GLICO

One key insight from my organizational experience—regardless of where you are: It is always better to manage risk than to manage a crisis. Risk management is about anticipating the future—proactively identifying and mitigating potential issues before they turn into deviations, and certainly before they escalate into a crisis. However, if a crisis does occur—often beyond our control—the most critical principle is this: “Do the Right Thing First.” This must remain our compass, even under intense pressure and uncertainty. Leadership and organizational culture are not tested in calm conditions. They are tested at the frontline—when navigating storms, not when the ship is safely docked. Recently, many organizations in Indonesia—particularly those reliant on sugar and plastic packaging—have been tested by crisis conditions driven by external factors such as government policies and geopolitical dynamics. Concepts like predictive supply chain and predictive quality often feel logical in stable environments. Yet in times of crisis, organizations are forced into pragmatic, tactical, and survival modes. True leaders, however, remain clear-headed—seeing not only the risks but also the opportunities—while staying grounded in doing what is right. It is often said: only rough seas produce great sailors. But first, both the sailors and their crew must endure the storm. Some organizations fail in crisis. Some grow through it. And some emerge stronger than ever. The difference lies in leadership, clarity, and the courage to do the right thing—first.conditions