Sunday, June 22, 2008
My blog@wordpress.com
Please feel free to visit my blog@word press.com about "Fund" and its related aspects. just visit: ifund.wordpress.com silahkan klik link tersebut untuk berbagi pengetahuan kita di dalam pelaksanaan dan pemahaman "Pengelolaan dan Pendirian dana investasi atau modal yang bersifat "moneter".
Tuesday, June 17, 2008
Inspire@redlandmerchantcap.com
Please visit our Corporate Website Support for Free Movement of Free Software License at inspire.redlandmerchantcap.com
Wednesday, June 4, 2008
Friday, May 9, 2008
Merchant Banker 2.0
Web Merchant Bank er 2.0
From merchant banker to Web Merchant Banker 2.0 and a life of meditation – that was the path taken by David after his first European deal when he was only 18 years old. With his first "Investment Fund", Millennium Development Investment Fund. From there, "there's a different between knowing the path and walking the path"(Morphius, The Matrix
). And a belief that "On ne choisi pas d'etre banquier mais on devient banquier" (cite from Mr. Michel Pebereau, former BNP Paribas CEO) Along the way he embraced Information Technology as a tool to act and facilitate his banking knowledge. (to be continued...)Tuesday, May 6, 2008
How to come back
How to come back
Our interviews with some 300 derailed CEOs and other professionals, as well as our scholarly leadership research, consulting assignments, and personal experiences, have brought to light five key steps for rebounding from career disaster. Anyone trying to recover from a catastrophic setback can use these steps to match, or even exceed, their past accomplishments:
* Decide how to fight back. Pyrrhic victories will hurt you by calling attention to the accusations leveled against you. But when your reputation is unfairly damaged, you must take quick action.
* Recruits others into battle. Friends and family can provide comfort and perhaps, some perspective in your hour of need. But acquaintances may be more important in landing the next job.
* Recover your heroic status. Deposed leaders are often advised to sign nondisparagement agreements. Don’t do it. Engange instead in a multitiered campaign to clear your reputation and restore your stature.
* Prove your mettle. After suffering career disaster, you will probably have doubts about your ability to get back to the top. You must overcome that insecurity and in the process find the courage to prove to others – and yourself- that you have not lost your magic touch.
* Rediscover your heroic mission. It is the single minded pursuit of a lasting legacy that sets great leaders apart. To recover from a disastrous setback, find a new heroic mission that renews your passion and creates new meaning in your life.
Firing Back: How great Leaders Rebound after career disasters.
Firing Back: How great Leaders Rebound after career disasters.
Stunning recovery is possible from even the most catastrophic of setbacks. Michael Milken, Martha Stewart, Home Depot’s Bernie Marcus, Bank One’s Jamie Dimon, and others came back from the depths by following the path of the universal hero.
The leader’s fall from “who’s who”to”who’s that?”is full of stigma and shame. But the story doesn’t have to end there. By Jeffrey A. Sonnenfeld and Andrew J. Ward. Excerpt taken from Harvard Business Review South Asia, Special Issue January 2007.
Getting beyond rage and denial
One of the most important steps on the route to recovery is to confront and acknowledge failure. This can be as simple as understanding the Machiavellian politics of others. So as you set about rebuilding your career, make sure you:
- Remember that failure is a beginning, not an end. Comeback is always possible.
- Look to the future. Preemptive actions are often more effective than reactive ones – even if they only take the form of standing back and reflecting on what to do next.
- Help people to deal with your failure. Even close friends may avoid you because they don’t know what to say or do. Let them know that you are ready for assistance and what kind of aid would be most useful.
- Know your narrative. Reputation building involves telling and retelling your story to get your account of events out there and to explain your downfail. Be consistent.
Sunday, January 27, 2008
Selamat Jalan, Bapak Pembangunan! (terusan)
Rasa sedih dan duka kurasakan. Sebagai anak bangsa yg hidup di era beliau. Pagi ini, saat aku jalan pagi, kurasakan sedikit perubahan dari alam yg ada! siang harinya, beliau wafat. Innalillalahi Wainnalillahi Rojiuun. Semoga dosa-dosa beliau di maafkan oleh Sang Maha Pencipta. Dan beliau wafat dalam keadaan khusnul Khotimah.
Presiden kedua dari Republik kita yg tercinta ini. Bapak pembangunan. Jendral Besar, Soeharto. Telah wafat hari ini. Meninggalkan warisan kepada bangsa yang tidak ternilai. Dalam pemprosesan pembangunan karakter Nasional beliau berhasil. Dan saya yang hidup di era beliau, sebelum saya ke Eropa untuk ikut dengan orang tua. Saya merasakan kepemimpinan beliau yang handal dan tegas!
Selamat jalan Bapak Pembangunan Indonesia, selamat tinggal Jendral, jasamu kan kukenang selalu hingga akhir hayat. Dan sejarah akan tetap mencatat, semua jasa dan pengabdianmu untuk negeri ini! Merdeka!
Presiden kedua dari Republik kita yg tercinta ini. Bapak pembangunan. Jendral Besar, Soeharto. Telah wafat hari ini. Meninggalkan warisan kepada bangsa yang tidak ternilai. Dalam pemprosesan pembangunan karakter Nasional beliau berhasil. Dan saya yang hidup di era beliau, sebelum saya ke Eropa untuk ikut dengan orang tua. Saya merasakan kepemimpinan beliau yang handal dan tegas!
Selamat jalan Bapak Pembangunan Indonesia, selamat tinggal Jendral, jasamu kan kukenang selalu hingga akhir hayat. Dan sejarah akan tetap mencatat, semua jasa dan pengabdianmu untuk negeri ini! Merdeka!
Selamat Jalan, Bapak Pembangunan!
Semoga cita-cita beliau, kebijaksanaan beliau, selalu mengiri langkah-langkah bangsa kita, bagai bunga-bunga yang berkembang di sepanjang jalan kemerdekaan Republik Indonesia.
Semoga, dosa-dosa beliau di maafkan dan untuk keluarga yang di tinggalkan di berikan kesabaran, rahmat dan hidayah, karunia dari Sang Maha Pencipta.
Selamat tinggal bapak pembangunan, jasamu kan kukenang selalu.
Tuesday, January 22, 2008
"Perseverance"
" Jika anda telah berhasil membangun kastil di udara, karya anda tidak perlu di bongkar kembali; karena di situlah tempatnya. Sekarang bangunlah fondasi di bawahnya." (Henry David Thoreau, walden).
Sunday, November 4, 2007
How Our Organization Recognizes " Six Partnering Attributes "
Six Partnering Attributes that we hold!
Our Six Partnering Attributes are a behavior-based system that results in an environment conducive to building trust and creating mutual beneficial relationships. One must be fluid in all six attributes in order to reap the benefits of trusting business relationships, since the six attributes build on and reinforce each other.
The Six Partnering Attributes make up your Partnering Intelligence and are the foundation of building a partnering atmosphere, or Partnering Culture, within an organization. The six attributes include:
* Self-Disclosure and Feedback
* Win/Win Orientation
* Ability to Trust
* Future Orientation
* Comfort with Change
* Comfort with Interdependence
How well do you disclose information to each other?
Can you give important feedback comfortably?
Are conversations open and direct in your business?
Do you feel like people withhold information?
Do you have difficulty telling someone something?
Do people point fingers rather than communicate?
Self-Disclosure and Feedback
Communication is the life-blood of any organization. Communication is critical to healthy relationships, and how we communicate is just as important as what we say.
The ability to disclose relevant information, share personal and business experiences, and provide honest, direct and timely feedback is critical to closing the communication loop.
Self-disclosure and feedback are foundation skills that not only energize organizational life but build trust in the process.
Is your organization creating losers?
Is conflict simmering just under the surface of your business?
How do you deal with office bullies?
Are you losing the input of your talent because of disagreements?
Do disagreements prevent your organization from moving forward?
Are people in your workplace angry?
Win/Win Orientation
Getting to the win builds trust and frees-up communication. We are all hardwired to react to disagreements based on both our DNA and our early conditioning. This stimulus is predicated on the fact that we want to protect ourselves from threats. As with all living beings, our instinctual options are fight or flight.
However, we can move away from our inherent style to one based on reason, needs, and communication through the use of the Negotiator style. To do this successfully, we must recognize our own inherent style and during times of emotional duress move to the learned style. Only then can we build trust with others and not create losers in the process.
Do your managers trust your employees?
Do your employees trust your managers?
Do your partners trust you?
Do you trust your partners?
Ability to Trust
Trust is the foundation of all relationships. Without trust, there is no communication. Without trust there is no win/win. Trust is the basis for all healthy and productive relationships. It is also the key to enabling others and yourself to use the Six Partnering Attributes effectively.
Without trust, you cannot have creativity, innovation or risk-taking; and employee loyalty goes right out the door, resulting in higher retention cost and poor morale. Trust is the only partnering attribute that is both an input into the relationship as well as an outcome of its use.
"We've tried that before and it didn't work."
"Don't give the project to him. He's always late."
"We can't do that. They don't know the system limitations."
"I don't trust her to represent my point of view."
Future Orientation
Do you ever hear these kinds of comments in your workplace? If so, perhaps your organization is infected with a past orientation. Leaders, employees, and organizations that continue to look to the past to make future decisions will find themselves mired in the past.
Whether we are talking about business processes, systems, or each other, past orientation tends to demoralize people and can create a negative pall over an entire organization. This is especially true when leadership, managers, or supervisors embrace a past orientation.
Looking to the future, establishing needs, and then holding each other accountable for the negotiated results are the hallmarks of a future-oriented organization. How well does your business do?
Read our article about Future Orientation versus past orientation occurring in one of the world's leading companies.
"I am just burned out on all this change!"
"Why are they changing it again? It works just fine."
"Every time they change something, it gets worse!"
"I don't want to change. I like it just the way it is."
"They change just for the sake of changing."
Comfort with Change
What is your change style? Are you a resistor, adaptor or an initiator? Do you personally embrace change and the opportunities it brings, or do you resist change?
Change is constant and will not go away. If anything, it will only accelerate over time. Initiating too much change is as deadly to a business as resisting change. What's the right balance?
Understanding your change style, your change resistors and having strategies in place to manage change is a key to building trust with others and getting new and innovative opportunities to the workplace.
Are your team meetings non-productive?
Do you feel like you're spinning your wheels and not getting anywhere?
Do your people seem more concerned about protecting themselves than helping others?
Do some people just go away and lock themselves in their offices, shunning others?
Comfort with Interdependence
Finding the balance between teamwork and individual contribution can be difficult, especially in today's complex organizational life where no one person, department, or organization has all the solutions.
Do your employees feel a duty to help each other's success?
Internal partners, people who work together within an organization, form the most important partnerships a business can have. Getting them to not only work together well but to have a duty to help each other's success is a rare event in businesses around the world.
Comfort with interdependence helps conceptualize how we can be independent enough to contribute our own talents to the team and dependent enough to trust others to do their part in the process. It's a tough balance but, when it occurs, the magic of synergy happens.
Our Six Partnering Attributes are a behavior-based system that results in an environment conducive to building trust and creating mutual beneficial relationships. One must be fluid in all six attributes in order to reap the benefits of trusting business relationships, since the six attributes build on and reinforce each other.
The Six Partnering Attributes make up your Partnering Intelligence and are the foundation of building a partnering atmosphere, or Partnering Culture, within an organization. The six attributes include:
* Self-Disclosure and Feedback
* Win/Win Orientation
* Ability to Trust
* Future Orientation
* Comfort with Change
* Comfort with Interdependence
How well do you disclose information to each other?
Can you give important feedback comfortably?
Are conversations open and direct in your business?
Do you feel like people withhold information?
Do you have difficulty telling someone something?
Do people point fingers rather than communicate?
Self-Disclosure and Feedback
Communication is the life-blood of any organization. Communication is critical to healthy relationships, and how we communicate is just as important as what we say.
The ability to disclose relevant information, share personal and business experiences, and provide honest, direct and timely feedback is critical to closing the communication loop.
Self-disclosure and feedback are foundation skills that not only energize organizational life but build trust in the process.
Is your organization creating losers?
Is conflict simmering just under the surface of your business?
How do you deal with office bullies?
Are you losing the input of your talent because of disagreements?
Do disagreements prevent your organization from moving forward?
Are people in your workplace angry?
Win/Win Orientation
Getting to the win builds trust and frees-up communication. We are all hardwired to react to disagreements based on both our DNA and our early conditioning. This stimulus is predicated on the fact that we want to protect ourselves from threats. As with all living beings, our instinctual options are fight or flight.
However, we can move away from our inherent style to one based on reason, needs, and communication through the use of the Negotiator style. To do this successfully, we must recognize our own inherent style and during times of emotional duress move to the learned style. Only then can we build trust with others and not create losers in the process.
Do your managers trust your employees?
Do your employees trust your managers?
Do your partners trust you?
Do you trust your partners?
Ability to Trust
Trust is the foundation of all relationships. Without trust, there is no communication. Without trust there is no win/win. Trust is the basis for all healthy and productive relationships. It is also the key to enabling others and yourself to use the Six Partnering Attributes effectively.
Without trust, you cannot have creativity, innovation or risk-taking; and employee loyalty goes right out the door, resulting in higher retention cost and poor morale. Trust is the only partnering attribute that is both an input into the relationship as well as an outcome of its use.
"We've tried that before and it didn't work."
"Don't give the project to him. He's always late."
"We can't do that. They don't know the system limitations."
"I don't trust her to represent my point of view."
Future Orientation
Do you ever hear these kinds of comments in your workplace? If so, perhaps your organization is infected with a past orientation. Leaders, employees, and organizations that continue to look to the past to make future decisions will find themselves mired in the past.
Whether we are talking about business processes, systems, or each other, past orientation tends to demoralize people and can create a negative pall over an entire organization. This is especially true when leadership, managers, or supervisors embrace a past orientation.
Looking to the future, establishing needs, and then holding each other accountable for the negotiated results are the hallmarks of a future-oriented organization. How well does your business do?
Read our article about Future Orientation versus past orientation occurring in one of the world's leading companies.
"I am just burned out on all this change!"
"Why are they changing it again? It works just fine."
"Every time they change something, it gets worse!"
"I don't want to change. I like it just the way it is."
"They change just for the sake of changing."
Comfort with Change
What is your change style? Are you a resistor, adaptor or an initiator? Do you personally embrace change and the opportunities it brings, or do you resist change?
Change is constant and will not go away. If anything, it will only accelerate over time. Initiating too much change is as deadly to a business as resisting change. What's the right balance?
Understanding your change style, your change resistors and having strategies in place to manage change is a key to building trust with others and getting new and innovative opportunities to the workplace.
Are your team meetings non-productive?
Do you feel like you're spinning your wheels and not getting anywhere?
Do your people seem more concerned about protecting themselves than helping others?
Do some people just go away and lock themselves in their offices, shunning others?
Comfort with Interdependence
Finding the balance between teamwork and individual contribution can be difficult, especially in today's complex organizational life where no one person, department, or organization has all the solutions.
Do your employees feel a duty to help each other's success?
Internal partners, people who work together within an organization, form the most important partnerships a business can have. Getting them to not only work together well but to have a duty to help each other's success is a rare event in businesses around the world.
Comfort with interdependence helps conceptualize how we can be independent enough to contribute our own talents to the team and dependent enough to trust others to do their part in the process. It's a tough balance but, when it occurs, the magic of synergy happens.
"Le future simple"
The Second Time Around
By Kathleen Goolsby
“Love is lovelier the second time around . . .” or so claims the lyrics in the Sammy Cahn song, “The Second Time Around,” recorded by Frank Sinatra and dozens of others. In reality, this sentiment often proves untrue when it comes to partnering relationships. I have studied hundreds of outsourcing relationships for their keys to success and their root causes of failure. Simply put, in a failed relationship, the parties did not establish up front a partnering mind-set and behaviors before they began working together.
Failure then starts to evidence itself in relationship characteristics such as the service provider’s inflexibility in working with the client’s changing business needs; the client feeling the provider nickels-and-dimes the client at nearly every step; and neither party trusting each other to do what they promised, or to communicate openly and honestly, or to be committed to each other’s success. Not limited to just outsourcing business models, these characteristics also show up in other types of failing partnering relationships.
A new partnering relationship that follows on the heels of a prior failed relationship is often more challenging than the one just ended. That’s because, when things go wrong in a relationship, it’s natural to blame the partner for the problems and not look at ourselves as part of the underlying cause. This mistaken perspective leads to a decision to establish the new relationship in a framework of constraints designed to prevent the new partner from possibly repeating behaviors that occurred in the first relationship. In doing so, we make the first mistakes in the new relationship: we make decisions from a past orientation and we don’t establish a foundation of trust with the new partner. Hence, we eliminate two of the Six Partnering Attributes, which are essential building blocks for success; so we set up the new partnering relationship for failure.
Sure, we are to learn from our errors in life and do better the second time around. But in a partnering relationship, the second effort cannot be filled with constraints based on the unsatisfactory performance of a past relationship. This strategy simply “overmedicates” the symptoms (the other party’s behaviors) of a prior failed relationship, does nothing to prevent the underlying problem from occurring again, and sets the stage for failure in a slightly different flavor from the prior relationship.
Obviously, organizations want the second relationship to succeed, but they seldom understand what this success requires. First of all, it requires trust, not chains of constraint. It is also important to talk about trust up front, before the seeds of failure have already germinated.
Here are four Partnering Intelligence guidelines for steps to take up front that will put the organizations in a position to walk together on a path to success:
1. Talk about trust. Both parties need to come to a mutual understanding or definition of trust. They need to discuss exactly what trust means to them and how it will be demonstrated in each other’s behavior.
2. Talk about the prior failure. The party that just experienced a failed relationship should not hide that fact from the new partner. The best practice is to inform the new partner that it just exited a bad relationship. Together they should discuss the things that caused the prior failure and mutually establish some mechanisms to ensure those things do not happen in the new relationship.
3. Ensure the partnership framework includes a mechanism for effective self-disclosure and feedback. Both of these behaviors build open, honest communication, which is a hallmark of effective partnerships and essential to success. It also helps in building trust.
4. Establish mechanisms for enforcing trust. The new partners need to talk about and negotiate into their relationship management structure one or more mechanisms that will facilitate and enforce their agreement to demonstrate trusting behaviors and to discuss them again, as needed.
Summing up these guidelines, the parties must be willing to engage in trusting behaviors up front and enforce them on an ongoing basis. It’s in their best interests to do so. Trust is crucial to building a mutually beneficial relationship that will remain strong enough to operate flexibly and collaboratively through challenges and opportunities that arise. Both parties must also be willing to talk about trust at the point in time when their behaviors fail to demonstrate trust, ensuring the discussion ends in a win-win manner with a re-alignment of their interests and a renewal of their commitment to mutual success.
By Kathleen Goolsby
“Love is lovelier the second time around . . .” or so claims the lyrics in the Sammy Cahn song, “The Second Time Around,” recorded by Frank Sinatra and dozens of others. In reality, this sentiment often proves untrue when it comes to partnering relationships. I have studied hundreds of outsourcing relationships for their keys to success and their root causes of failure. Simply put, in a failed relationship, the parties did not establish up front a partnering mind-set and behaviors before they began working together.
Failure then starts to evidence itself in relationship characteristics such as the service provider’s inflexibility in working with the client’s changing business needs; the client feeling the provider nickels-and-dimes the client at nearly every step; and neither party trusting each other to do what they promised, or to communicate openly and honestly, or to be committed to each other’s success. Not limited to just outsourcing business models, these characteristics also show up in other types of failing partnering relationships.
A new partnering relationship that follows on the heels of a prior failed relationship is often more challenging than the one just ended. That’s because, when things go wrong in a relationship, it’s natural to blame the partner for the problems and not look at ourselves as part of the underlying cause. This mistaken perspective leads to a decision to establish the new relationship in a framework of constraints designed to prevent the new partner from possibly repeating behaviors that occurred in the first relationship. In doing so, we make the first mistakes in the new relationship: we make decisions from a past orientation and we don’t establish a foundation of trust with the new partner. Hence, we eliminate two of the Six Partnering Attributes, which are essential building blocks for success; so we set up the new partnering relationship for failure.
Sure, we are to learn from our errors in life and do better the second time around. But in a partnering relationship, the second effort cannot be filled with constraints based on the unsatisfactory performance of a past relationship. This strategy simply “overmedicates” the symptoms (the other party’s behaviors) of a prior failed relationship, does nothing to prevent the underlying problem from occurring again, and sets the stage for failure in a slightly different flavor from the prior relationship.
Obviously, organizations want the second relationship to succeed, but they seldom understand what this success requires. First of all, it requires trust, not chains of constraint. It is also important to talk about trust up front, before the seeds of failure have already germinated.
Here are four Partnering Intelligence guidelines for steps to take up front that will put the organizations in a position to walk together on a path to success:
1. Talk about trust. Both parties need to come to a mutual understanding or definition of trust. They need to discuss exactly what trust means to them and how it will be demonstrated in each other’s behavior.
2. Talk about the prior failure. The party that just experienced a failed relationship should not hide that fact from the new partner. The best practice is to inform the new partner that it just exited a bad relationship. Together they should discuss the things that caused the prior failure and mutually establish some mechanisms to ensure those things do not happen in the new relationship.
3. Ensure the partnership framework includes a mechanism for effective self-disclosure and feedback. Both of these behaviors build open, honest communication, which is a hallmark of effective partnerships and essential to success. It also helps in building trust.
4. Establish mechanisms for enforcing trust. The new partners need to talk about and negotiate into their relationship management structure one or more mechanisms that will facilitate and enforce their agreement to demonstrate trusting behaviors and to discuss them again, as needed.
Summing up these guidelines, the parties must be willing to engage in trusting behaviors up front and enforce them on an ongoing basis. It’s in their best interests to do so. Trust is crucial to building a mutually beneficial relationship that will remain strong enough to operate flexibly and collaboratively through challenges and opportunities that arise. Both parties must also be willing to talk about trust at the point in time when their behaviors fail to demonstrate trust, ensuring the discussion ends in a win-win manner with a re-alignment of their interests and a renewal of their commitment to mutual success.
Tuesday, August 14, 2007
Setdco Fund - Redland Merchant Capital Corporation
Setdco Fund - Redland Merchant Capital Corporation, GP-LP Reporting and Office Management Website : http://setdcofund.webexone.com/ powered by Redland Merchant Capital Corporation
Sunday, August 5, 2007
Redland Bangun Virtual Network
Redland Bangun Virtual NetworkRedland dengan Redland Merchant Capital Corp. nya (RMCC) adalah perusahaan yang memiliki visi dan misi agung sebagai lembaga keuangan professional yang menyediakan jasa one stop shopping financial solutions. RMCC akan membantu dunia usaha dalam memperoleh akses pendanaan secara professional dan akuntabel untuk kepentingan bisnisnya.
Dalam upaya mencapai visi dan misi tersebut di atas RMCC memanfaatkan kemajuan teknologi informasi yang kini berkembang pesat. Dengan memanfaatkan system teknologi informasi, RMCC akan menciptakan aktifitas atau kegiatan bisnis secara virtual dengan membentuk sebuah jaringan yang terintegrasi.
Pemanfaatan teknologi informasi ini sangat strategis karena akan mendukung distribusi informasi bisnis secara cepat dan akurat sehingga mempermudah dan mempercepat dalam pengambilan keputusan bisnis yang diperlukan. Dengan begitu bisa dipastikan, pemakaian teknologi informasi juga meningkatkan dan menciptakan efisiensi bisnis. Bisa dipastikan, ke depan, semua kegiatan bisnis memiliki ketergantungan yang tinggi terhadap teknologi informasi.
Di sinilah jasa besar John Perry Barlow (1996) ketika mendeklarasikan sebuah revolusi baru melalui pemakaian the world wide web (www) dalam dunia teknologi informasi. Ia telah merubah dunia. Ia telah membuat dunia menjadi kecil. Informasi yang ada di belahan dunia lain bisa dengan mudah dan cepat diketahui dari belahan bumi lainnya. Kemudahan dan kecepatan seperti inilah yang ingin diciptakan oleh RMCC dalam merealisir visi dan misi perusahaan.
Dalam upaya mencapai visi dan misi tersebut di atas RMCC memanfaatkan kemajuan teknologi informasi yang kini berkembang pesat. Dengan memanfaatkan system teknologi informasi, RMCC akan menciptakan aktifitas atau kegiatan bisnis secara virtual dengan membentuk sebuah jaringan yang terintegrasi.
Pemanfaatan teknologi informasi ini sangat strategis karena akan mendukung distribusi informasi bisnis secara cepat dan akurat sehingga mempermudah dan mempercepat dalam pengambilan keputusan bisnis yang diperlukan. Dengan begitu bisa dipastikan, pemakaian teknologi informasi juga meningkatkan dan menciptakan efisiensi bisnis. Bisa dipastikan, ke depan, semua kegiatan bisnis memiliki ketergantungan yang tinggi terhadap teknologi informasi.
Di sinilah jasa besar John Perry Barlow (1996) ketika mendeklarasikan sebuah revolusi baru melalui pemakaian the world wide web (www) dalam dunia teknologi informasi. Ia telah merubah dunia. Ia telah membuat dunia menjadi kecil. Informasi yang ada di belahan dunia lain bisa dengan mudah dan cepat diketahui dari belahan bumi lainnya. Kemudahan dan kecepatan seperti inilah yang ingin diciptakan oleh RMCC dalam merealisir visi dan misi perusahaan.
Sunday, July 22, 2007
"On ne chosit pas d'etre Banquier On devient Banquier" Michel Pébereau (23 janvier 1942- ) Former BNP Paribas CEO.
Kalau mau tahu ceritanya, kenapa kok, aku ini jadi bankir atau investment banker atau juga Fund Manager. Wah ceritanya, udah dari dulu. Awalnya dari Kakek ayah aku, yang bernama Nico Bernhard Paul Graafland yg memulai karir beliau sebagai bankir di Nederlandsche Handel-Maatscappij Factorij -Batavia yang kemudian di gabung di Algemijn bank van Nerderland dan bergabung lagi dengan beberapa bank di negeri Belanda yang kemudian menjadi ABN AMRO sekarang. Dan kemudian ayahku co-founder bank di tahun 1960-an yang tidak sampai lama, yaitu Bank Mualim di Jawa tengah, Indonesia.
Yah...sekarang, Redland Merchant Capital Corporation is more a merchant bankers then anything else. We do Merger and Acquisition, as well as Private Equity Type transaction such as Venture Capital and even Hedge Fund.
Yap, everything is more a natural emerging process.
"The Early Beginning" : David at Boulevard du Souverain 7, at First "Redland" Office in Brussels in 1996.
David act as the Fund manager of Redland's first Private Investment Fund: "Millennium Development Investment Fund" was established to deal with the development of properties project in Jakarta Kemayoran, International Trade City Development Program, just before the Asian Financial Crisis, initiated to Fund the erection of "European House" a building linked to several prominent European based multinational companies.
Due to the Asian Financial turmoil, the fund then deviate to finance an internet based technology ventures and was actived in the Euro.NM then become Nasdaq Europe before the dotcom crash!
Due to the Asian Financial turmoil, the fund then deviate to finance an internet based technology ventures and was actived in the Euro.NM then become Nasdaq Europe before the dotcom crash!
"Batara Yudha from Bagawaskita" dan "The Art of War of Sun Tzu"
Dua cerita dan dua ilmu, yang mengutarakan kebijaksanaan dalam perang dan kehidupan yang (harus) berprikemanusian.
Sebelum, saya membahas dan di izinkan menguraikan ke dua pujangga di atas. Saya ingin mengutarakan beberapa "feelings" tentant perang!
Perang = La guerre! di bahasa perancisnya, dengan beberapa peribahasa yg pernah saya pelajari seperti;
* A la guerre comme a la guerre! (peribahasa lebih Belgisist daripada Perancis, perlu di ketahui, di Belgi, kita berbicara Perancis juga, dengan derivatifnya bahasa "Wallon"). Kalimat ini lebih menyentuh akar peribahasa dari daerah Brussels dengan bahasa dialeknya Brussellaar.
* Les hommes ne peuvent pas vivre sans la guerre! (artinya: Kita tidak bisa hidup tanpa perang!???)
Ada peribahasa latinnya juga tentant perang yg selalu saya ingat: "Si vis pacem parabellum" kalau kita mau kedamaian, kita harus siap2 perang!...again another.....
Sebelum, saya membahas dan di izinkan menguraikan ke dua pujangga di atas. Saya ingin mengutarakan beberapa "feelings" tentant perang!
Perang = La guerre! di bahasa perancisnya, dengan beberapa peribahasa yg pernah saya pelajari seperti;
* A la guerre comme a la guerre! (peribahasa lebih Belgisist daripada Perancis, perlu di ketahui, di Belgi, kita berbicara Perancis juga, dengan derivatifnya bahasa "Wallon"). Kalimat ini lebih menyentuh akar peribahasa dari daerah Brussels dengan bahasa dialeknya Brussellaar.
* Les hommes ne peuvent pas vivre sans la guerre! (artinya: Kita tidak bisa hidup tanpa perang!???)
Ada peribahasa latinnya juga tentant perang yg selalu saya ingat: "Si vis pacem parabellum" kalau kita mau kedamaian, kita harus siap2 perang!...again another.....
"Redland Private Equity Dictionary"
Private Equity Industry Dictionary
You can use this listing to help you understand some of the words and phrases you'll encounter while reviewing our Alternative Investment Management Program information.
You can browse through the entire listing
A
Active Commitments - An investment that has not reached the end of its legal term.
AIM - "Redland" Alternative Investment Management Program.
B
Benchmark - A previously agreed upon point of reference or measure used to evaluate performance.
Buyout Financing - A transaction in which a business, business unit, or company is acquired from the current shareholders (the vendor). Buyout funds are those with a strategy to acquire other businesses; this may also include mezzanine debt funds that may provide (generally subordinated) debt to facilitate financing buyouts, frequently alongside a right to some of the equity upside. Buyout financing is also known as the takeover of a company's assets and operations through the purchase of at least a controlling interest in a company's stock. The transaction usually will include a new business plan and management structure with the intent of improving the company's financial performance. Also known as corporate restructuring.
C
CalPERS - The California Public Employees' Retirement System.
Capital Commitment - A Limited Partner’s obligation to provide a certain amount of capital to a private equity fund for investments.
Capital Deployment - The portion of capital committed to a fund that is drawn down over time as the General Partner selects investments that meet the fund's investment mandate.
Carried Interest - A bonus entitlement accruing to an investment fund’s management company. Carried interest (typically up to 20 percent of the profits) becomes payable once the investors have achieved repayment of their original investment in the fund, plus a defined hurdle rate.
Cash In - The total capital contributed to the fund by CalPERS for the purpose of making investments and paying for the fund’s expenses and management fees.
Cash Out - The total proceeds distributed by the fund to CalPERS, which may include both return of capital and gain distributions.
Co-Investment - Investing directly in an operating company alongside a fund.
Corporate Restructuring - See buyout financing.
D
Direct Investment - Directly investing in an operating company, rather than investing through a partnership or fund vehicle.
Draw-Down - When investors commit themselves to back a private equity fund, all the funding may not be needed at once. Therefore, remaining capital is drawn down at a later date.
Due Diligence - For private equity professionals, due diligence can apply either narrowly to the process of verifying the data presented in a business plan or sales memorandum, or broadly as completing the investigation and analytical process that precedes a commitment to invest. The purpose is to determine the attractiveness, risks, and issues regarding a transaction with a potential investment. Due diligence should enable investment professionals to realize an effective decision process and optimize the deal terms.
E
Expansion Capital - The investment in established companies looking to enter new markets or expand operations.
Exit - Liquidation of holdings by a private equity fund. Among the various methods of exiting an investment are: trade sale; sale by public offering (including IPO), write-offs, repayment of preference shares or loans, sale to another venture capitalist, or sale to a financial institution.
F
Fund - See Limited Partnership.
Fund-of-Funds - A pooled vehicle that invests in a number of other funds or partnerships.
G
General Partner - The managing partner in a private equity management company who has unlimited personal liability for the debts and obligations of the Limited Partnership and the right to participate in its management. The General Partner is the intermediary between investors with capital and businesses seeking capital to grow.
H
No entries at this time.
I
Initial Public Offering (IPO) - The sale or distribution of a company’s shares to the public for the first time. An IPO of the investee company’s shares is one of the ways in which a private equity fund can exit from an investment.
Internal Rate of Return (IRR) - The dollar-weighted internal rate of return, net of management fees and carried interest generated by the CalPERS investment in the fund. This return considers the daily timing of all cash flows and CalPERS cumulative fair stated value, as of the end of the reported period.
Investment Multiple - Calculation performed by adding the remaining (reported) value and the distributions received (cash out) and subsequently dividing that amount by the total capital contributed (cash in).
Investment Philosophy - The stated investment approach or focus of a management team.
J
J-Curve Effect - The curve realized by plotting the returns generated by a private equity fund against time (from inception to termination). The common practice of paying the management fee and start-up costs out of the first draw-down does not produce an equivalent book value. As a result, a private equity fund will initially show a negative return. When the first realizations are made, the fund returns start to rise quite steeply. After about three to five years, the interim IRR will give a reasonable indication of the definitive IRR. This period is generally shorter for buyout funds than for early-stage and expansion funds.
K
No entries at this time.
L
Limited Partner - An investor in a Limited Partnership (i.e., private equity fund).
Limited Partnership - The legal structure used by most venture and private equity funds. The partnership is usually a fixed-life investment vehicle, and consists of a General Partner (the management firm which has unlimited liability) and Limited Partners (the investors, who have limited liability and are not involved with the day-to-day operations). The General Partner receives a management fee and a percentage of the profits. The Limited Partners receive income, capital gains, and tax benefits. The General Partner manages the partnership using policy laid down in a Partnership Agreement. The agreement also covers terms, fees, structures, and other items agreed on between the Limited Partners and the General Partner.
M
Management Fee - This represents management fees currently charged (typically on committed capital).
Marketable - Easily bought or sold.
Mezzanine Debt Financing - The use of subordinated debt together with equity to finance a company just prior to an IPO; invests in the subordinated debt and/or equity of privately owned companies. Investors in subordinated instruments stand behind those with senior instruments - like bonds. To enhance investment returns, the subordinated instrument may have stock conversion features such as rights, warrants, or options.
N
Net IRR - The dollar-weighted internal rate of return, net of management fees and carried interest generated by the CalPERS investment in the fund. This return considers the daily timing of all cash flows and CalPERS cumulative fair stated value, as of the end of the reported period.
O
No entries at this time.
P
Partnership Component - See Limited Partnership.
Private Equity - Private equity provides capital to enterprises not quoted on a stock market. Private equity can be used to develop new products and technologies, to expand working capital, to make acquisitions, or to strengthen a company’s balance sheet. It can also resolve ownership and management issues. A succession in family-owned companies, or the buyout and buy-in of a business by experienced managers, may be achieved using private equity funding.
Public Equity - Shares that trade on public exchanges or "over-the-counter."
Q
No entries at this time.
R
Remaining (Reported) Value - This is the current fair stated value for each of the investments, as reported by the General Partner of the fund.
Realized Proceeds (or Partially Realized Proceeds) - Cash and/or securities received by partner.
S
Subordinated Debt - Debt that is either unsecured or has a lower priority than that of another debt claim on the same asset or property (also called junior debt).
T
Total Exposure - Total exposure is the current reported value of investments plus the remaining amount of unfunded commitments.
You can use this listing to help you understand some of the words and phrases you'll encounter while reviewing our Alternative Investment Management Program information.
You can browse through the entire listing
A
Active Commitments - An investment that has not reached the end of its legal term.
AIM - "Redland" Alternative Investment Management Program.
B
Benchmark - A previously agreed upon point of reference or measure used to evaluate performance.
Buyout Financing - A transaction in which a business, business unit, or company is acquired from the current shareholders (the vendor). Buyout funds are those with a strategy to acquire other businesses; this may also include mezzanine debt funds that may provide (generally subordinated) debt to facilitate financing buyouts, frequently alongside a right to some of the equity upside. Buyout financing is also known as the takeover of a company's assets and operations through the purchase of at least a controlling interest in a company's stock. The transaction usually will include a new business plan and management structure with the intent of improving the company's financial performance. Also known as corporate restructuring.
C
CalPERS - The California Public Employees' Retirement System.
Capital Commitment - A Limited Partner’s obligation to provide a certain amount of capital to a private equity fund for investments.
Capital Deployment - The portion of capital committed to a fund that is drawn down over time as the General Partner selects investments that meet the fund's investment mandate.
Carried Interest - A bonus entitlement accruing to an investment fund’s management company. Carried interest (typically up to 20 percent of the profits) becomes payable once the investors have achieved repayment of their original investment in the fund, plus a defined hurdle rate.
Cash In - The total capital contributed to the fund by CalPERS for the purpose of making investments and paying for the fund’s expenses and management fees.
Cash Out - The total proceeds distributed by the fund to CalPERS, which may include both return of capital and gain distributions.
Co-Investment - Investing directly in an operating company alongside a fund.
Corporate Restructuring - See buyout financing.
D
Direct Investment - Directly investing in an operating company, rather than investing through a partnership or fund vehicle.
Draw-Down - When investors commit themselves to back a private equity fund, all the funding may not be needed at once. Therefore, remaining capital is drawn down at a later date.
Due Diligence - For private equity professionals, due diligence can apply either narrowly to the process of verifying the data presented in a business plan or sales memorandum, or broadly as completing the investigation and analytical process that precedes a commitment to invest. The purpose is to determine the attractiveness, risks, and issues regarding a transaction with a potential investment. Due diligence should enable investment professionals to realize an effective decision process and optimize the deal terms.
E
Expansion Capital - The investment in established companies looking to enter new markets or expand operations.
Exit - Liquidation of holdings by a private equity fund. Among the various methods of exiting an investment are: trade sale; sale by public offering (including IPO), write-offs, repayment of preference shares or loans, sale to another venture capitalist, or sale to a financial institution.
F
Fund - See Limited Partnership.
Fund-of-Funds - A pooled vehicle that invests in a number of other funds or partnerships.
G
General Partner - The managing partner in a private equity management company who has unlimited personal liability for the debts and obligations of the Limited Partnership and the right to participate in its management. The General Partner is the intermediary between investors with capital and businesses seeking capital to grow.
H
No entries at this time.
I
Initial Public Offering (IPO) - The sale or distribution of a company’s shares to the public for the first time. An IPO of the investee company’s shares is one of the ways in which a private equity fund can exit from an investment.
Internal Rate of Return (IRR) - The dollar-weighted internal rate of return, net of management fees and carried interest generated by the CalPERS investment in the fund. This return considers the daily timing of all cash flows and CalPERS cumulative fair stated value, as of the end of the reported period.
Investment Multiple - Calculation performed by adding the remaining (reported) value and the distributions received (cash out) and subsequently dividing that amount by the total capital contributed (cash in).
Investment Philosophy - The stated investment approach or focus of a management team.
J
J-Curve Effect - The curve realized by plotting the returns generated by a private equity fund against time (from inception to termination). The common practice of paying the management fee and start-up costs out of the first draw-down does not produce an equivalent book value. As a result, a private equity fund will initially show a negative return. When the first realizations are made, the fund returns start to rise quite steeply. After about three to five years, the interim IRR will give a reasonable indication of the definitive IRR. This period is generally shorter for buyout funds than for early-stage and expansion funds.
K
No entries at this time.
L
Limited Partner - An investor in a Limited Partnership (i.e., private equity fund).
Limited Partnership - The legal structure used by most venture and private equity funds. The partnership is usually a fixed-life investment vehicle, and consists of a General Partner (the management firm which has unlimited liability) and Limited Partners (the investors, who have limited liability and are not involved with the day-to-day operations). The General Partner receives a management fee and a percentage of the profits. The Limited Partners receive income, capital gains, and tax benefits. The General Partner manages the partnership using policy laid down in a Partnership Agreement. The agreement also covers terms, fees, structures, and other items agreed on between the Limited Partners and the General Partner.
M
Management Fee - This represents management fees currently charged (typically on committed capital).
Marketable - Easily bought or sold.
Mezzanine Debt Financing - The use of subordinated debt together with equity to finance a company just prior to an IPO; invests in the subordinated debt and/or equity of privately owned companies. Investors in subordinated instruments stand behind those with senior instruments - like bonds. To enhance investment returns, the subordinated instrument may have stock conversion features such as rights, warrants, or options.
N
Net IRR - The dollar-weighted internal rate of return, net of management fees and carried interest generated by the CalPERS investment in the fund. This return considers the daily timing of all cash flows and CalPERS cumulative fair stated value, as of the end of the reported period.
O
No entries at this time.
P
Partnership Component - See Limited Partnership.
Private Equity - Private equity provides capital to enterprises not quoted on a stock market. Private equity can be used to develop new products and technologies, to expand working capital, to make acquisitions, or to strengthen a company’s balance sheet. It can also resolve ownership and management issues. A succession in family-owned companies, or the buyout and buy-in of a business by experienced managers, may be achieved using private equity funding.
Public Equity - Shares that trade on public exchanges or "over-the-counter."
Q
No entries at this time.
R
Remaining (Reported) Value - This is the current fair stated value for each of the investments, as reported by the General Partner of the fund.
Realized Proceeds (or Partially Realized Proceeds) - Cash and/or securities received by partner.
S
Subordinated Debt - Debt that is either unsecured or has a lower priority than that of another debt claim on the same asset or property (also called junior debt).
T
Total Exposure - Total exposure is the current reported value of investments plus the remaining amount of unfunded commitments.
U
No entries at this time.
V
Venture Capital - Venture capital is, strictly speaking, a subset of private equity and refers to equity investments made for the launch, early development, or expansion of a business. Investments in either early-stage companies, when the capital is used for product development, or later-stage, when companies are generating revenue and expect to become profitable in the near future.
Vintage Year - The year of fund formation and first draw-down of capital.
W
Wilshire 2500 Ex-Tobacco + 500 bps - The CalPERS custom fund performance benchmark.
Write-Down - A reduction in the value of an investment.
X
No entries at this time.
Y
No entries at this time.
Z
No entries at this time.
No entries at this time.
V
Venture Capital - Venture capital is, strictly speaking, a subset of private equity and refers to equity investments made for the launch, early development, or expansion of a business. Investments in either early-stage companies, when the capital is used for product development, or later-stage, when companies are generating revenue and expect to become profitable in the near future.
Vintage Year - The year of fund formation and first draw-down of capital.
W
Wilshire 2500 Ex-Tobacco + 500 bps - The CalPERS custom fund performance benchmark.
Write-Down - A reduction in the value of an investment.
X
No entries at this time.
Y
No entries at this time.
Z
No entries at this time.
Redland: "US-based Private Equity Funds" by David Darmawan, Vice-President & Chief Operating Officer
In forming a US-based private equity fund, Redland Merchant Capital Corporation must address different issues: sucs as Tax and other structuring issues at four levels: the investors level, the fund level, the portfolio investment level and the fund manager level. Redland structured itself addresses the investors tax issues that a fund sponsor will typically face when determining what type of entity the fund will be and in which jurisdiction it will be formed.
At Redland Merchant Capital Corporation, we have prepared different scenarios in the investors level issues, Tax Objectives of most US investors, Tax Objectives of Most Non-US Investors, Specific Tax Objectives of Certain Non-US Investors, Basic US Tax Regime Applicable to Non-US Investors, Specific Tax Objectives of certain US Investors.
We are studying the best entity and the best Jurisdiction for a specific scenario at our best knowledge. We do cover all factors affecting the choice of jurisdiction and its parallel Investment Structure. Its alternative Jurisdiction and Co-Investment Entities.
Saturday, July 14, 2007
"The Choosen One", "L'elu"
Mr. Rafi Sugiri, Mr. Robert Nicholas Fenton, Mr. Durry Abdurachman, Mr. David Darmawan and Mr. Pamudji Kartohadiprodjo (From Left to Right)
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