Dari VISI sampai REALITA - Penyusunan Rencana Strategi

Dari VISI sampai REALITA- Penyusunan Rencana Strategi

Dari mimpi…

Kenyataan / Realisasi

Langkah 1

Langkah 2

Langkah 3

Langkah 4

Langkah 5

Klarifikasi Nilai-nilai

Definisikan nilai-nilai kunci yang bermakna dalam

setiap aktifitas

Pahami kondisi saat ini

Kaji kondisi lingkungan saat ini (internal dan eksternal)

Ciptakan Visi

Ciptakan visi sesuai dengan kebutuhan masa

depan

Definisikan Misi

Klarifikasi tujuan dasar

Implementasi Visi

Ciptakan rencana strategis,

rencana aksi, dan evaluasi

Visi

Misi

Tujuan

StrategiKebijakan

Program

Anggaran

Prosedur

Performance

STRATEGY FORMULATION STRATEGY IMPLEMENTATION EVALUATION

F E E D B A C K

Situasi lingkungan

Eksternal

Inter

nal

Triarko NurlambangDaya Makara UI

Disampaikan pada Rapat Kerja Lembaga Pengembangan Insani Baznas

Kamis 11 Januari 2007, Vila Askar, Cisarua - Bogor

a

b c

Start

TujuanKondisi ideal:• efisien• efektif• puas

Perlu Perencanaan

Pelaksanaan / operasional

Evaluasi / monitoring

Ilmiah > Seni

Seni > Ilmiah

Ilmiah > Seni

MEMBANGUN

KOMITMEN

Apa kegiatannya? (Mengapa kita harus berubah?)

Visi(Apa yang kita inginkan?)

Misi(Apa bisnis/kegiatan yang akan kita tekuni?)

Tujuan(Apa yang harus kita lakukan untuk mencapai Visi?)

Ukuran(Bagaimana kita mengukur program dan sukses?)

Strategi(Bagaimana kita memnuhi Tujuan tsb?)

Membangun Organisasi(Bagaimana kita mencipatakan kondisi yang siap

untuk mencapai sukses?)

Monitoring dan Review(Seberapa baik kita melaksanakan rencana strategi?)

Kaji Ulang dan Revisi (Apa tindakan yang dibutuhkan untuk mencapai

hasil; lebih baik?)

Kajian Strategis(tetapkan harapan dan arah)

Perencanaan Strategis(tetapkan pendekatan)

Implementasi Strategi(tetapkan kendali)

STRATEGI : program umum dari satu kegiatan, pelaksanaan, atau pemanfaatan sumberdaya uuntuk mencapai tujuan komprehensif KEBIJAKAN : bagian dari perencanaan berupa ketetapan umum yang memberikan arah pemikiran dan kegiatan pengambilan keputusan PROSEDUR : bagian dari perencanan yang menetapkan metode yang dibutuhkan untuk mencapai tujuan yang telah ditetapkan sehingga ada petunjuk uuntuk pengambilan keputusan dan bertindak PROGRAM : satu kumpulan dari tujuan, prosedur, peraturan, langkah yang akan diambil, pemanfaatan sumberdaya, dan elemen lainnya yang dibutuhkan bagi pelaksanaan kegiatan yang umumnya didukung oleh anggaranANGGARAN : satu kebijakan diharapkan dapat mewujudkan hasil

yang diinginkan; merupakan program ‘dalam angka’

• Menentukan tujuan yang ingin dicapai selama satu periode tertentu

• Menentukan apa atau tindakan apa yang akan dilakukan untuk mencapai tujuan

Strategic Plan Operational Plan

Pengertian Rancangan perencanaan untuk mencapai tujuan umum organisasi

Rencana yang mengandung rincian kegiatan yang harus dijalankan sehari-hari

Horizon waktu Cenderung untuk melihat masa depan (beberapa tahun YAD)

Biasanya tahunan

Lingkup Mempengaruhi aktifitas organisasi yang luas

Sempit dan terbatas

Tingkat rinci Sederhana dan generic (yang memeungkinkan untuk memeberikan arah kegiatan)

Turunan dari strategic plan

Visi(Misi dan Nilai-nilai)

Tujuan

Analisa kesenjangan(Kesenjangan antara tujuan dan harapan )

Pilihan Strategis dan resiko

Strategi terpilih

Hasil Finansial yang diharapkan

Tujuan (Milestones) Rencana kegiatan

Harapan Stakeholder/ Shareholder

Dinamika situasi perkembangan

lingkungan

Kesiapan Mitra dan antar departemen atau organisasi yang lain

Kekuatan dan Kelemahan

Kapabilitas

Kompetensi Inti

Ketersediaan sumberdaya

Hasil Nyata

Proses Monitoring dan Pengendalian

Fokus/Arah

Mission

Vision

Business Value

Markets

Major products &

services

Core competenc

e

Environment

Stakeholders

Critical resources

Proses Rencana Strategi dalam Bisnis

Strategi Operasional - Terjemahkan strategi bisnis pada tingkat operasional dan kegiatan mata rantai supply - Berikan nilai tambah untuk pelanggan - Kembangkan kompetensi inti

Strategi Fungsional lainnya - Pemasaran - Keuangan - Sumberdaya Manusia - Penelitian dan Pengembangan - Rekayasa/ Engineering

Visi dan Misi

Strategi Bisnis - Target pelanggan/ pasar - ‘Ruang’ kelanggengan keunggulan kompetitif - Peran mitra mata rantai supply - Kerangka Waktu dan kinerja pencapaian tujuan

Strategic Alignment

Things/ Task

Ide

People

Top Mngt

Middle Mngt

First Line Mngt

Conceptual thinking:• Visioning• Strategizing

Administrasi:• Planning• Staffing• Organizing• Directing• Controlling

HRM (Human Resource Mngt) & Leadership• Recruiting & Hiring • Developing & Motivating• Rewarding / Punishing• Retaining• Empowering

Bagaimana Mengukur Hasil Pelaksanaan Rencana Strategi;

Aplikasi Balanced Score Card

BALANCED SCORE CARD• kumpulan ukuran kinerja yang terintegrasi dan diturunkan dari strategi perusahaan yang

mendukung strategi perusahaan secara keseluruhan

• tidak hanya mengukur kinerja berdasarkan perspektif keuangan (financial perspective)

tetapi juga dengan mengukur berdasarkan perspektif pelanggan (customer perspective),

proses bisnis/aktifitas dijalankan (internal business process perspective) dan perspektif

kemampuan belajar dan tumbuh (learning and growth perpective)

• suatu cara untuk mengkomunikasikan strategi suatu perusahaan pada manajer-manajer

di seluruh organisasi (sumber: Tunggal, A.W., 2002)

Penggagas Balanced Score Card (BSC): Robert S. Kaplan dan David P. Norton sejak 1992 (pertama kali ditulis di Jurnal HBR/ Harvard Business Review). Bukunya yang menjadi acuan:• “Translating Strategy Into Action – The Balanced Score Card” (1996)• “The Strategy – Focused Organization – How Balanced Scorecard Company Thrive in the New Business Environment” (2001)

Financial PerspectiveObjectives Measures Targets Initiatives

To succeed financially, how should we appear to our shareholders?

Learning and Growth Perspective

Objectives Measures Targets Initiatives

To achieved our vision, how will we sustain our ability to change and improve?

Internal Business Process Persp.

To satisfy our shareholders and custom

ers, w

hat business processes m

ust we

excel at ?

Cus

tom

er P

ersp

ectiv

eTo

ach

ieve

ou

r vis

ion,

ho

w s

houl

d w

e ap

pear

to

our

cu

stom

ers?

Objectives M

easures Targets Initiatives O

bjec

tives

M

easu

res

Ta

rget

s

Initi

ativ

es

Vision & Strategy

FINANCIAL

• Cash flow, ROI• Residual Income•% revenue from innovation• Residual cash flow• Revenue growth

CUSTOMER*) Customer *) Customer *) Customer satisfaction loyalty service INTERNAL BUSINESS PROCESS

*) Throughput *) Reduction *) Process *) On-time time in waste quality delivery

INNOVATION/LEARNING AND GROWTH*) number of new products *) return on innovation * employee skills

*) time-to-market (new products) *) time to spent talking to customers

Dikembangkan oleh: Douglas Clinton dan Ko-Cheng Hsu, 2000

Clarifying and translating the Vision and Strategy

• Clarifying the Vision• Gaining consensus

Planning and Target Setting• Setting targets

• Aligning strategic initiatives• Allocating resources

• Establishing milestones

Communicating and Linking

• Communicating and educating•Setting goals

•Linking rewards to performance measure

Strategic Feedback and Learning

• Articulating the shared vision•Supplying strategic feedback

•Facilitating strategy review and learning

Balanced Score Card

Operations Operations ManagementManagementOperations StrategyOperations Strategy

Chapter 2Chapter 2

Business Elements• Structural buildings, equipment, technology,

computer systems• Infrastructural

organization, planning & control, decision rules, quality management, purchasing, product/service development

• Personnel( )

MerckMerck – – The mission of Merck is to provide society The mission of Merck is to provide society with superior products and services - innovations and with superior products and services - innovations and solutions that improve the quality of life and satisfy solutions that improve the quality of life and satisfy customer needs - to provide employees with customer needs - to provide employees with meaningful work and advancement opportunities and meaningful work and advancement opportunities and investors with a superior rate of returninvestors with a superior rate of return

Hard Rock CaféHard Rock Café – – To spread the spirit of Rock To spread the spirit of Rock ‘n’ Roll by delivering an exceptional entertainment ‘n’ Roll by delivering an exceptional entertainment and dining experience. We are committed to being and dining experience. We are committed to being an important, contributing member of our community an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-nurturing work environment while ensuring our long-term success.term success.

MissionThe organization’s purpose for being; provides boundaries and focus

Mission / Strategy / Core Competencies

• Mission – The organization’s purpose for being; provides boundaries and focus

• Business strategy – Action plan for the business to achieve the mission

• Functional strategies – Translate the business strategy into specific actions for the functional areas

• Core competencies – Organizational abilities/strengths, developed over a long period, which customers find valuable, and competitors find difficult to copy

Strategy Linkages / Alignment All functional strategies must support the All functional strategies must support the

business strategybusiness strategy

Marketing strategy based on differentiation and customizationMarketing strategy based on differentiation and customization Operations strategy to build to stock Operations strategy to build to stock

Financial strategy to minimize capital investmentFinancial strategy to minimize capital investment Operations strategy to increase investment for quality improvementOperations strategy to increase investment for quality improvement

Engineering strategy to specify an entirely new part when anEngineering strategy to specify an entirely new part when an existing part will do existing part will do

Operations strategy for low costOperations strategy for low cost

Strategy Process

Operations Strategy - Translate business strategy into operations & supply chain actions - Provide value to targeted customers - Develop supporting core competencies

Other Functional Strategies - Marketing - Finance - Human Resources - Research & Development - Engineering

Mission Statement

Business Strategy - Targeted customers / markets - Areas of sustainable competitive advantage - Role of supply chain partners - Time frames & performance objectives

Strategic Alignment

Four Performance Dimensions



Mission Statement


Quality - Performance quality- Conformance quality- Reliability quality

Time - Delivery speed- Delivery reliability

Flexibility - Volume flexibility- Mix flexibility- Changeover flexibility

Cost -Low-cost operations

Order Winners vs. Order Qualifiers

Item

Conformancequality 99.9% pure - Meets 98% pure – Does not meet

Delivery 3 days 2 days

Cost $30 / liter $20 / liter

Flexibility 100 liter minimum order 50 liter minimum order

Supplier A Supplier B

• Order winners – performance dimensions that differentiate a company’s products and services from its competitors

• Order Qualifiers – performance dimensions on which customers expect a minimum level of performance

Operations Strategy



Mission Statement


Operations strategy

• Process decisions• Quality decisions• Capacity, location, and layout decisions• Operating decisions

Services Manufacturing• Customized services• Assemble-to-order• Standardized services

• Make-to-order• Assemble-to-order• Make-to-stock

Operations Strategy

Make to Order (MTO) Receive order before producing goods e.g. Machine shop

Make to Stock (MTS) Satisfy customer orders from inventory e.g. Paper

Assemble to Order (ATO) Stock standardized components/assemblies assemble finished product to customer order e.g. Dell Computer

Service Strategies Manufacturing Strategies

Customized Services Strategy Individualized services e.g. Health clinic

Assemble to Order Strategy Assemble standardized offerings for a specific customer’s needs e.g. Cellular phone service

Standardized Services Strategy High volume with little variety e.g. U.S. Postal Service

Generic Operations Strategies



Mission Statement


Differentiation – better / unique

Cost leadership – cheaper / value

Quick response – faster

Operations Strategies - Examples

Closing the Loop



Mission Statement


Strategic Alignment

OM’s Contribution to Strategy

Response(Faster)

Quality

Product

Process

Location

Layout

Human Resource

Supply Chain

Inventory

Scheduling

Maintenance

HP’s ability to follow the printer market

Differentiation(Better)

Cost leadership(Cheaper)

Southwest Airlines No-frills service

Sony’s constant innovation of new products

Pizza Hut’s five-minute guarantee at lunchtimeFederal Express’s “absolutely, positively on time”

Motorola’s automotive products ignition systemsMotorola’s pagers

IBM’s after-sale service on mainframe computers

Fidelity Security’s broad line of mutual funds

FLEXIBILITYDesignVolume

LOW COST

DELIVERYSpeedDependability

QUALITYConformance

Performance

AFTER-SALE SERVICE

BROAD PRODUCT LINE

Operations Decisions Examples Specific

Strategy UsedCompetitive Advantage

Strategy and Issues During a Product’s Life

Summary• Strategy is how we accomplish our mission• Functional strategies must be aligned to support the

business strategy• OM goals are to be faster, better and/or cheaper• Operations strategy:

– Where the product or service is in its life cycle– Determines our mix of faster, better, and cheaper to

satisfy our customers (trade-offs where necessary)– Specifies process choice, work flow, order

processing, inventory, capacity, etc.

Dari VISI sampai REALITA - Penyusunan Rencana Strategi

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