The COVID-19 crisis hit the Indonesian transport sector hard. Before Bahamas Email List the pandemic president director of PT Blue Bird Tab Noni Purnima and her team were riding a wave of success kicking off 2020 with plans to introduce an additional fleet of zero emissions taxis. By March of that year revenue was down 70 percent and the company’s ambitions. The catalyst for electric vehicle adoption in Indonesia quickly put on hold. Since its inception in 1965 by Purnima’s late grandmother Blue Bird. Which besides its taxi business has holdings in containers heavy equipment and logistics has been a market leader and innovator. The company built on a belief in the responsibility. It had to its employees and to the many thousands more who used and required its services every day. Purnima relied on her grandmother’s teaching to ensure that Blue Bird would not only survive but grow stronger
Before my grandmother of mobility
Focusing on this core mission and with a renewed sense of optimism trust and hope Purnima has focused gulf email list on making Blue Bird lean and agile. In a video interview with strategy business she explained how an ambidextrous style of leadership. One that enabled her and her team to both implement and explore sustained her company. Before my grandmother passed away she told me that our responsibility as third generation company leaders. Is not just to the shareholders or family members our responsibility is to the 200,000 people whose lives rely on our company. That’s the main reason we need to keep this company sustainable. it’s what drives me every day. As a leader I think it’s very important to always have a purpose and for me what’s important is the purpose beyond numbers.
we gathered the team together future of mobility
That’s what helped me face difficult challenges, including the latest pandemic. In the 48-year history of Blue Bird, I don’t think we’ve ever hit so badly. If we focused only on the numbers, I would be incredibly frustrated; our revenue was down by 70 percent in March and April [of 2020], so you can imagine the impact on up. But guided by our purpose, we gathered the team together and made a pact that we would survive this for everyone. I had a new title given to me by my HR director. He said, “You are changing into an ambidextrous leader” someone who is strategic but can also manage implementation. As leaders we should do both: prioritize and manage the crisis while at the same time preparing ourselves for the future.