Shinta Widjaja Kamdani is the daughter of johnny Widjaja and Martina Widjaja. she was born in 1967. She studied at Barnard College of Columbia University New York in 1989 and at Harvard Business School Executive Education, Boston, Massachusetts, USA in 2002. she married Irwan Kamdani and has 4 children.
she started her career as a trainee intern at Revlon and Price Waterhouse while she was studying. Â After graduating, she joined her family and worked for her father, in PT. Tigaraksa Satria. She worked in promotion and marketing. At the same time, her father's company made a new business in the filed of direct sales and multilevel marketing. The first product they sell is cosmetic. Shinta got a promotion from a regular staff and began to sell new items from her father's company.
After she worked with her father, she tried to climb a new higher career in 1993. She also went some various stages of promotion until she got a senior position. After working for about five years, she finally entered deeper into the management ranks. She got the managing director position and officially became CEO in 2014.
In 1999, Shinta made a concept for her family's company. She proposed to create a holding company. Because, in her opinion, this family's company had too much business. She proposed to divide the company into 4 pillars and sell all companies that do not fit with the 4 pillars. Her father agreed and the Sintesa Group was formed.
Behind her success, she also had several difficult times. For example, she experienced unpleasant behavior several times when she was still an employee. At that moment, she realizes that its was a common thing in the working world. She made it a lesson and experience so that she knew how higher workers treat ordinary worker. Â
After she served as CEO. She never forgot her experience, she made it a benchmark that the most important key to improving his business is the selection of the right human resources. There must be openness between the top brass and employees. In the past when her father held the company, her father did not implement a key performance indicator (KPI) system. When workers received bonuses, they did not know where and what the bonuses were given for. But now everyone must work according to KPI.
She thinks that all her employees must have an entrepreneurial spirit so that they also feel that Sintesa Group also belongs to them. Employees are given the opportunity to open their own projects outside their functions in the company. for example, I, the HR director, was given the opportunity to hold a new company that was acquired. He is responsible for the company. starting from the system, marketing and finance. that way they will feel that the company also belongs to them.
Not only that, he also maintains the values upheld by his family since the company was founded. Sintesa group has a family constitution. Where there are several important things related to monitoring family businesses that must be matured. Understanding between families is in it. Therefore in this company there is a family forum that is separate from the company.
references
- https://id.wikipedia.org/wiki/Shinta_KamdaniÂ
