Indra Utoyo: Never-ending Learning Process to Create "Value-Driven Innovation" (Part I)

Love Indra Utoyo His passion for technology, digital, and innovation has never been extinguished even though he has changed direction from telecommunications to anchoring in banking. Instead of reaching an established position, he admits that he wants to keep learning and discovering new things.

He spent tens of years strengthening Telkom's foundation as the largest provider of connectivity in the country until finally he was trusted to lead the digital transformation of state-owned bank BRI.

At the program of the idea Indigo six years ago, he had said that the role of entrepreneur Young people are very important in solving problems in new ways in the digital era where the pace of development has become unstoppable.

He hoped legacy what he leaves behind can continue to be shared so that it can give birth to generations eentrepreneur talented. Now he is enjoying his new chapter of cultivating talent and orchestrating service and innovation at Allo Bank.

How do you see your career journey from the telecommunications sector to banking?

Answer: Actually, I didn't plan to have a career [in banking]. I work at Telkom for almost 17 years, of which the last 10 years as a director. At Telkom, I explore new things, be it innovation, IT, or digital. That's where my [journey in the digital world] started. I also founded the Indigo incubator and accelerator program.

Then, I moved to BRI which I had never imagined before. At that time, I was asked to improve the IT system and lead digital transformation so that BRI could adapt and remain relevant to customers in the digital era. I innovate, develop products digital banking -- there are PINANG and CHEERING -- and doing massive collaboration with digital players.

Thank God, BRI now has a good foundation. I built digital BRI with fture-ready IT and architecture in the future. I prepared it to accommodate large volumes. That legacy that I left [at Telkom and BRI]. However, the most important thing is to leave talent and culture which keeps getting better.

Did your abilities and capabilities in telecommunications become more escalated when you entered banking?

J: This is a good question. Indeed, I felt it when I had a career in banking. What interests me is how conventional banks combine services banking with technology because you can emerge with other sectors. We feel like we are growing because the learning process continues.

Banks talk about B2C, B2B or SME segments. The bank encourages business initiatives to grow. Moreover, there is a chain link behind it. Business owners are assisted with financial services. That's why banks are a bit different because they are closely linked to all sectors. Whatever the business, it definitely needs financial services. To save money or finance for example. Banks understand business process. That's the role of banks.

This is what differentiates telecommunications from banking because it is horizontal, not vertical. The telecommunications sector focuses on platforms and has a strong database. As a provider of connectivity and data storage, its role is good. Apart from that, it also accommodates consumers' daily needs, for example credit or data packages. However, telecommunications lacks the [business] context of a sector, lacks control business process from consumers.

At Telkom, there is a mission to [build] a digital ecosystem. At that time I was developing [digital solutions], like health and logistics. However, Telkom's business model is actually a platform, infrastructure. Temporary business process in related sectors is not Telkom's domain. This means that Telkom needs a partner in that sector commits with consumers.

How did you transition from BRI, which in fact focuses on MSMEs, to Allo Bank, which is supported by the CT Corp mega ecosystem?

J: This is interesting. I realized that we need to be skilled at collaborating. Leadership will be different, no longer leading one company, but aligning with the ecosystem. We orchestrate an ecosystem supported by the same frequency, speed and mindset.

For example, there is an exchange value between Allo Bank and Transmart. Shopping at Transmart is enough for a cell phone. Maybe they will feel that this collaboration can produce data, so they know what consumers like. We can do more commits to provide something new. Consumers can make frequent transactions because of better service customized. So in the future it could be even more relevant. This all came to be value-driven. 

In the beginning, there may still be a lot of homework. The understanding of the ecosystem is still new, the product needs a lot of development.Improve. It takes time to master the product to the stage of 'oh, using Allo Bank you can grow more', that's the art. The challenge is how to play as an ecosystem and do it together with the team. Basically, everyone will talk value.

From BUMN to private companies, do you now feel more comfortable? deliver an innovation?

J: It should be easier because [previously] there was more of a system rigid with such long management. Meanwhile, here we have more speed balanced with quality. Speed could be more dominant. However, I don't like the establishment and enjoy new things. Since I was at Telkom, I have been like that. If you ask, does INDIGO have a KPI? Yes, there isn't. I made it myself so it became something. Therefore, we have to combine entrepreneurship and strategic management.

To face uncertain things, you need the courage to try. I applied this at Telkom and BRI. Meanwhile CT Corp started from entrepreneurial so it's easier in terms of speed. The important thing is that the direction is clear and we have a strong foundation to maneuver our movements forward. I am building this at Allo Bank, of course supported by Mr. CT and the group. How Allo Bank can be ready for the future, not only speed, but focus on creating value.

As someone who passion towards technology and digital, is there anything you want to explore or haven't yet achieved?

J: My journey is still far away and still in the early stages, but I have clear aspirations, namely how to bring life in one hand, all in one.

In the future there is AI, crypto, to blockchain. Now we are talking about Web3, but Jack Dorsey (Twitter Co-founder) is already talking about Web5. This means that we must continue to adapt in order to be able to provide value new with a business model that I think will continue to grow with Web3.

We will also face competitors who bring new approaches. This will be a journey that will never stop adapting and transforming so that [implementation] can become more widespread.