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1. Strategic Alignment Workshop

2. Page  About Red Shoes Consulting

3. Page  Welcome: Dato’ Shukri Creating Strategic Alignment and Creating Our Future 4 Picture Introductions Expectations and Concerns Presentation of Executive Interviews 14.00 – 14.30 14.30 – 15.00 15.00 – 15.30 15.30 – 15.45 15.45 – 16.00 Discussion and Validation of Interview Findings Break Power of 3 Discussions 16.00 – 16.15 16.15 – 16.30 16.30 – 17.30 Workshop Agenda – Day 1 17.30 – 18.00 Geography of Trust

4. Page  4 Picture Introductions (cont’d) Review – Preview How Great Teams Work Break Plenary Discussion 9.00 – 9.45 9.45 –10.15 10.15-10.30 10.30-11.30 Commit to Action: Initiatives and Priorities 11.30-13.00 Workshop Agenda – Day 2 8.30 – 9.00

6. Let me introduce myself… Page  Name: Job Challenge What I do for fun Who I admire Happiest moment in my life

7. Page  ? Expectations + Concerns? ? ?

12. 2. Differences between Niaga and Lippo * Page  *Based on executive interviewees’ opinions on self and each other NIAGA LIPPO Family culture, warm and nice Entrepreneurial, sales-driven culture Long-serving staff New staff with diverse backgrounds Standardized pay, high internal equity Many special hires with higher pay High team accountability but low individual accountability e.g. 90% of population’s performance rated satisfactory High individual accountability e.g. 40% of population’s performance rated satisfactory Low external orientation Dynamic, agile, flexible to change Strong credit and risk management culture More ‘flexible’ rules and policies Long-standing service quality Straightforward and simple customer service Caters to upper end of market Caters mainly to low to mid-end Chinese businessmen Reserved and polite communication Direct and straightforward communication BOC not involved in making executive decisions BOC involved in making executive decisions

15. Page  BREAK

19. Page  Geography of Trust

25. Page  Dinner Groupings Pairs? (To ask Shukri) DO NOT PRINT

26. Bank CIMB Niaga Board of Directors Meeting: Strategic Alignment Workshop Hotel Dharmawangsa, Jakarta 24 – 25 September 2008 Day 2

28. Page  4 Picture Introductions (cont’d) Review – Preview How Great Teams Work Break Plenary Discussion 9.00 – 9.45 9.45 –10.15 10.15-10.30 10.30-11.30 Commit to Action: Initiatives and Priorities 11.30-13.00 Workshop Agenda – Day 2 8.30 – 9.00

29. Page  How Great Teams Work

30. Basics of a High Performing Team Page  Source: The Wisdom of Teams; Jon R. Katzenbach PERFORMANCE RESULTS PERSONAL GROWTH COLLECTIVE WORK PRODUCTS SKILLS ACCOUNTABILITY COMMITMENT Problem solving Technical/ function Interpersonal Mutual Small number of people Individual Specific goals Common purpose Meaningful purpose

31. Page  Six Elements of a Team “ A team is a small group of people with complementary skills who are committed to a common purpose , specific performance goals and common approach , for which they hold themselves mutually accountable for the team’s results.” Source: The Wisdom of Teams; Jon R. Katzenbach

32. The Team Performance Curve Page  The Wisdom of Teams; Jon R. Katzenbach PERFORMANCE IMPACT TEAM EFFECTIVENESS 1. Working Group 2. Pseudo-team 3. Potential Team 4. Real Team 5. High Performance Team Leap of faith required Exceptional personal commitment required

36. The 5 Dysfunctions of a Team Page  Inattention to RESULTS Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST Invulnerability Artificial Harmony Ambiguity Low Standards Status and Ego Source: Patrick Lencioni, 5 Dysfunctions of a Team , 2002

38. Page  BREAK

40. Page  Commit to Action: Initiatives and Priorities for 1 st Year Action Who Accountable When

42. Page  APPENDIX (To be viewed by Red Shoes Consultingconsultants ONLY) DO NOT PRINT