Jakarta, September 2, 2025 – At the beginning of September 2025, the Leadership Development Program hosted by LAPI ITB brought together managers from PLN for an intensive learning experience. On this opportunity, Radita Sonix as IQ DEVPRO® founder supported the program by delivering sessions on Global Business Perspective, a theme that is shaping the energy industry at an unprecedented pace.
The program was conducted across two consecutive days. On September 1st, 27 managers joined as Batch 6, followed by another 26 managers on September 2nd as Batch 7. Participants came from various PLN units across Indonesia, each bringing unique perspectives and operational insights. They were tasked to conduct in-depth country assessments across five ASEAN markets: Singapore, Malaysia, Thailand, Vietnam, and the Philippines, analyzing both the solar panel business and ICONNET broadband services. Their assessments included not only identifying opportunities and challenges, but also evaluating potential market entry strategies for each country.
One of the key themes emphasized was that global business is not only commercially beneficial. It brings revenue diversity, a stronger pipeline, and improved profitability, while also enabling PLN to monetize its strengths on an international stage. Additional advantages include currency and capital leverage, portfolio risk diversification, new business model innovations, and broader talent management opportunities. These benefits show that expansion is about far more than chasing growth—it is about securing PLN’s long-term resilience in an increasingly competitive and interconnected world.
The case studies proved to be a valuable platform for participants to understand the dynamic nature of ASEAN markets. Each country carries its own set of regulatory frameworks, cultural nuances, and market structures. For example, Singapore offers a mature and highly regulated market that values innovation and efficiency, while Vietnam presents rapid growth potential but requires navigating evolving policies and infrastructure readiness. By comparing and contrasting these landscapes, the managers developed a more nuanced understanding of how to adapt PLN’s strengths to local contexts while mitigating the risks that come with international expansion.
Another highlight of the discussion was on types of market entry. Participants explored options such as joint ventures, strategic partnerships, greenfield investments, and technology licensing. Each option brought different implications for control, risk, and resource allocation. The conversations reinforced the importance of aligning entry modes with long-term strategy, ensuring that PLN not only enters new markets but also builds a sustainable presence.
The sessions also drew attention to the complexity of expansion. While the opportunities are attractive, global growth is not without its challenges. Radita Sonix, who continues to hold the Certified Professional Marketer (Asia) credential from the Asia Marketing Federation (AMF) and the Indonesian Marketing Association (IMA), underlined an important reality: entering foreign markets can be daunting for a company that has been a sole player in its domestic market. Using Porter’s Diamond Framework, he explained how the lack of domestic competition in Indonesia’s electricity market can sometimes become a disadvantage when facing highly competitive and deregulated international markets. This perspective encouraged participants to think beyond internal strengths and prepare for structural differences in global arenas.
Beyond the frameworks and strategies, the program also served as a leadership exercise. Managers were asked to step into roles that required critical thinking, cross-cultural awareness, and long-term vision. This was not simply about learning global business theory, it was about developing the mindset of leaders who can confidently guide PLN through the uncertainties of internationalization. By combining structured learning with interactive group assessments, the program successfully blended academic insight with real-world application.
Sonix closed the program with a strong reminder:
“Global expansion isn’t the next ‘trending’ step. It’s a strategic necessity. A well-designed and well-calculated move will deliver compound growth. On the contrary, wrong analysis and poor decisions can backfire, not only financially, but also in terms of overall brand positioning.”
The Leadership Development Program thus became more than just a classroom exercise. It was a powerful reminder that the path to global relevance requires careful analysis, rigorous strategy, and bold leadership. Through LAPI ITB’s platform, PLN’s next generation of leaders have begun to sharpen the tools they will need to navigate ASEAN markets and beyond.
