SG KU-4078 : Matthias Altendorf

Summary

Matthias Altendorf delves into the essence of bionic leadership in family businesses at a studium generale organized by Institut Teknologi Bandung. He highlights how blending traditional leadership values with modern technological advancements can help sustain longevity and success across generations. Altendorf, drawing from his extensive experience in leading the Swiss family-owned enterprise, Andress and Houser Group, elaborates on the importance of cultural sustainability, innovation, and human-centered leadership philosophy amidst today's competitive business environment.

Highlights

• Matthias Altendorf's innovative approach melds evolutionary biology insights with business strategy to foster longevity in family businesses. 🧬
• Exploring bionic leadership, Altendorf emphasizes the vital role of traditional and modern leadership philosophies blending to secure family business legacies. 🏆
• Through anecdotes and analogies from nature, he ties the evolutionary lessons from species like orangutans and gorillas to leadership strategies. 🐒
• Altendorf underscores the significance of removing fear in the workplace to nurture creativity and innovation. 💡
• He discusses the impact of cultural and emotional evolution on human leadership abilities, urging leaders to adapt to and adopt evolutionary principles. 🌿

Key Takeaways

• Bionic leadership fuses traditional values with modern technological precision to ensure business longevity. 🤝
• Family businesses must think in terms of generations rather than fiscal quarters to succeed long-term. 📅
• Sustainability in business encompasses environmental, social, and governance aspects. 🌍
• The evolutionary biology of leadership emphasizes cultural transmission and emotional intelligence. 🧠
• Resilience, adaptability, and innovative thinking are crucial for the younger generation to lead future family enterprises. 🚀

Overview

Matthias Altendorf began his presentation at Institut Teknologi Bandung by distinguishing the unique elements of bionic leadership. He emphasized the necessity of intertwining human emotional intelligence with technological acumen to create a sustainable future for family-run businesses. Through insightful observations about human evolutionary biology, he provided an intriguing framework within which these principles can be applied to ensure long-term business success.

Altendorf's experience as the President of the Supervisory Board of Andress and Houser Group vividly illustrated how businesses can thrive by harmonizing tradition with innovation. He drew parallels between leadership in business and natural ecosystems, suggesting that survival hinges on adaptability, much like species in the wild. He shared engaging stories about primates and their role in leadership dynamics to underscore his points.

The session concluded with a lively Q&A where Altendorf reinforced the importance of eliminating workplace fear to encourage creativity. He offered practical insights on addressing modern challenges such as economic volatility and pandemics while highlighting that leadership grounded in evolutionary biology remains pertinent in fostering resilience and adaptability.

Chapters

• 00:00 - 03:00: Event Introduction and National Anthem The chapter introduces the event, setting a formal tone as attendees are asked to stand for the national anthem of Indonesia. The emphasis is on respect and tradition as the anthem plays, marking the beginning of the proceedings.
• 03:00 - 09:00: Opening Remarks by Dr. Andreanto Rikusara The chapter titled 'Opening Remarks by Dr. Andreanto Rikusara' includes music and applause, indicating a celebratory and formal atmosphere. Although the transcript does not offer details on the spoken content, it is clear that the event likely opened with a sense of anticipation and formality, setting the tone for the proceedings.
• 09:00 - 12:00: Introduction of Speaker Matthias Altendorf The chapter introduces Matthias Altendorf, though the specifics of the introduction are not described in the available transcript section. The segment includes the presence of music, which possibly serves as an introductory or transitional element.
• 12:00 - 57:00: Matthias Altendorf's Speech on Bionic Leadership The chapter titled "Matthias Altendorf's Speech on Bionic Leadership" does not have a substantial transcript provided for summary. The available text "Sh. Glory. Hallelujah. Heat. Heat. Heat. Heat." includes musical interludes and applause, which might suggest an emphasis on inspiring or emotional content, but lacks specific details or context about the speech or its themes.
• 57:00 - 76:00: Question and Answer Session The chapter titled 'Question and Answer Session' begins with an audience interaction signaled by applause and music. The host requests attendees, including distinguished guests, to be seated as the event is about to be officially opened by the vice director for communication.
• 76:00 - 78:00: Token of Appreciation and Closing The chapter titled 'Token of Appreciation and Closing' begins with Dr. Andreanto Rikusara delivering the opening remarks. These remarks are presented within the context of partnerships, alumni relations, and the administration of the Institute of Technology Bandung.

SG KU-4078 : Matthias Altendorf Transcription

• 00:00 - 00:30 ity. Ladies and gentlemen, to begin today's event, we kindly invite you to rise for the national anthem of Indonesia, Indonesia. [Music]
• 00:30 - 01:00 Father I [Music] [Applause] [Music]
• 01:00 - 01:30 am Indonesia. [Music] [Music]
• 01:30 - 02:00 Sh. Glory. Hallelujah. Heat. Heat. Heat. Heat. [Music] [Applause] [Music]
• 02:00 - 02:30 [Applause] [Music] Ladies and gentlemen, please be seated. Distinguished guests, ladies and gentlemen, to officially open today's event, we would like to invite the vice director for communication,
• 02:30 - 03:00 partnerships, alumni relation, and administration of institute technology bandong to deliver the opening remarks. Please welcome Dr. Andreanto Rikusara. [Applause] Good morning everyone.
• 03:00 - 03:30 Distinguished guest, deans, head of study programs, esteemed faculty members, members of academic community and my beloved students. Let me begin by expressing our sincere gratitude to the presence of Mr. Matias Arundorf president of the supervisory board of Andress and Hower group and also professor engineer
• 03:30 - 04:00 Andra who will be served as today moderator. I would also like to warmly welcome to all students who joining us today for this studio generally. Whether you are attending in person here in West Hall of ITB Ganesa campus or participating virtually from the our campus in Jatinangor and campus cherbon uh in West Java. All praise is due to
• 04:00 - 04:30 Allah subhanana wa ta'ala for his grace and blessings which have enabled us together today in this inspiring forum. One we eagerly look forward to as a space for learning, broadening perspective and igniting new ideas. We are all aware that family businesses from the backbone of the economy in many
• 04:30 - 05:00 countries including Indonesia. However, ensuring they're aligned with sustainability present a complex challenge. This is where the need for adaptive visionary and human- centered leadership become crucial. what we refer to as bionic leadership. As I read, bionic leadership is more than just the fusion of human emotional
• 05:00 - 05:30 intelligence and technological precision. It is a leadership philosophy that harmonize tradition with innovation, conscience with data and family values with business efficiencies. It is an efficional evolutionary and interdisciplinary approach to the modern family businesses management blending leadership
• 05:30 - 06:00 philosophy and science to offer fresh perspective on sustainability and long-term success. Today we will explore how this model of leadership can be applied strategically not only to preserve the financial health of family business but also to safeguard their values, spirit and legacy across generation. It is my hope that today the studio generally will
• 06:00 - 06:30 serve as a spark especially for the younger generation encouraging us all to become resilient adaptable leaders deeply rooted in strong values. Without further ado, let us warmly welcome our distinguished speaker Mr. Matias Alendorf to present today's topic bionic leadership for family business longevity. Thank
• 06:30 - 07:00 [Applause] [Music] you. Distinguished guests, ladies and gentlemen, we now proceed to the main agenda of today's program, the studio generally, which will be moderated by professor Andrea Ulanto, PhD. Professor Andrea is a lecturer at the faculty of industrial technology specializing in instrumentation control and automation
• 07:00 - 07:30 research group. Ladies and gentlemen, please welcome Professor Andra Ulanto. [Applause]
• 07:30 - 08:00 Good morning uh distinguished uh lecturer Mr. Matias Alandov, distinguished guest and students, asalam alaikum. Uh before uh we start the studium general lecture, I will introduce the curriculum f of the guys speaker.
• 08:00 - 08:30 Mr. Matias Arandov now is the since 2024 is the president of the supervisor board and rest and houser group since 2023. Member of the supervisory
• 08:30 - 09:00 board, Amir Rupa AG Switzerland, member of the supervisory board cult ag Switzerland and since 2018 member of the supervisory board Kiser AG Switzerland from 2014 until 2023, CEO of the Andri Houseer Group Switzerland from 2009 until
• 09:00 - 09:30 2023. Member of the executive board Andres Hoser Group. 2006 until 2013. Managing director Andre Hoser MBH cog Malberg Germany two 2000 until 2005. member of the management boards Andres Houseer Proex Reuts Switzerland and also
• 09:30 - 10:00 director marketing research and development 1997 till 2000 head of sales and services at Hoster Proex AG Reards Switzerland 1994 until 1997 department manager area sales management and house Protect Hina, Switzerland. 1993 until 1994. Consultant
• 10:00 - 10:30 Honeywell Fun Arizona, USA. 1991 until 1993. Project manager for engineering R&D projects and host of Protex AG Reard Switzerland. That's uh his career structure. And for the education 1986 until 1988, a pretensive program for mechanics
• 10:30 - 11:00 and resourcer and cog malberg, Germany 1989 until 1991. Physics degree science college is Germany. 1995 until 1996 general management program University of Bessel Switzerland and 1997 Europer executive management program
• 11:00 - 11:30 university St. Kalan, Switzerland and Inad uh France and 2003 managing corporates resources executive management program at IMD Losance, Switzerland. 2009 Senior Executive Program, London Business School, England. 2013 senior executive program Stanford
• 11:30 - 12:00 University USA 2019 advanced management program MIT USA and 2022 corporate director's program Harvard Business School for the association he is the member of the board WVIB member of the select committee set EI and also lecturers salons business
• 12:00 - 12:30 school MIT and the hobbies sailing for resting chase reading and motorcycleycling that's uh his uh curriculum fitting and now I would like to invite uh Mr. Matias Alandrop as the gu lecture of the studio general ITP please welcome Mr. [Applause]
• 12:30 - 13:00 [Music] Messto warm welcome from my side. Thank you very much for your introduction. Thank you. Um it's a pleasure to be here. Um coming all the way from Switzerland to Indonesia. It's very nice to be here. You have much warmer weather than we have. When I left Switzerland, it was
• 13:00 - 13:30 about 5° C. So, was much uh colder than it is here. What I would like to uh bring to you is not something which has to do with technology because as you have seen from my curriculum, I am a physicist by education. Um, but I would like to share with you something completely outside of the technology area because I'm in a family business. I run one of the largest Swiss family- based technology
• 13:30 - 14:00 companies and I would like to share with you what I have learned why a family business can strive and be successful over generations. That's the idea behind. So I share with you a little bit um about Anderson Hower the thoughts and definitions and then I go for the evolutionary approach uh what's behind there and I also will share with you a little bit about later on if you have questions and answers I try to share
• 14:00 - 14:30 with you my my wisdom I have I would like to start with a general u question or general statement I found this in Paris and a shop where tourists can by postcards. It says Willie. It's a French. Who speaks French? Nobody. I speak a little bit of French. So I help you. I translate it. The monkey who reads and the monkey who
• 14:30 - 15:00 reads are we the human beings. And to biologically precise, we are not monkeys. We are primates. And uh we have a very important primate in Indonesia. How is it called? The orangutang. Very the the human from the forest. Huh? It's called very important. So in this one sentence you see something which makes us very unique. We can store knowledge. We can
• 15:00 - 15:30 establish culture and we can give culture and knowledge from one generation to the next and enrich it and store it again. That's makes the human beings very unique. And that's the same in companies. If companies can store their knowledge and their culture and give it from one generation to the next one and has an environment which enriches it, then they can strive from that point of view. So family business. This is the family.
• 15:30 - 16:00 This is the Andress family. Not all of them. When everybody's together, it's 84 people, but they own this company more or less. And it's a family business. Um, which are uh the owners of the company. A family business is unique because none of the stock none of the ownership is traded at the stock market. So still we have to oblige to the financial rules of the Swiss governments but we do not necessarily have to disclose and follow
• 16:00 - 16:30 the stock market rules one to one. Very unique. The major difference is a family business doesn't think from quarter to quarter or from year to year. A family business thinks from one generation to the next generation to the next generation. So when they hired me, they did not ask me increase the sales, increase the profit. The only one requirement they had is Mr. Alenorf, bring us from the second generation to
• 16:30 - 17:00 the third to the fourth generation. This was the only requirement I had for my job. A family business also has values and because they stand for something, they have a value system. And the value system of Anderson House is a very simple one. Commitment. Commitment for our employees, commitment for our customers and commitments for our societies we operate in. Then we have
• 17:00 - 17:30 excellence. We are a Swiss company. Swiss people are known for their precision, for their reliability, for their quality. And in in what we do, we try to be as good as we can. And we strive for this. When we make a measurement, we want to be the best one who makes the best measurement. When we want to deal with our employees, we want to deal in an excellent fashion with our employees. So, it goes through the whole culture. Then sustainability. Sustainability from an
• 17:30 - 18:00 environmental point of view, but also from a social point of view and from a governance point of view. social. The most social thing a company can do is provide jobs, pay salaries and pay tax because the government needs tax for education. So therefore we we we do not hide or we do not move our business to avoid tax. For us to paying tax in a
• 18:00 - 18:30 country is something a duty for us. We like to do because when we are successful we can share. And the last one, governance. Our company should not depend on individuals itself because we have the responsibilities for 18,500 employees. Their families make 60,000 with our sub suppliers. More than 100,000 people depend on the well-being of our company and not. So therefore, we strive to be very good in the
• 18:30 - 19:00 sustainability side. And last but not least, friendliness. Friendliness is also means we try to remain very humble. Just because we are from Switzerland just because we might have money does not allow us to be uh not humble to other people and not kind to other people. So we try in our company culture we try to be kind to our customers, our suppliers, our partners, our employees.
• 19:00 - 19:30 So the company has been established in 1953. You can see here the financial data. You can also see it quite a success story over the years. It took us 40 years to make the first billion. It took us another 20 years to make the second billion and it took us another 10 years to make another two billion. So we made in the last 10 years we made more money and more revenue than we did in the 60 years before but that's the part
• 19:30 - 20:00 we had the foundations and that's the one thing we always know that we stand on the shoulders of our forefathers you know and and that's our humble being we I am not the manager who created this it's the 18 and a half thousand people who created this and it has been the people who started the business. So we standing always on the shoulders of the success of our forefathers.
• 20:00 - 20:30 Let me come a little bit uh to the environment and this picture I I I uh imagined during the COVID time when nobody can go to the office and then the end of the day you see on one hand side a cave which is in my forest in my neighborhood in the black forest and I said at the end of the day the it has been thrown us back hundreds or thousands of years when we look into the zoom screen or team screen or whatever you would Like it's like sitting in the
• 20:30 - 21:00 cave. No interaction with other people. We are just having our own view of the world and not the real view of the world. So I draw this picture basically of the cave and the zoom part being back not understanding that we are not alone and that we have social interaction with other people. And that's brought me back to where people like to gather. And in ancient times people gathered around the fire. Why did they gather around the fire?
• 21:00 - 21:30 Communication, social interaction, food, warms, belonging, chit chatting, everything which makes us different from a human being. And it's not happening so much in the digital world. It only happens if people getting together, if they can feel they are part of a human, of a social system. we call that. And then um I got to know a little
• 21:30 - 22:00 bit about um about uh oh sorry I got to know uh Dr. Hes. He's the creator of the Basel Zoo where the primates are. So the primates are the orangutan, the chimpanzeee, the bonobo, the the mountain gorilla. These are and the human beings. Five primates define the the the family of the
• 22:00 - 22:30 primates. And he was in Africa. He was in the jungle of Africa researching the mountain gorillas. Some of you might heard the name Diane FSY. Very famous movie uh Gorillas in the mist. and and he was a researcher together with Dian FSY about the mountain gorillas. And he said to me when I met him he said you know when you watch the species in the habitat or the
• 22:30 - 23:00 environment they are operating in then the interesting stories start to be created and that triggered me a lot. So we went into a dialogue because I said I am a human human being in which environment and the human being very interesting can live in the desert can live in the jungle can live in the ice. We are the only species on the planet who can live everywhere. It's a very interesting thought you know because a mountain gorilla can only live in the
• 23:00 - 23:30 mountains orangutan can only live in the in the sumatra or the uh kalimantan jungle at the end of the day. A crocodile can only live in the salty water of Australia for example, but we human beings can live everywhere. Very interesting. So then he he gave me a few things to consider. He said, "Mr. Alen, if you're a physicist, why does a crocodile look like a crocodile?" That was his question to me. And I said, I I have to think about why does a crocodile look like I said look
• 23:30 - 24:00 where does the crocodile live? And then I realized okay the crocodile in the majority lives into the water. So the length of the body very looks like a piece of pipe a crocodile. And when you see the crocodile looks like this it's very clear it can swim much better. It has a function like a fish but it has four legs because it has to breed on land. Uh but it breeds with eggs not like a mammal. So the environment where
• 24:00 - 24:30 the crocodile lives in optimizes the crocodile's behavior, the crocodile's things. The second question you ask me, why does a zebra look like a zebra? Very strange look. Doesn't look like a [Music] horse. It's actually, I think, more a donkey than it is a horse. This Why does the zebra have the stripes? And the zebra has the stripes because the stripes is a better protection for the
• 24:30 - 25:00 mosquitoes. I didn't know that. But the way how it is when it lives out in the savana in the African savannah, the stripes help them to be better protected against the mosquitoes which stitch them at the end of the day. And each zebra can recognize itself based on the stripes a zebra has. So that triggered me. Okay, what are the environments? So when we look at the company, I always look what is the environment of the company, where is it located, what is
• 25:00 - 25:30 the competition, who is the who's a suppliers, what is the the governance system around it? And that is what triggered me. When you look at the company, just don't look not at the product, look at the total environment, what it's all about. He researched the mountain gorillas. And now I have three questions for you. You see here, this gentleman here is very peaceful over there. This mountain
• 25:30 - 26:00 gorilla has 14 times the force of an adult human being. 14 times the force. It has the carnivore teeth. This is this one here. But it's a vegetarian. And the strongest, the most powerful person in a pot of gorillas is not the male, it's the female. At the end of the session, I will ask you,
• 26:00 - 26:30 think about the three questions. Why does the male have 14 times the power of a human being? Why does it have carnivore teeth even though it's a vegetarian? And the third question would be why is the most powerful in the gorillas is the lady and not the man. And I ask you this question, think about it. You might even Google it, but you won't find it. So here's the
• 26:30 - 27:00 habitat. The habitat is a jungle and the jungle without any streets. And so they move around in a 50 square kilometer per family. 50 square kilometers where they move around 365 days a year in order to get all the food and the diet they need. So this is where they live in with their families and where they are [Music] active. So where does the word bionic
• 27:00 - 27:30 come from? Very simple. Bionic is a combination of the word biology and the word technic or technology in the German language technique technology and this has come up in the ' 90s and the 20th century because we apply phenomena from nature from biology into technologies. For examples, you have paintings with the lotus painting or you have um the the the the shape of a car looks
• 27:30 - 28:00 more like a fish or on an airplane you might have seen the winglets. That's how birds fly much more energy efficient. So this is why we use this word biology. Evolutionary leadership is applying evolutionary principles um in the man-made world. Just to give you a little bit of a perspective, the human beings are on this planet around 40,000 years. Our economic system, what we
• 28:00 - 28:30 living in today is maybe 300 years old. So we sometimes forget that the way how we have become human beings is 40,000 years old. The way how we run the economy is 300 years old. So over time, of course, we should not forget how we have become human beings. and model management effective action in what society we are in and for what purpose a community is. This does not matter whether it's a church whether it's a
• 28:30 - 29:00 club, whether it's a company, whether it's a governance or whether it's a university. At the end of the day, we have to effective and it has to serve the purpose of the community. Let's define a little bit what a company is or an enterprise is. Sometimes people believe this is just capital or that's not true because a company always consists out of a customer. If you don't have somebody who wants to buy your product in a professional way, you don't have a company. The second you have somebody
• 29:00 - 29:30 who owns who brings the capital, we have employees, we have suppliers, we somewhere in the local authorities, we in the region, we are in the country and therefore the company is always more than just uh the capital and that's part of the ecosystem we have to understand. The second thing is people who voluntarily collaborate in order to act successfully in a sustainable manner using their skills, knowledge, resource and needs. Nobody must work at your
• 29:30 - 30:00 company. It's not a must. You make a contract. You like to go with this company and you try to collaborate with other people. And here is the art. As more attractive you are for outside people to work for your company, as more successful you are. But how do you make yourself attractive? And last but not least, we are not our on we are not on our own. Everything lives in competition. Nature is competitive and social systems are
• 30:00 - 30:30 competitive as well. Our company is competitive. Normally we are not on our own. We always have somewhere competition. So the community realizes we are in competition and therefore we have a common goal and we move towards the common goal in a highly effective way. That's that's part of uh part of it. Let's have a view on how we have become humans the way we know them today. This is not a process which came overnight. It took quite some
• 30:30 - 31:00 while. You can see here times um in millions of years here 3 million years. So the first forefathers of us 3 million years but the human being is only the last 40,000 years. So what has happened in the evolution? We have a cultural and a medical evolution. And
• 31:00 - 31:30 what you can see is at the beginning we made tools of stone walls. Then we defiled the the color. Then we discovered the fire. Then we had rituals around funerals, religion. Then the art came into place. And at the very end we understood how to apply medicine. And we understood how to make writing. This means the prim the the primal things of our behavior has been established not just in the last 40,000
• 31:30 - 32:00 years. A lot of our behaviors have been established much earlier in the way how we are but we act in a subconscious way not in a conscious way towards them. And you see the degree of humanization. You can see that our brain over the time has grown. Uh we got teeth which sharpens. We have our hands and we have the upright walk. That's the major difference that we can upright walk. Therefore, we have a different mobility and this has to do is because
• 32:00 - 32:30 we had uh the upright walk came to we we went from the jungle out into the open landscape. So upright walking gave a competitive advantage for us. So when we are today in the human world applying medicine, writing, religion, we live in cities, we have agriculture, we are domestication, we should not forget where we came from and why we came from that area. This has an impact on our behavior
• 32:30 - 33:00 today. Okay. Here you see on the right side you see the upright this is the millions of years. So roughly 5 million years ago the our forefathers start to be in the upright walk and then in the last 2 million years the increase of the brain and the reason why our brain increased is we realized that um when we raise a
• 33:00 - 33:30 family this takes much more time and with the fire we can change the diet. So we have a much higher protein diet. A higher protein diet allows for a larger brain, but we needed the larger brain not for the for the intellectual part. We needed the brain for the social part, for the emotional part. So the last part of our brain in the forehead was developed at last and that's the reason why we we have done that. It's very interesting. The homoandanda talentis
• 33:30 - 34:00 has a bigger brain than the homo sapiens. Uh interesting enough. So we needed a larger brain because we need more energy. Therefore we need different food. We start to eat more meat. Then we have a long phase of mother and child protection. It takes uh 9 months to that the child is born. But it took at that time another 10 years before the human being is
• 34:00 - 34:30 self-sufficient. Today it might take 30 years. difference today but uh when I look to my son he's 27 years so takes longer time then uh in order to do that mother and child you need protection and care because at the moment the mother takes care of the of the children somebody else has to protect and somebody else has to organize the food so we start to distribute the labor in our social system then we need to collaborate then in order to collaborate you have to
• 34:30 - 35:00 communicate in order to tell what you would like to have and then we shared the food and then they have the process of learning the foundation of tradition and culture and this goes together with the anat with the anatomical and the social evolution which we can see in that area. So why is this so important? Because the brain of a human being consumes 80% of the glycose uh exchange the human being has. So it
• 35:00 - 35:30 takes a lot of energy. Um 2% of the body weight is only in our brain but 20% of our blood volume. 70% of the glycos turnover. It has to manage 100 billion cells in parallel. 90% 95% of our brain is unconscious and 25% of the human energy we consume goes to the brain. And the brain is a very complex thing. And you can see here the red part here the
• 35:30 - 36:00 prefortal cortex that's the last part of the brain developed of a human being. All the other ones our forefathers also have in the same way. But we needed this preodal concept for thinking for the emotions and uh also for the communications and for the cultural elements in order because we needed to judge emotionally if this is an enemy or not. We needed to speak to each other. uh in that practice. So that makes it uh
• 36:00 - 36:30 very clear why we act in that way and why it is so important. Here you see the cells. This is a newborn. The newborn only has the emotions or the of the mother. But in the brain after one month already you have a network because it sees it hears it smells the newborn. after 6 months after 2 years. So our neur neurons in the in the brain start to get connected very
• 36:30 - 37:00 fast. So that's the reason why we learn when we are younger much more than we when we're older because in my age the neural network is already established very difficult to add something new because it's for us very difficult to forget something subconsciously it's always with us and at any moment in time 100,000 to 10 million neurons in parallel are fired up in your brain and that takes
• 37:00 - 37:30 energy and That's I mean we are not very good in multitasking. We have to focus if you want to be good you have to focus on something to focus on those neurons which are important for the subject you have to deal with at the moment. A very important point. I come back a little bit to the point that size is not a replacement for strategy. Sometimes in business people think as bigger you are as better it is. But when you look to nature this is not true. You see here the body mass, the
• 37:30 - 38:00 the mass, the weight on the x-axis and his speed of travel on the on the y-axis. And you can see here on the right side, the elephant of course has the highest body weight for the land mammals. It's the blue whale for the for the ocean mammals. And you can also see um it it's not very helpful to be too heavy. So the human being somewhere is here um between 50 and 100 kilograms
• 38:00 - 38:30 normally uh and therefore you can move around the world. You are very fast in movement. But you also can see that the reptiles and the entropot which are more here they cannot travel as much but the mass the biomass on the planet is made by those by the antipotes not by the humans and not by the not by the mammals. We have much more biomass from the other ones. So the antipoes occupy the world not the human beings to be
• 38:30 - 39:00 honest. So no large stature and unlimited mobility and that applies to the company the same way. If a company is not agile to adapt to a changing environment, it cannot survive. That's first thing you learn from nature. Be agile. And the second thing if if you are not if you're not willing to move in a case of a danger of a threat you can't survive and
• 39:00 - 39:30 that's the same learning you have in a company has to remain agile in its structure and it must be willing to move from one place to another place to do that I give you an example when you are in the newsprinting business in the year 2000 and you do not realize that digitalization comes and you do not move then to have a digital newspaper or you have a YouTube channel or whatever you are out of business. So you have to remain agile and to remain agile size
• 39:30 - 40:00 sometimes is not helpful if you are too big. We also have to understand that we have a cultural evaluation. Huh? You can see here 2 million years before Domina first base duels at the end you see the encryption of the DNA in our cultural evolution. So the mankind continuously learns what of the learning has an impact on the future is very relevant
• 40:00 - 40:30 you know and what impacts you would like to take care of of the future. So always believe there's a cultural evolution in a company, in a society, in a industry, in any system human beings are there's always a cultural evolution and you have to go with that evolution. Then coming to the difference because when you look to the bees here and the human beings, we have a lot in common. We
• 40:30 - 41:00 taking care of each other. human beings taking care of each other and the beehive hype also takes care of the other but there are also fundamental differences when you look the human beings taking care of several generations but the bees do the same the ants do the same a crocodile does does the same way takes care of its kids not of its grandkids the crocodile doesn't care about the grandkids human beings take care of their grandkids we
• 41:00 - 41:30 we like to consider a family. In order to do that, you have to have an alt al altruistically behavior because you do not just care about yourself, you care about others. You try to make sure not on your own fitness, you take care of the fitness of the social system you're operating in. However, we humans also have uh a tendency to have nepotism. Specifically in family businesses, you try to give it from from father to the
• 41:30 - 42:00 daughter or father to the son, son to the daughter, son to son. So there's a tendency to do that in political systems, in company systems. Uh wherever we have we have this issue and um we have um the idea of rep repres. So if I do something for Henry, Henry do something for me. We have this tit for tat we call that in our language. Humans are different. Everyone can reproduce themselves. In the animal world, this is
• 42:00 - 42:30 not an animal world is very clearly who is allowed to rep reproduce themselves. Human beings, everybody can reproduce themselves. That creates competition for resources, for energy, for space, for land, for education. Alliances can also take place outside of the family. So Switzerland makes an alliance with Indonesia, completely different family, but we can do that. Universities make alliances with other universities. Completely easy
• 42:30 - 43:00 to do. No, no problems. And bonding behavior is based on cooperation. People know each other and people uh one way can share possession and status. This is what nature has made us very specifically on human beings and we can take care of that. And that brings you to a point is okay, how does then a social system appoints its leader and in the animal world it's not always the strongest it's the most
• 43:00 - 43:30 fittest for the purpose that what Darwin already has established the fittest the survival of the fittest on one hands but in a social system you have to use the most capable not necessarily the most strongest one and you can see here in a in a social system between maximum power and powerless and between human coldness and human warmth. Ideally, we select strong leaders which also have human warmth.
• 43:30 - 44:00 The worst thing for us if if the person is powerless and would be cold but this normally does not exist as leaders. We do not accept those leaders. Sometimes we have very powerful leader but they are very cold which we don't like on the long run creates problems or we have powerful leaders which have warmth and that works and in fundamental we choose those leaders based on the principle of protects the value of the group we are in. We improve the welfare for the
• 44:00 - 44:30 group. So it's not just his own welfare it's the welfare of the group. He defends the group from others from competition and he protects also the weak in the group. And we as human beings we normally we take care of our kids which are the weakest or the elderly or people which are handicapped or people which are sick. And the leaders have to make sure they're taking care of those things. This is how we select the leaders. In principle this is how companies select their leaders. Do they take care of those four basic principle? Of course we look for
• 44:30 - 45:00 competence. Of course we look for education. But the social element is the most crucial one. The humans in this social system when we have selected a leader is very clear. We humans want to survive oneself of course but also our genetic pool wants to survive. That means we humans are in a family or in a social system or in a society. We want to have our lives but we also want to have a well-being. No fear and a degree
• 45:00 - 45:30 of order. If the degree of order is not giving, people automatically have fear. And the worst thing you can have in a company is fear because fear kills creativity and fear kills um the idea looking for new things outside of the box. So number one rule is to try to avoid fear inside a company. Ideally no fear in a society then societies can strive.
• 45:30 - 46:00 The reason for that comes out of the biology of our human being's brain. You can see here this is a lady Mrs. Rebecca Rebecca Sakes from the MIT and her son Percy. So it's a mother and her son and the mother kisses the sonh and you see the scan of the brain which parts of the brain are active and you can see here this kiss starts the hormone oxyine which is the hormone what we call
• 46:00 - 46:30 the mother child hormone and it this creates the bonding between two human beings. Yeah, it's the we there to more hormone. It binds people who are we, but can also make them more ethanentric and less tolerant to them. This hormone creates that we like those very close to us, but we might be very dist, comes from a different religion, different background. It also separates us from them
• 46:30 - 47:00 normally. And in a company you have to make sure that the reward system creates those dopamine that the people feel good to work inside this company and the leaders have to strive for such type of a system and if you do this well it creates this vasopra scene which binds the mother with the babies or romantic partners but also people like to come together beyond the pure purpose they have and it releases serotonine that's
• 47:00 - 47:30 the reason why in Switzerland land we have so much chocolate. Chocolate also releases serotonin. It's you you you you please your brain in the search for serotonine if you eat sweets or chocolate and therefore it helps to regulate our mood. If people have a positive mood, the customer will find out that they are in a positive mood. And if they are negative mood, the customers will also not buy from you. That's the reason why you focus on that.
• 47:30 - 48:00 Not to forget our um the drives what we have. Human beings have five primary primary drives. Safety, aggression, attachment, food and sexuality is our basic drives and those drives I explained to here on the way how we work together. When the drive strength is I feel lonely, the stimulus is I need a partner. The pedience is the partner search. The drive action would be I would like to hug somebody. And the
• 48:00 - 48:30 pleasure sensation would be closeness in the way of I'm looking for serotonine. Where can I find chocolate? Where can I buy chocolate? Where can eat chocolate? And does the effect come from? Huh? And you can see nature has made us the way if we feel lonesome and this degree is very high but the familiarity of the person you would like to hug is very low. we don't hug this person. However, if the
• 48:30 - 49:00 phenomena's lonesome is very high and I like this person because I'm very close, then I have the double partner and then I start to hug a person. That's the philosophy of how we human beings act. When looking for a partner, hugging turn to friendship and closeness. So if we work in a company, if we want to be close together, we have to understand this. This is how we acted and this is far beyond the 40,000 years we have established as human beings. This is
• 49:00 - 49:30 what the people already did 3 million years ago. That's the the basic fundamental how human beings uh function. When you have laws of bonding in a human and a social system, you have always the conflict and you have the recognition in a social system like at home. Sometimes the parents like you, sometimes the parents don't like you. Sometimes the kids like the parents, sometimes the kids don't like the parents. In a social system, family is
• 49:30 - 50:00 the smallest one we have. So as long as we are friendly, personal and familiar with the behavior in the same way we are treated fair, reliable and truthful, then the social system works quite well. So I imagine you have to do this in a company. It's very important that you have um in the company this culture which allows to pay to play in both ends that the social system is working quite
• 50:00 - 50:30 well. Besides that um leadership requires intuitive intelligence and intuitive intelligence needs time because you only have intuition when you have experience. So it takes time. You cannot go from zero to 100% in leadership. It takes a lot of experiences before you get to that point and it needs social skills and intelligence often comes with age. That's the reason why at home we
• 50:30 - 51:00 always have respect from grandma and grandfather because they have social skills. They know they have a certain wisdom. That's the reason why we like at home the elderly. Normally in Japan, when you go into a factory, when you go to a Toyota factory in Japan, you will find that the elderly people are not manufacturing the cars. They help the younger people how to manufacture the car better. So they give
• 51:00 - 51:30 the wisdom to the younger generation how to do something better. And there's a major difference between cognitive learning versus social learning. You're going to school, you learn cognitively in the domain you want to become a bachelor or a master, but you al socially learn how to interact in a social system, what we call university together. When you have leadership, people want to have a certain direction which gives safety to them. They want
• 51:30 - 52:00 that you promote integration that the social welfare remember the hormones we create and you mobilize the forces the communication the fairness they like to be in that group and if you have stress inside the company in our brain we create cortisol and that gives a blockade to the memory when we have stress we can't learn. So it's very important that in a company we try to bring down the stress
• 52:00 - 52:30 level that people can engage and learn and um if we have stress under under pressure we say we always go to behaviors which are very fundamental which help us to survive but this is not very creative then that's not very learning. So you have to deal with stress in order to do that. We normally need a little bit of stress when we have to make tests but we have less stress when we prepare for the test. That's why we train and learn before we do a
• 52:30 - 53:00 testing basically. So management and underestimates needs of social system cooperation, belonging, cohesion, creativity requires physical proximity. You have to be together also in the classroom allows learning much easier in the classroom. He needs solidarity and identity to what do I belong to this group. He needs a balance between freedom and the social pressure of a system. Always remember out of sight, out of mind. If I don't see somebody, he
• 53:00 - 53:30 suddenly disappears from my mind. If I see him regularly, he is always in my mind. Health is important for people and the productivity of 80,000 individual is not the same as 18,000 in a collective manner. So a company as better they can collectively go for the common goal is always more successful if you would have 18,000 individuals and we is more important than the I and you find this in sports
• 53:30 - 54:00 but you also find that in companies the Wii is more important than myself. Last but not least um some of you might know this. This is the pope from the Catholic Church. highest leader of the Catholic passed away two weeks ago. And when I researched this a little bit because I'm not religious uh in the Catholic but my wife is she's Catholic and um how did he change the social system he was running very interesting
• 54:00 - 54:30 because in the Catholic church you have very conservative parts and that's in all religions the same. You have one of them very conservative and on the other hand you have younger ones which are very liberal. They want to modernize the religion, you know, and the pope stuck in between the younger ones which want to modernize and the old ones who have the power. And the pope was elected in the middle of them. How can I change the social system I'm running as a pope and
• 54:30 - 55:00 he did it with two elements. The first thing leadership by example. And the leadership by example he comes from a very poor neighborhood in Argentina. He never forgot where he came from. The shoes he has on as the shoes he was wearing when he was in the poor neighborhood. He wear the shoes until his grave. His status is to show humbleness and poorness. He says we are
• 55:00 - 55:30 the church for the poor. And he symboliz it by wearing those shoes. Normally the pope has exclusive red shoes only made for him. He never wear those shoes. He always wear those black boots you see until into his grave. He took him with his into his grave. The second point he changed and that's why I found it out. The bishop of Jakarta was elected by this pope here in
• 55:30 - 56:00 Indonesia. And the way how to select the next bishops and cardinals goes to um um to consist. This is a these are amount of people who select depending on certain criterias who becomes the next bishop who becomes the next cardinal and Francisco's choose for this selection committee his own people. So those people he has chosen he
• 56:00 - 56:30 has elected 163 cardinals in his time as a pope whereas 107 will elect beginning of end of this week the new pope. So he played the long game. He said I take care of those who vote for the next pope are people who have my mindset. Therefore I do not change the rules of the conservative. I do not follow the rules of the very liberal, but I change through selection of the next generation
• 56:30 - 57:00 of leaders the way how the Catholic Church will develop on the long run. A very strategic long-term play uh in this subject. I'm coming to the end. My time is over. Um I would like to give with you that the virtual world, the digital world. We all like to be on social media uh will not ensure the survival of human beings. We still have to understand that we are human beings and have to come
• 57:00 - 57:30 together that we need warmth, culture, belonging, creativity and activation of the meaning. It means we physically have to be close. Um the modern cave and the modern groups of people must also serve the fundamentals of evolutionary uh biology. Leadership you can see in the way we behave in the architecture and the structure of the company and this can make a big difference and the warming fire of the early humans still need to be rekindled every day that the people feel safe, secure and have a
• 57:30 - 58:00 future and the bonding and good leadership must be practiced every day. I thank you very much for listening. Thank you very much for the inspiring talks from Mr. Matias Alf. Uh in this uh lecture we already learned how the leadership
• 58:00 - 58:30 uh can inspired by the evolutionary of biology and also the evolutionary of the humans uh developments. And now it's time to uh for the question and answer. And first uh I will invite three questions. Uh you can talk in Basa Indonesia. No problem. Yeah, there's one, two from from
• 58:30 - 59:00 there. Yeah, three. Okay. Which one? You can go to the microphone. This one first. Test. Test. Wait. Okay. Okay. Yeah. This one first. H. Yes. I'm picked by your uh educational background that you choose to be having a background in as a physicist and I like to know how your background uh contributes in building
• 59:00 - 59:30 your career progress and I also like to know how your background as a businesses helps you as uh developing your company. Thank you very much for your question. First I answer the second question. We are a technology company and we making measurement equipment and to understand physics by nature helps to understand the technology what we are you know and in my early years I was a research and development engineer so that helps me
• 59:30 - 60:00 from a business perspective physicists always think in systems you know and I I studied nuclear and and nuclear physics and from Heisenberg we know I'm an atom we never can determine the speed and the mass at the same time. Either we know the speed or we know the mass but not at the same time. So we always describe things in a systematic way in a system not the individual not
• 60:00 - 60:30 the details but the system and a company is never is never just one detail. A company is a very complex social system and that has helped me to understand how a social system works much better. Okay, thank you for your question. [Applause] So I would like to ask this question. I find it interesting that sir matias made a comparison between orangutans and
• 60:30 - 61:00 human in bionic leadership. So if we apply their evolutionary strategies to family business longevity, how might this how might this knowledge be implemented in like a multigenerational family farm like yours? Thank you. As I said, you know, uh you can see it in the company culture. One element for example is friendliness. Behind the friendliness you can have attributes like we are humble. We respect uh each
• 61:00 - 61:30 other. We treat each other like human beings. We try not to be fearful to them. And by those elements we normally create the behavior of human beings on our social system that they are beneficial for the customer. If it's beneficial for the customer, the customer buys more products from us. If the customer buys more products, we are more successful and we can reinvest more into our future. So it starts with the behavior of the human beings and that's how we implement it basically as one
• 61:30 - 62:00 element. Okay. And what is your name and from what faculty? I'm William from the electrical engineering faculty. Thank you. Thank you. Thank you. And now the more question. Okay. Please go to the microphone. Uh say your name and the faculty before the questions. Uh hello good morning Mr.
• 62:00 - 62:30 Matias. Uh I'm Aar. I'm come from G physical engineering and I will ask to a question. uh during the covid-19 pandemics uh many companies have faced major disruption in their operation and supply chains has your company experienced um similar impacts or if yes how do you overcome them and in addition of the pandemics but what other global threats
• 62:30 - 63:00 do you think this company need to be aware of right now uh whether from a technological geopolitical and environmental perspective. Okay, thank you for your question. Um, coming back to the pandemic, of course, Anderson also was affected by the pandemic, but as soon as we saw what the scale of the pandemic is that worldwide it will close down. First thing we learned from each other. We learned from our Chinese colleagues how they deal with the
• 63:00 - 63:30 situation and we try to implement them in the rest of the world. But we also try to help our Chinese colleagues by face masks, by cleaning agents, by uh disinfection material. So we ship things to China to help our employees at that moment. About 4 weeks into the pandemic, I announced to all employees that nobody will lose its job based on the
• 63:30 - 64:00 pandemics. Coming back to my first sentence, I said avoid fear in the company. So people of course were scared about will they lose their jobs and we clearly said nobody will lose the job because I had so much money or the company had so much money on our accounts that I could have paid the salaries for one year without having one order. And therefore we give guarantee to all employees you will not lose the job. We did not go we did not fire
• 64:00 - 64:30 anybody. We kept all the people after the pandemic the business came suddenly back and we had all people on board. So we captured a lot of market share in the three years after before the pandemic we have been number two number three in the market. After the pandemic we have been the world market leader was a strategic decision. The second point is um does uh the second question of the part does there other risk? Just remember in 2009 the world financial crisis was a big
• 64:30 - 65:00 risk to us and we were also impacted by it. But at at that time also we did not release any people. We did not fire anybody. We kept the people continued our strategic path. Of course is now uh tariffs a big threat for the business around the world at the moment. uh wars are a big threat and global trade if global trade is not allowed becomes much more complicated to have a global business which is successful. So these
• 65:00 - 65:30 are the elements I would see as a risk for us as a company. I hope this answers your question. Thank you. Okay. Uh there is still time so I would like to invite more questions.
• 65:30 - 66:00 Good morning. My name is Steifa. I'm from School of Business and Management. Uh my research focuses on digital adoption in the family business. In the beginning of my research, uh I need to read a big number of articles to to create a table of sort stands for state-of-the-art and then what I read is there is no exact definition of family
• 66:00 - 66:30 business. Even a scholar mentioned that they define family business based on their research purposes. Based on your experience in leading this company, how do you define family business? Thank you. Okay. Based on my experience, a family business is that either the majority of the ownership of a company is in a family or they can through the amount of
• 66:30 - 67:00 ownership determine the future of the company. These are the two elements. Either they own the majority of the company like in our case the family owns everything or like a company like Ro Pharmaceutical they do not have all the shares but they have the majority of the voting power okay still the shares 50% is with other people but the majority of the votes are with the family so clearly that the the family determines the
• 67:00 - 67:30 future of the business based on the decision-making power that's for me the family definition. Second point, normally you would say also it goes from one generation to the next but sometimes an entrepreneur a founding company owns only one generation. Another questions. What?
• 67:30 - 68:00 If you have no more questions, then I will try to release the answers to my questions I had at the beginning. All right. So, yeah. Come on. Okay. So, why does the male gorilla have 14 times the power of a human being? Who has the answer for that? So, who has the answer for these questions? Okay. You couldn't find it on
• 68:00 - 68:30 Google. Look at the hobbit. Yeah. Yeah. Okay. Go ahead. Yeah. Hello. Okay. So, I think uh why a g male gorilla have 14 times the strength of a human? because they live in the forest or jungle and they would need to navigate uh on the treetops and due to
• 68:30 - 69:00 their massive size also they need more strength to like carry themselves and travel around I think. Yep, that's a good answer. They live in the in the mountain jungle which is first has a slope. Second, there's no road. There's no street. So they have to make the path for the whole group to to move inside the jungle. And depending on the season they have to harvest the fruit from certain trees. So they they cannot cut
• 69:00 - 69:30 the tree but they can throw the tree with the pure force over it. So the pure force helps them to navigate inside the jungle and to find over the year the right diet for the whole thing because they have to make sure depending on the year that they have the right amount of fruits from the right type in order to have a sufficient diet. Congratulations. Very good answer for that. Congratulations. So, what's your name? That's for her. So, here is a gift for you. First,
• 69:30 - 70:00 thank you very much. The answer. Okay. Okay. [Music] Uh, I'm metal from aerospace engineering. Okay. Okay. Second [Music] question, why does the mountain gorilla still have the carnivore teeth even so it is
• 70:00 - 70:30 um um vegetarian? Come on. Come on. Uh hello sir, my name is Iram. I'm from mechanical engineering. So my answer is, sorry if I'm wrong, but I would assume that because he lives in a jungle where the jungle is filled with other animals, including carnivores and other threats.
• 70:30 - 71:00 So he needs to display himself as a powerful animal that can fend themselves and, you know, protect themselves and show the other carnivores that we're not that easy to dominate, to be dominated. Yeah. Okay. half of the answer. Correct. Thank you. Okay. The reason really is nobody knows [Music]
• 71:00 - 71:30 exactly, but it has to do is where we came from because we have the carnivore. All the other ones have the carnivore teeth. The Orurang Utan also is a vegetarian. So our our prehistory for the The missing link we call in nature before us obviously was a meat eater and over time depending on which habitat we are we optimized our diets.
• 71:30 - 72:00 Still today human being can be very vegetarian but it has to be very careful that he doesn't get sick. The same is for the mountain gorillas that's they have to make sure that they get the right amount of vitamins. So they have the carnivars from their past history to eat meat, but they don't eat meat today. But that's the explanation. It's biologically a past like with us. It's from the past. But thank you for your answer. [Music]
• 72:00 - 72:30 Okay, last but not least, why is the female the the most powerful person, not the male? Um uh it's because the male focuses more on like short-term dominance while the female focuses on like long-term nurturing of the knowledge for the generation. Thank you. Okay. Thank you. That's almost right.
• 72:30 - 73:00 If the male the male they fight for her leadership they fight for who readings the pot, who leading the herd. By doing that they can get killed. If they would get killed the whole family would die because they would not know at what part of the season they have to be where in their field where they operate in.
• 73:00 - 73:30 the female don't fight. So if it's stored in the oldest lady, the knowledge goes from one generation to the next. So that was the storage system is with the elderly. And therefore, even if the male passes away, the oldest lady knows where to go to find the right food during the season and during the year. And when we look to our own families, we always go to grandma too because grandma normally doesn't
• 73:30 - 74:00 fight. You know, it's a very human being. So, but that's the fundamental that the the the storage of knowledge collectively gathered over generations remains with the oldest female and the people respect the oldest female in order for survival. That's the answer. So, was almost correct. Thank you very much. Was good. Thank you. There is still one question from the show. Okay, one more. Okay. Why do most family business in Asia struggle survive beyond the third
• 74:00 - 74:30 generation? Um, this is not just a struggle in Asia. It's a struggle around the world. Um, there are many answers to it. I give you the answer from a Swiss perspective. One reason why we have in Switzerland, Germany and Austria family business which are fourth, fifth, sixth, seventh, eighth generation is simple. We do not have inheritance tax. So if the wealth goes from one
• 74:30 - 75:00 generation to the next generation, the ownership, we do not have to pay tax on that. In France, in United States for example, you have to pay tax on that. So if you give in France the wealth you in you work through to the next generation the next generation has to pay 30% tax on it. In order you don't want to do that you bring it to the stock market you have your stocks and you can give the stocks from one generation to the
• 75:00 - 75:30 next. That's one reason but there's also a biological explanation about it. The first generation normally is the founder. Everything is decided at one person. The second generation sees the tough time of the founder and they want of course to have a different life for their kids than what they have experienced in their found foundation period. Therefore they try to treat their kids and the education in a different way. And the third generation
• 75:30 - 76:00 normally grows up with a lot of wealth and they don't have to fight so much for everything. And that's the reason why after the third generation a lot of family businesses uh go away if they are not well educated and if they don't want to compete. How to overcome that is you put a governance structure inside the company and at a certain period of time you let outsiders run the company managed by outsiders like myself for example but you still
• 76:00 - 76:30 maintain the ownership and you focus on selecting the right people and all what I do is I select the right people that's where my primary focus in is I try to find the right people for my company that's all what I focusing So that's the answer to the question. Thank you very much for the question. Once again we give big applause to Mr. Matias Alendor who already gave a very inspiring talk. Thank you. And the time
• 76:30 - 77:00 I would like to return to MC. Thank you very much. [Music] We kindly ask Mr. Alendor to remain on stage. Now we would like to invite Dr. Andreanto Ri Kusara, vice director for communication, partnerships, alumni relation and administration of institute technology band to present a token of appreciation to Mr. Matias
• 77:00 - 77:30 Alendorf. Next, Mr. Alendorf will present a token of appreciation to Dr. And
• 77:30 - 78:00 [Applause] recre. We would like to invite the lecturers from ETB and the delegates from Andres and Houser group to kindly
• 78:00 - 78:30 come forward took a group photo. Ladies and gentlemen, the studio has come to an end. Thank you for your attention and participation. Have a great day.