Selling integrated solutions rather than isolated products is all the more important in an emerging market like Indonesia, where some medical practitioners may not grasp how Philips products can help them to overcome their problems.
As a result, education is a major part of Philips Indonesia’s business development strategy. In addition to running roughly 20 educational events every year to teach physicians in rural areas of Indonesia how to simplify their clinical workflow and use Philips products, Philips Indonesia has equipped one of the country’s largest hospitals with an integrated health solution.
There were two reasons for doing this, explains Cecilia. The first was to demonstrate to clinicians and other hospitals how Philips solutions could really add value to the country’s healthcare services. But the second, and perhaps more important reason, was because the company knew that it could make a meaningful difference by doing so – and so, it did.
“A shortage of medical practitioners and a high mortality rate in Indonesia mean that these activities are crucial to improving the country’s healthcare in the long run, which is one of Philips Indonesia’s main concerns,” says Cecilia. “Philips is not solely focused on its return on investment; it wants to have a positive effect on society.”
But while Cecilia’s job is ultimately about increasing her division’s net worth, her responsibilities extend far beyond sales and business development. Just as Philips is a people-driven company, much of Cecilia’s work boils down to bringing out the best in her team, a group whose ranks will swell to ten people by the end of the year.
According to Cecilia, working at Philips has taught her that there’s no room for big egos in the world of leadership – that being a good manager rests on recognizing and building up the talents of those around you, rather than putting yourself on a pedestal.
“You can’t think, ‘hey, I'm the leader, I don't need to ask anyone about anything, I'm the decision-maker'. Instead, I tell myself that we can all learn from each other,” she says. “That way, everyone will think, 'hey, I can do it by myself, but, if I do it with my team, then the results will be much better.”
It’s no coincidence that Cecilia’s leadership style is based on empowering those around her. Trust is a core foundation of Philips Indonesia’s workplace. By having trust in one another’s abilities, employees at Philips create an atmosphere that makes their co-workers feel safe and valued, encouraging them to be bold and try out new ideas.
According to Cecilia, the goodwill is infectious.