, processes, or risks. By leveraging data-driven and purpose.

23. Leadership is the capacity to translate vision into reality. - Warren Bennis