Navigating Disruption and Prioritizing People: The bluebird Story
taking the helm of a family business presents unique challenges, especially when facing disruptive market forces and unforeseen global events. For the current leader of Bluebird, Indonesia‘s largest taxi company, inheriting a legacy built by her father and grandmother proved both a privilege and a test. The company faced meaningful headwinds with the rise of ride-hailing services and the subsequent impact of the COVID-19 pandemic.However, a deeply ingrained commitment to integrity and employee well-being proved crucial to navigating these turbulent times.
Bluebird distinguishes itself through a dedication to customer service, notably demonstrated by its extraordinary record in returning lost property. The company boasts a 70% return rate for items left in its taxis, a figure that likely surpasses any other taxi service globally, despite challenges in returning items to international tourists who have already departed indonesia.
This focus on doing right by customers is rooted in the values instilled by the leader’s grandmother: treating every employee as family. This principle was notably vital during the 2016 protests in Jakarta, where Bluebird was falsely accused of orchestrating demonstrations against ride-hailing companies. The accusations were a stark contrast to the company’s long-held reputation for positive customer experiences.
Recognizing the demoralizing effect on its drivers,who were unfairly targeted amidst the controversy,the leadership team made a decisive move. They announced a 24-hour period of free taxi rides, fully compensated for drivers, not as a public relations tactic, but as a direct effort to restore morale. This gesture proved accomplished, reinvigorating the drivers and contributing significantly to the company’s survival.
Today, Bluebird actively fosters a sense of pride in its workforce. The company uniform, crafted from customary Indonesian batik fabric, is presented to drivers upon achieving permanent employment after a six-month training and evaluation period. It symbolizes representation – not just of the company and its shareholders, but of Indonesia itself.
The leader’s commitment extends beyond the company walls, inspired by her grandmother’s advocacy for women’s empowerment. bluebird has offered scholarships to the children of its drivers as 1998. Initially, only 2% of these scholarships were awarded to female students.Today, that number has risen dramatically to 52%, reflecting a conscious effort to promote equal prospect. furthermore, the company provides vocational training and support to drivers’ wives and daughters seeking to start their own businesses, with a key condition: equal opportunities for both boys and girls, and ensuring access to education for all.
As a female leader in a traditionally male-dominated industry and within her own family – being one of only two women among seven grandchildren – she emphasizes the importance of equal opportunities coupled with equal responsibilities. Bluebird’s story demonstrates that prioritizing people, upholding integrity, and embracing a strong sense of cultural identity can be powerful assets in navigating disruption and building a lasting future.
