Avoiding the Ruins and WINNING Year 2011

Survival of the fittest, all is about the leadership. Leader is the culture of company and really drives the company to the destination. Let see the 8 habits of Steven Covey 1). Proactive, 2). Start with the end in your mind, 3). Think first thing, 4.) Win-win solution, 5). Understand to be understood, 6.) Synergy, 7). Sharpen the saw, 8). Find the God spot and inspire the others.

The leader must be wise and recognize all aspects in line with frame time and changing since the changing is the always exist in all over the occurs. The picture of barriers in ruining the great company;

Need to DO’s vs. Ruin the Business
1. Denying
1.1. Apply continuously the system to again the business assumption, Bali Super has team
sales marketing again creative team again production team again management again
CEO.

1.2. Setting the CEO as powerful control to the whole managers

2. Arrogant
2.1. Having independent team to value and do assessment, Bali Super having independent
auditor, tax consultant and GM as outsider second opinions.
2.2. Keep silence and limit the exploration of success
2.3. Do check and balance not only in one single power authorities.

3. Living in convertible zone
3.1. Having clear KPI’s and does matching with what have done as a result. Bali Super
needs to set the KPI for all department.
3.2. Define - Measure – Analyze – Improve – Control in consistent and continuously
(continuous improvement) to every single action.
3.3. Manager Rotation.

4. Count on procurers too much
4.1. Thinking always a head, today always the past.
4.2. Do STP + PDB with always explore 5W+1H
4.3. Keep on growth and delta positive

5. Not Concern with competitors
5.1. Having sales and marketing team and focus on STP + PDB always
5.2. Keep listening and hearing the complain

6. Fanatics
6.1. Clear mission, vision, goal and credo
6.2. Keep watching the external factors trough SLOT analysis
6.3. PIC Rotation with balancing responsibility and KPI

7. Volume Obsession
7.1. Setting standard remuneration with incentive clearly based on customer orientation.
Bali Super having this only for sales this time and must be included in KPI’s
7.2. Strong control in purchasing area those deal with suppliers
7.3. Keep on exploring market by visit

Lehman Brothers Holdings Inc.

Lehman Brothers was founded in 1850 by two cotton brokers in Montgomery, Ala. The firm moved to New York City after the Civil War and grew into one of Wall Street's investment giants, despite period brushes with death. On Sept. 14, 2008, the investment bank announced that it would file for liquidation after huge losses in the mortgage market and a loss of investor confidence crippled it and it was unable to find a buyer.

Lehman's slow collapse began as the mortgage market crisis unfolded in the summer of 2007, when its stock began a steady fall from a peak of $82 a share. The fears were based on the fact that the firm was a major player in the market for subprime and prime mortgages, and that as the smallest of the major Wall Street firms, it faced a larger risk that large losses could be fatal.
As the crisis deepened in 2007 and early 2008, the storied investment bank defied expectations more than once, just it had many times before, as in 1998, when it seemed to teeter after a worldwide currency crisis, only to rebound strongly.

Lehman managed to avoid the fate of Bear Stearns, the other of Wall Street's small fry, which was bought by JP Morgan Chase at a bargain basement price under the threat of bankruptcy. Lehman and Bear Stearns had a number of similarities. Both had relatively small balance sheets, they were heavily dependent on the mortgage market, and they relied heavily on the “repo” or repurchase market, most often used as a short-term financing tool.

But by the summer of 2008 the rollercoaster ride started to have more downs than ups. A series of writeoffs was accompanied by new offerings to seek capital to bolster its finances.

Lehman also fought a running battle with short sellers. The company accused them of spreading rumors to drive down the stock's price; Lehman's critics responded by questioning whether the firm had come clean about the true size of its losses. As time passed and losses mounted, an increasing number of investors sided with the critics.

On June 9, 2008, Lehman announced a second-quarter loss of $2.8 billion, far higher than analysts had expected. The company said it would seek to raise $6 billion in fresh capital from investors. But those efforts faltered, and the situation grew more dire after the government on Sept. 8 announced a takeover of Fannie Mae and Freddie Mac. Lehman's stock plunged as the markets wondered whether the move to save those mortgage giants made it less likely that Lehman might be bailed out.

On Sept. 10, the investment bank said that it would spin off the majority of its remaining commercial real estate holdings into a new public company. And it confirmed plans to sell a majority of its investment management division in a move that it expects to generate $3 billion. It also announced its latest round of bad news -- an expected loss of $3.9 billion, or $5.92 a share, in the third quarter after $5.6 billion in write-downs.

By the weekend of Sept. 13-14, it was clear that it was do or die for Lehman. The Treasury had made clear that no bailout would be forthcoming. Treasury Secretary Henry M. Paulson Jr. and Federal Reserve officials did encourage other financial institutions to buy Lehman, but by the end of the weekend the two main suitors, Barclay's and Bank of American, had both said no. Lehman had reached the end of the line.