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This article offers a new strategy of holistic rural development by utilizing the external strengths of the rural and the internal strength based on the experience of one of the rural in Indonesia that has been succeeded in turning the rural from the poorest into the best in the national rank. The successful formula is associated with the role of village leaders in benefiting opportunities from the existing external-internal aspects. To capture more holistic development phenomena including political, economic, social, technological, environmental and legal phenomena while generating new bottom-up strategies, the study uses PESTEL and SOAR analysis. This study found that the first condition for rural development in Indonesia is the development of village leadership management strength in holistically managing the potential and opportunities of external and internal villages. It changes the fundamental paradigm that holistic rural development must be seen as a whole (the village can take advantage of the existing external-internal strengths) partially (the village only focuses on utilizing the village's internal strength utilization agricultural potential). Through the PESTELs-SOAR analysis approach, the strategy offered becomes more rational and comprehensive in sustainable rural development by collaborating the village bottom-up strategy approach while still considering prevailing external conditions (more top-down).

The Industry Revolution 4.0 (IR.4.0) presents a significant impact on work and lifestyle of most people in Malaysia especially in the banking industry. Industries that are adapting to advance technology such as VR (virtual reality), Internet of Things (IoT), cloud computing, data analytics, artificial intelligence and machine learning will bear changes through physical, digital and biological aspects. The banking industry will need to go through with these three aspects of transformation as its need to be relevant and quickly acquainted to serve their new customer demands besides protecting against risks in cybersecurity, fraud and money loundering in the financial transactions. In order for these banks to stay relevant, both employees and management must be able to bear the changes. To ensure the success in embracing the change, it is suggested in this paper that banks must use a new model of leadership to steer the institutions direction towards the right path and accelerate its transformation. There are four pillars comprises of disruptive driver, human touch, sense of urgency and continuous learning that will constitute the new leadership model called “Leadership 4.0” suggested to banks that will be discussed in this paper.