OmnihouseModel
Omnihouse refers to an organization that integrates various elements. Each component has its own role, yet works collaboratively with other parts of the business. The Omnihouse model serves as a framework for implementing strategies and achieving specific goals.
The core of this model is divided into two main clusters. The first cluster is entrepreneurship, which consists of four elements: Creativity, Innovation, Entrepreneurship, and Leadership (CI-EL). The CI-EL concept focuses on developing soft skills such as creative thinking, innovation, and strong leadership—in other words, the qualities that drive a company to adapt and remain relevant in a constantly changing market.
The second cluster is professionalism, which also consists of four elements: Productivity, Improvement, Professionalism, and Management (PI-PM). The PI-PM concept serves as the foundation for optimizing company performance and generating meaningful impact.
Dynamics Component
These clusters are surrounded by other interacting functions. They are influenced by the dynamics component, known as the 5D or Five Drivers of Change, which include five aspects: technology, political/legal (including regulations), economic, socio-cultural, and market factors. These drivers, collectively referred to as 'change,' impact the other elements of the 4C framework: competitor, customer, and company.
The dynamics component serves as the foundation for developing strategies and marketing strategies, as outlined in the competitiveness triangle at the top right of the model.
In that triangle, PDB stands for positioning, differentiation, and brand. This serves as the anchor for other key marketing elements such as segmenting, targeting, marketing mix, selling, service, and processes.
Past Component
Thus, the integration of creativity/innovation and productivity/improvement influences the balance sheet (listed as B/S) and income statement (listed as I/S). What we see in the balance sheet and income statement reflects the results of the past.
What we do today, especially through the strong integration of entrepreneurship/professionalism and leadership/management, will determine the company's cash flow (listed as C/F) and market value (listed as M/V). This provides an insight into how the organization will perform in the future.
Preparation Component
The dynamics component also serves as the basis for developing ideas that lead to creativity. Creativity involves the ability to think out-of-the-box and generate new ideas. These ideas can be transformed into innovations in the form of real solutions that deliver added value to customers.
Implementing these creative ideas requires the productive use of company capital. In the business world, increased productivity enables a company to achieve more with limited resources. The solutions provided to customers should result in improvements, reflected in better profit margins. Therefore, continuous improvement helps companies remain competitive and relevant in an ever-changing market.
Execution Component
The creativity and improvement components can only create competitiveness if they are managed by individuals with a strong entrepreneurship and leadership mindset.
Entrepreneurship involves a proactive attitude, a willingness to take opportunities and risks, and collaboration through networks. Meanwhile, leadership is the quality needed to guide teams, make strategic decisions, and influence others to achieve the company's vision and goals. Thus, value creation is the responsibility of entrepreneurs, while value preservation is the role of leaders.
However, entrepreneurship and leadership must also be supported by solid professionalism and management. In business strategy, professionalism builds customer trust and strengthens the company's reputation. Effective management ensures that company resources are used optimally and that business goals are successfully achieved.
Operation Capabilities
The core of this model lies in operational functions — functions that translate marketing goals into tangible results while ensuring the achievement of financial goals. When operations successfully bridge the use of technology, they can make a meaningful contribution to humanity.
These operational capabilities are closely linked to other key functions, helping the company stay dynamic and competitive within its industry. Additionally, they bring agile impacts to the organization, enabling quick responses to changes in the business environment.
Integration in Omnihouse
As explained in the Omnihouse Model, it is important to integrate marketing with finance, as well as to bridge technology with humanity.
In this context, humanity refers to key stakeholders — people, customers, and society. All these functions form an integrated system that drives both financial and non-financial outcomes.
