Indonesian telecommunications company Indosat Ooredoo has been on a radical transformation journey since 2012, evolving from a state-owned legacy towards a modern multinational company. For HR, this has meant a completely new approach to engaging employees, and planting the seeds of a bourgeoning corporate culture that is much more innovative and agile.

Starting with the building blocks – a new vision, corporate values, and leadership and technical competencies – the HR team have progressively built a new HR approach, including installing a robust performance management and reward scheme and a new talent management program to develop internal talent. It has utilised the reach of 130 managers or ‘change agents’ to cultivate the new culture, and spread the word through town hall meetings and roadshows, where the company’s chiefs travelled to Indosat’s regional offices, as well as through newly introduced enterprise social media.

The journey entered a new phase in 2015 when the company launched new products and corporate branding, which HR saw as an opportunity to transform the way employees thought about the company and the way they did their work. HR is building the organisation’s ‘digital DNA’, and has transformed workspaces from walled rooms and cubicles to open-plan hot-desk seating, which has encouraged a new paradigm of agile interaction and decision-making and a more dymanic 
corporate environment.

Being the first company to launch satellites for Indonesia, set up undersea cables, and offer the first pre-paid SIM card for customers didn’t save Indosat from serious digital disruption, with the likes of WhatsApp wiping out SMS revenue. However, HR has helped the company bounce back through its people, with the holistic organisational transformation propelling business results up above corporate targets.


Indosat Ooredoo embarked on a transformation journey in 2013. Over the years since then, the HR team has successfully managed to achieve a number of key outcomes.