Sintesa Group, one of Indonesia’s longest-running businesses, celebrates 100 years since its establishment in 1919. Over the years, the company has undergone significant transformations, shifting from rubber plantations to consumer goods before consolidating under a single corporate identity in 1999. This transformation was led by Shinta, the third-generation leader, who prepared the business for modern challenges while maintaining its core values.
Stepping into Leadership Amid Economic Uncertainty
In 1999, Shinta’s father entrusted her with the leadership of Sintesa Group at a critical time when Indonesia was recovering from the 1998 financial crisis. The company had suffered losses, and the business was fragmented across various entities with little professional supervision. Shinta saw the necessity of integrating these businesses, modernizing operations, and bringing in structured corporate governance. Despite resistance, she convinced her father to support this vision, leading to the formal establishment of Sintesa Group.
Strategic Partnerships and Global Reach
Under Shinta’s leadership, Sintesa Group has successfully brought numerous multinational corporations into Indonesia, including Johnson & Johnson, Time-Warner, L’Oréal, Epson, and Yamaha. Today, the company employs around 3,500 people, many of whom have been part of the business since its earlier, standalone days. Integrating these legacy employees into the modern corporate structure remains an ongoing process, even after two decades of transformation.
Corporate Values and Sustainable Business Practices
Shinta emphasizes that Sintesa’s strength lies in its values, which are built on four key pillars: empathy, empowerment, entrepreneurship, and excellence. These values define the company’s approach to business and employee development. Beyond profit, Sintesa focuses on the 3Ps—people, planet, and profit—ensuring sustainability is embedded in all its operations.
Encouraging Innovation and Employee Growth
Sintesa actively nurtures entrepreneurial thinking among employees, encouraging them to propose new business ideas that the company can support and invest in. At the same time, it fosters an inclusive work environment, particularly for women, ensuring they have opportunities to grow and succeed in leadership roles.
A Leader Shaped by Experience and Mentorship
Although Shinta had the privilege of studying at Barnard College of Columbia University and later at Harvard Business School, she attributes much of her business acumen to hands-on experience. From selling books door-to-door in her school days to interning at multinational companies like PwC and L’Oréal, she developed a deep understanding of business operations early on. Her father, a seasoned businessman, served as her greatest mentor, teaching her the importance of confidence, decisive leadership, and vision.
Finding Purpose and Happiness in Leadership
For Shinta, success is not just about financial achievements—it is about making a positive impact on her country and community. She finds fulfillment in helping Indonesia progress, participating in various business and social initiatives that contribute to national development. Her sense of responsibility extends beyond her biological family to the entire Sintesa Group, which she regards as a family she is committed to nurturing.
Bridging Business and Government for a Stronger Future
Unlike many business leaders who prefer to remain separate from governmental affairs, Shinta is comfortable working with stakeholders at all levels, from corporate partners to policymakers. She believes that businesses and governments must collaborate to align agendas and create lasting impact. Her ability to engage with government bodies, CSOs, and international business associations sets her apart from many of her peers.
The Evolution of Leadership in a Changing World
Shinta acknowledges that leadership today is vastly different from her father’s era. The rise of social media, data accessibility, and rapid technological advancements has made decision-making more complex. Leaders today must focus not just on managing but also on guiding, communicating vision, and developing their teams. She believes in delegating responsibility to junior employees and fostering a culture of continuous learning and empowerment within Sintesa Group.
Nurturing Leadership for the Next Generation
Leadership, according to Shinta, is not something that can be taught in a classroom—it must be nurtured through experience, challenges, and exposure to real-world business environments. Just as she was given opportunities to learn from a young age, she is preparing the next generation, including her own children, to take on leadership roles when the time comes. She believes that true leaders see challenges without needing to be told and proactively create solutions to improve lives.
