Kanaidi, SE., M.Si., cSAP (sebagai Pemateri) "Strategic Planning Training" bagi para Dosen...

7/25/2019 Kanaidi, SE., M.Si., cSAP (sebagai Pemateri) "Strategic Planning Training" bagi para Dosen Politeknik ATMI Surakarta

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Kanaidi, SE., M.Si(sebagai Pemateri) Photo Bersama para Peserta

Pelatihan STRATEGIC PLANNING Politeknik ATMI Surakarta

di Hotel Majesty-Bandung, 21-22 Januari 2016

http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016
http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016


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Para Peserta secara serius mengikuti Materi

Pelatihan STRATEGIC PLANNING Politeknik ATMI Surakarta

di Hotel Majesty-Bandung, 21-22 Januari 2016


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SWOT Analysis

The SWOT Analysis framework is a veryimportant and useful tool to use in

marketing Management and other

business applications. As a basic tool its mastery is a

fundamental requirement for the

marketer, entrepreneur or businessperson.

A clear understanding of SWOT is required

for business majors.


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A scan of the internal and external environmentis an important part of the strategic planning

process.

Environmental factors internal to the firm

usually can be classified as strengths (S) or

weaknesses (W), and those external to the firm

can be classified as opportunities (O) or threats

(T). Such an analysis of the strategic environment is

referred to as a SWOT analysis.

What is a SWOT Analysis


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A planning exercise in which managers identify: Internalorganizational strengths and

weaknesses.

Strengths (e.g., superior marketing skills)

Weaknesses (e.g., outdated production

facilities)

Externalopportunities and threats.

Opportunities (e.g., entry into new related

markets).

Threats (increased competition)

What is a SWOT Analysis


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SWOT Analysis

Strengthsidentifying existing organisational

strengths

Weaknessesidentifying existing organisational

weaknesses Opportunitieswhat market opportunities might

there be

for the organisation to exploit?

Threatswhere might the threats

to the future success come from?


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The SWOT Matrix


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A strength can be a competitive

advantage like

- Superior product

quality- Lowest price

- Best expertise

- Location


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A weakness can be a disadvantage suchas

- A tired brand

- Inferior location- High overheads

- A lack of R&D


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An opportunity can be

- A regulatory or tax change

- A high-profile event

(marketing opportunity)- An untapped market

- A gap left by a failed

competitor


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A threat can be

- Unfavourable regulation

changes

- A new entrant into themarket

- Problems with the

economy

- Market shrinkage


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TOWS Matrix

(from SWOT Analysis)

Prentice Hall, 2006


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Strategies that can come from SWOT Analysis

S-O

W-O

S-T

W-T

TOWS Matrix

(from SWOT Analysis)


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SWOT Interactions


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MIND MAPPINGVISUAL REVISION TECHNIQUES


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WHY YOU SHOULD REVISE

Your short term memory can only hold 7 bits

of information at a time- revision helps

reinforce your learning to help you prepare for

your exams.

Within 30 days, we only remember 20% of the

information learnt!

Without revision you will have wasted 2 years

of your entire life!


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What are mind maps?

Mind maps are not spider diagrams.

A mind map is a diagram used to representthemes of understanding linked a central keyword or idea

Mind maps are, by definition, a graphical methodof taking notes. Their visual basis helps one todistinguish words or ideas, often with colours andsymbols.

They generally take a hierarchical or tree branchformat, with ideas branching into theirsubsections


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Key features of mind maps

The process starts around a central idea orpicture

Key themes are established through branches

with sub branches Key terminology is used

Single words or phrases

Themes are connected through colours

Images reinforce meaning

It allows you to freely associate and link ideas


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V LU S


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Values

What is your definition of

Values?Values are core beliefs or desires

that guide or motivate our attitudes

and actions


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Values

Values can take a variety of forms. For example:

Principles or standards

Service Above Self (Rotary Club International) Be Prepared

Do A Good Turn Daily ...

Personal Qualities

Honesty Communication

Being Organized

Where do we get our Values?


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Values

Character Traits

Loyalty, enthusiasm, openness to others

Codes of Ethics

Hippocratic Oath

Ten Commandments

BSAs Outdoor Code ...

Goals

Living a healthy life

Caring for others


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Values

The Scout Oath and

The Scout Law

are statements of

Scoutings Values


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Values

Acting in accord with our beliefs and

values is one of the greatest challenges

each of us faces every day.

Its true for individuals in all aspects of life

and equally true for organizations of

every kind and size.

Eric Harvey and Alexander Lucia


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Vision Statement

Boy Scouts of America

The Boy Scouts of America is the nations foremost youth program of

character development and values-based leadership training.

In the future, Scouting will continue to:

Offer young people responsible fun and adventure;

Instill in young people lifetime values and develop in them

ethical character as expressed in the Scout Oath and Law.

Train young people in citizenship, service, and leadership;

Serve Americas communities and families with its quality,values-based program.


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Reviewing:

Values, Mission, and Vision

ValuesCore beliefs or desires thatguide or motivate our attitudes and our

actions. MissionEncapsulates the values and

articulates the overall, long-term

objective. VisionA picture of success and therelated plan of action.


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Strategic Business

Vision, Mission & Purpose

By :Kanaidi, SE., M.Si , cSAP

[email protected] ..08122353284


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31

Vision

An attractive, ideal future that is

credible yet not readily

available


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What Do We Want to Become?

A vision statement should answer the basic

question, What do we want to become?

2-32


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What Do We Want to Become?

The vision statement should be short,

preferably one sentence, and as many

managers as possible should have input into

developing the statement.

2-33


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The Nature of the

Vision

Current

reality

Staying the course

Vision


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What Vision Does

Links the present to the future

Energizes people and gains commitment

Gives meaning to work

Establishes a standard of excellence and

integrity


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NE-II-159 36

Vision

A visionis a picture of future success.

A vision forms when we think far enough ahead torealize there will be important challenges that

we can prepare for now.


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Vision: A mental picture of what the organizationshould look like in the future

Visioning involves a community of people developing

ideas and setting the stage.

Defining Vision


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NE-II-159 38

Vision

Criteria for a Meaningful Vision

A visionengages the heart and the spirit.

... leads toward a worthwhile goal.

... gives meaning to an effort.

... is simple.

... is attainable. ... can change over time.


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NE-II-159 39

Vision

Nothing happens unless first a dream.

Carl Sandburg

Example


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Mission

The organizations core broadpurpose and reason for

existence

Two critical parts:

Core values guide the organization

Core purpose is why the organization exists


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Mission : To assist in increasing the effectiveness and

efficiency of all individuals in organization

Our measures of success is based on the improvement of

job behaviors, job performance, problem solved, costsavings to organization, product quantity, product quality,lower absenteeism, lower turnover and customersatisfaction of product/service we provide.

Defining Mission


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What Is Our Business?

Mission statement

a declaration of an organizations reason for

being.

answers the pivotal question What is ourbusiness?

essential for effectively establishing objectives and

formulating strategies

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Mission Statement

Mission statement

reveals what an organization wants to be and

whom it wants to serve

Also called a creed statement, a statement ofpurpose, a statement of philosophy, a statement

of beliefs, and a statement of business principles

2-43


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Mission

A missionis a brief statement that reflects the core

values of an organization.

A missioncommunicates an organizations long-

term objectives

why the organization exists.


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Mission Statement

A Mission Statement Serves as a communication tool for an organization

Aligns people with a purpose; it fosters commitment and unity

Defines directions for change and growth

Acts as an evaluation tool to help measure activities and programs


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NE-II-159

46

Mission StatementSupported by lists of Corporate Values

To preserve and improve human life:

Corporate social responsibility

Unequivocal excellence in all aspects of the

company

Science-based innovation

Honesty and integrity

Profit, but profit from work that benefitshumanity Merck


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NE-II-159

47

Mission StatementSupported by lists of Corporate Values

To make people happy:

No cynicism

Nurturing and promulgation of wholesome

American values

Creativity, dreams, and imagination

Fanatical attention to consistency and detail

Preservation and control of the Disneymagic Walt Disney


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NE-II-159

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Mission Statements

To establish Starbucks as the premierpurveyor of the finest coffee in the world whilemaintaining our uncompromising principles aswe grow Starbucks Coffee

To solve unsolved problems innovatively 3M

To offer all the fine customers in ourterritories all of their household needs in amanner in which they continue to think of usfondly Wal-Mart

Example


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FISHBONECause-and-Effect Diagram


[email protected] ..0812 2353 284


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Why implement this?

It increases knowledge of theprocess by helping everyoneto learn more about thefactors at work and how theyrelate.

It identifies areas where data

should be collected for furtherstudy.

EXAMPLE OF A BUSINESS PROCESS


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STEP 1:

Decide on the effect to be

examined.

An effect may be positive (an

objective) or negative (a problem),depending upon the issue that is

being discussed.

Identify and clearly define the outcome orEFFECT to be analyzed.

PUTTING CAUSE-AND-EFFECT DIAGRAM TO TEST: STEP 2


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STEP 1:

Identify and clearly define the outcome orEFFECT to be analyzed.

>POSITIVE

pride and ownership over productive areas

upbeat atmosphere that encourages the participation of the group

> NEGATIVE

justifying why the problem occurred and placing blame

easier for a team to focus on what causes a problem than what causes an

excellent outcome

concentrate on things that can go wrong may foster a more relaxed

atmosphere which sometimes enhances group participation

PUTTING CAUSE-AND-EFFECT DIAGRAM TO TEST: STEP 2


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STEP 2:

Draw a horizontal arrow pointing to the

right. This is the spine.

To the right of the arrow, write a briefdescription of the effect or outcome

which results from the process. Draw a box around the description of the

effect.

Draw the SPINE and createthe EFFECT box.

CAUSE-AND-EFFECT DIAGRAM, updated with STEPS 1 & 2


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STEP 3:

Establish main causes, or categories,

under which other possible causes will belisted.

3Ms and PMethods, Materials,Machinery, and People

4PsPolicies, Procedures, People, andPlant

Environment

Identify the main CAUSES contributing to theeffect being studied.

CAUSE-AND-EFFECT DIAGRAM, updated with STEPS 1, 2 & 3


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STEP 3:

Identify the main CAUSES contributing to theeffect being studied.

Write the main categories your team has

selected to the left of the effect box. Draw someabove and below the spine.

Draw a box around each category label and use

a diagonal line to form a branch from the box tothe spine.

CAUSE-AND-EFFECT DIAGRAM, updated with STEPS 1, 2 & 3


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STEP 4:

Identify as many factors or causes

possible and attach them as sub-

branches of the major branches. Fill in detail for each cause.

For each major branch, identify otherspecific factors which may be the CAUSES of

the EFFECT.

CAUSE-AND-EFFECT DIAGRAM, updated with STEPS 1, 2, 3 & 4


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STEP 5:

You can do this by asking a

series of WHY questions.

Identify more detailed levels of causes andcontinue organizing them under related

causes or categories.

CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2, 3, 4 & 5


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STEP 5:

Identify more detailed levels of causes andcontinue organizing them under related

causes or categories.

FROM GIVEN EXAMPLE:Q: Why is there an invalid list of updates?

A: Because the data was mixed up.

Q: Why was the data mixed up?

A: There was a problem with the manual organization of the files.

Q: Why is there a problem with the manual organization of the

files?

A: Because there are no back-up files and since it was

manually prearranged, inaccuracy is inevitable.

CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2, 3, 4 & 5


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STEP 6:

It helps identify causes that warrant

further investigation.

Use a pareto chart to determine the

cause to focus on first.

See the balance of your diagram,

checking for comparable levels ofdetail for most of the categories.

Analyze the diagram.

CAUSE-AND-EFFECT DIAGRAM, completed


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STEP 6:

Analyze the diagram. A thick cluster of items in one area may indicate a

need for further study.

A main category having only a few specific causesmay indicate a need for further identification of

causes.

If several major branches have only a few sub-branches, you may need to combine them under a

single category.



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STEP 6:

Analyze the diagram. Look for causes that appear repeatedly. These

may represent root causes.

Look for what you can measure in each cause so

you can quantify the effects of any changes you

make.

Most importantly, identify and circle the causesthat you can take action on.


G l


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GoalsSetting

HM MBT OKTOBER 2009 62

By : Kanaidi, SE., M.Si , cSAP



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Goal Setting

WHY SHOULD YOU SET GOALS

Establish your ultimate destination

Identify the roads you can take to get there

Know when you have arrived at your goal

The person who starts out going nowhere,generally gets there

- Dale Carnegie

Problem Statement Mapping Strategic Direction Conclusion


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Goals can give employees control over their own jobs

and, at the same time, give managers a tool for

monitoring their employees performance.


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Question?


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1. What personalgoals do I have for myself

over the next few years?

2. What skillsdo I want to develop in myself

to help me achieve my goals?

3. Whatopportunitiesare there that I canleverage to gain the skills needed to

achieve my goals?

4. What will I do when I return home from

this conference to take advantageof these

opportunities? What can I do RIGHT

NOW?

Question?

(Apa yang akan Anda capai dlm wkt dekat ini?)

(Kemampuan apa saja.. utk mencapainya?)

(Peluang apa saja.Kemampuan ---tercapai?)

Format Settin GOAL

Seven goal areas
http://localhost/var/www/apps/conversion/tmp/scratch_5/2.1a.%20FORMAT_PRAKTEK%20Setting%20GOAL.docxhttp://localhost/var/www/apps/conversion/tmp/scratch_5/2.1a.%20FORMAT_PRAKTEK%20Setting%20GOAL.docx


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Seven goal areas

Family/homeSocial

Educational

Religious

Achievement/recognition

Career

Physical/health


There are three typesof people


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yp p p

1. Ones that make things happen

2. Those that let it happen

3. And the ones that dont knowwhathappened.

What one are you going to be?



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Program Kerja


[email protected] ..08122353284


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Pengertian Program Kerja

Program Kerja disebut juga Agenda Kegiatan.

Yaitu suatu rencana kegiatan organisasi yang

dibuat untuk jangka waktu tertentu yang

disepakati oleh pengurus organisasi. Program kerja harus dibuat secara sistematis,

terpadu, terperinci serta terarah, sebab

program kerja sebagai pegangan dalammencapai tujuan organisasi


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Tahapan

PenyusunanProgram Kerja

1. Research and Listening

2. Planning and Decision Making

3. Communication and Action

4. Evaluation


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Hal-hal yang perludiperhatikan dalam

penyusunanprogram kerja

1. SWOT analysis


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1. SWOT analysis

Strenght (kekuatan organisasi)

Sejauhmana organisasi memiliki kemampuan serta keunggulan

baik SDM maupun SDA

Weeknesses(kelemahan organisasi)

Setiap organisasi memiliki kelemahan, bagaimana mengatasinya. Opportunity(peluang bagi organisasi)

Organisasi menganalisis peluang-peluang untuk mencapai target

atau sasaran (goals)

Threats (ancaman bagi organisasi)Organisasi menganalisis serta mampu mengantisipasi ancaman

Internal dan Ekternal yang dimungkinkan akan terjadi


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2. Waktu

Kapan kegiatan akan dilaksanakan, timescheduledibuatkan

3. Siapa yang melaksanakan dan apa tugas-

tugasnyaPembagian tugas sesuai kompetensi yang

dimiliki anggota, serta dibuatkan deskripsi

tugas (job description)

4. Program kerja yang dibuat harus lebih baik

dari realisasi kerja periode sebelumnya.

Setelah program kerja disusun maka dibahas


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Setelah program kerja disusun, maka dibahas

pada rapat kerja selanjutnya dikembangkan

melalui pembagian tugas (organizing andstaffing), pemimpin menetapkan target

kerja yang harus dicapai sesuai dengan tugas

masing-masing anggota organisasi, dalam

proses kerjanya diberikan arahan (directing)

serta dilakukan pengawasan (controlling) agar

terarah sesuai program yang telah dibuat

bersama.


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Hal ini sesuai dengan Fungsi

Manajemen :

Planning

Organizing and Staffing Directing

Controlling


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Dignity Action PlanPlanning Process Steps


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Step 1

Identify and describe a

DIGNITY PROBLEM

Step 2

What are theCAUSES?

Step 3

What are the FACTORS?

Step 5

Create ACTION PLAN(and carry it out)

Step 6

Were you SUCCESSFUL?

Step 4

What are my OPTIONS?

If not ...

try again!

Action Planning Step 5: Create the Plan - Goals & Objectives (C)


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Have you a clear GOAL? (Single clear sentence of overall target)

What are your OBJECTIVES? Are your Objectives SMART?

Specific

Measurable

Achievable

Realistic

Timed

Action Planning Step 5: Create the Plan - Goals & Objectives (D)


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Have you a clear GOAL? (Single clear sentence of overall target)

What are your OBJECTIVES? Are your Objectives SMART?

Specific

Measurable

Achievable Realistic

Timed

Inspiring Enthusiasm Generating

Sustainable

SMARTIES !


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Objectives of M&E

Informing budget allocation decisions

Supporting government planning at the national, subnational, local and sectoral level

Helping the management of programs and the provisionof public services. Element of any results basedmanagement system

Accountability of local governments and centralagencies

Building blocks of the supply side


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Building blocks of the supply side

Improve Statistics and National Statistical Systems: household surveys, sectoral surveys and censuses Better administrative records and sectoral statistics

Integration of systems for the production of input and outcome indicators

Increasing need for regional and local level data

To feed the production/maintenance of these tools Sectoral/program Monitoring systems

Central Monitoring systems (Systems of presidential goals).

Performance evaluation systems.

Process evaluations

Rapid Assessments

Impact evaluation

Ex-ante evaluations of investment projects

Eff ti Utili ti f th S t


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Effective Utilization of the SystemIncreasing Demand

Increase the consciousness of potential users of what the system offersand its importance (congress, NGOs, academia etc)

Set standards of quality of information which create trust

Foster a strong communication channels between producers and users.

Produce information (data , indicators, evaluations) which will be used

Incentives for managers, sectoral officials, budget officials, congress,etc. so that they use the information

One or more leaders who persuade and motivate the government tokeep advancing in this area

What should a M&E System Measure?


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What should a M&E System Measure?

Source: Adapted from ADB (2006) Introduction to Results Management, p. 7World Bank (2001) PRSP Sourcebook, p. 108.

Access to, use of, andsatisfaction with

services

Effects on dimensions ofwell-being

Goods and servicesproduced

Tasks undertaken totransform inputs to

outputs

Financial, human andmaterial resources

Outcomes

Impact

Outputs

Activities

Inputs

School enrollmentrates

Improve literacy

Number of schoolsbuilt; textbooks, etc.

Building of schoolsDistribution of

textbooks, etc.

Spending onprimary education

Indicative Example:The Results Chain


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Kanaidi, SE., M.Si., cSAP (sebagai Pemateri) "Strategic Planning Training" bagi para Dosen...

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