PENGANTARMANAJEMEN STRATEGIK

By Dr. Ir. John Sihotang, MM

Bandung, 02 Agustus 2017

jhotank@yahoo.com

Agenda

Proses Manajemen Strategik

Implementasi Strategi

Pengembangan Strategi

Apa itu Strategi ?

• Istilah strategi pada awalnya muncul di dunia militer yangdapat diartikan sebagai rencana dan teknik untukmemenangkan peperangan

• Beberapa Definisi Strategi– Mintzberg (1982); A strategy is the pattern or plan that integrates an

organizations goals, policies, and action sequences into a cohesive whole.

– Gaffar (1994); Strategi adalah mekanisme organisasi yang menjabarkan visisecara operasional dan menterjemahkan kebijaksanaan dalam bentuktindakan nyata.

– Craig & Grant (1996); Strategi merupakan penetapan sasaran dan tujuanjangka panjang (targeting and long-term goals) sebuah perusahaan dan arahtindakan serta alokasi sumber daya yang diperlukan untuk mencapai sasarandan tujuan (achieve the goals and objectives).

• Strategi memiliki arti yang luas, namun pada prinsipnyasemuanya menggambarkan bahwa strategi adalah keputusan-keputusan yang bersifat strategis dalam rangka mencapaitujuan jangka panjang.

TUJUAN STRATEGIS

(GOALS)

TUJUAN/RENCANA JANGKA PENDEK

(OBJECTIVES)

MISI(MISSION)

Pernyataan yang berkaitan denganmasa depan untuk menggambarkanrencana atau harapan organissi di masadepan.VISI

(VISSION)

Hal-hal apa yang harus dicapaiorganisasi bagi stakeholder

Hasil akhir (outcome) yang diharapkan organisasi.

Target-target yang maudibidik untuk mencapai sasaran utama (Goals)

Tactical plan Operation Plan

Strategic Plan Business Plan

Kondisi Saat ini

S T

R A

T E

G I

TAK

TIK

Strategi Vs Taktik≥

3 Y

ear

≤ 1

yea

r

Tujuan/ RencanaJangka Panjang

Apa itu Manajemen Strategik ?

• Untuk membuat suatu keputusan yangbersifat strategis, dibutuhkan suatu prosesatau mekanisme pengambilan keputusan yangsistematis.

• Proses pengambilan keputusan stratejikdalam dalam organisasi, sering disebutdengan istilah manajemen strategik

ANALYSIS DECISION ACTION PERFORMANCE

STRATEGICSITUATIONANALYSIS

STRATEGY FORMULATION

STRATEGYIMPLEMENTATION

EVALUATION & CONTROL

FEED BACK

Proses Manajemen Strategik (1/2)

Proses Manajemen Strategik (2/2)

ANALYSISStrategic Situation Analysis/

Environmental Scanning(Gathering Information)

DESCISIONStrategy Formulation

(Long Range Plan)

ACTIONStrategy Implementation

(Putting Strategy into Action)

PERFORMANCEStrategy Eval. & Control

(Monitoring Performance)

Result to Acomplish

Plan to Achieve the Mission & Objectives

Broad Guideline for Decision Making

Activities to Acomplish plans

Cost of Programs

Sequence of Steps to do the Jobs

PERFORMANCE(Actual Result)

Reason for Existence

Source: Wheelen & Hunger, Strategic Management and Business Policy, Toward Global Sustainability, 3rd Edition

STRATEGIC ISSUES

• Strategy map/themes• Measures/targets• Initiative Learning portfolios• Funding/strategic expenditures

• Strategy Reviews • Operating Reviews•Learning Impact analysis•Strategy correlations•Emerging strategies

Agenda

Proses Manajemen Strategik

Implementasi Strategi

Pengembangan Strategi

Hirarki Pengembangan Strategi (1/2)

Group BusinessPlan

Functional Unit Plan

CORPORATE

DIVISION(BUSINESS)

FUNCTIONAL

GENERIC

Corporate Plan

CORPORATE

STRATEGYEVALUATION &

CONTROL (SEC)

DIVISION

FUNCTIONAL

(SEC)

(SEC)

Source : Materi Prof Sucherly

ParentingDirectionportfolio

ComparativeCompetitiveCooperative

HRMarketingFinanceOperationInnovation

Hirarki Pengembangan Strategi (2/2)

Analisis Lingkungan Eksternal & Internal

Strategy Formulation

STRATEGY FORMULATION

BUSINESS/ DIVISION STRATEGY

FUNCTIONAL STRATEGY

CORPORATE STRATEGY

Source : Materi Prof Sucherly

DIRECTIONALSTRATEGY

PORTFOLIOSTRATEGY

PARENTING STRATEGY

GROWTH

STABILITY

RETRENCHMENT

BCG

GE MATRIX

CONCENTRATION

DIVERSIFICATION

HORISONTAL

VERTICAL

RELATED

UNRELATED(CONGLOMERATION)

COMPARATIVESTRATEGY

COMPETITIVESTRATEGY

COOPERATIVESTRATEGY

GENERIC STRATEGY

COMPETITIVE TACTICS

Cost Leadership

Differentiation

Focus

Speed

MARKETINGSTRATEGY

OPERATIONALSTRATEGY

HUMAN RESOURCESTRATEGY

FINANCIALSTRATEGY

Agenda

Proses Manajemen Strategik

Implementasi Strategi

Pengembangan Strategi

Action PlanBusiness

Need

Misalignment of Organization Strategy and Operational Action

The “Six Stages”: Linking Strategy to Operations

Strategy Develop-

ment

Strategy Transla-

tion

Strategy Alignment

Operation Plan

Monitor and Learn

Test and Adapt

• Mission, values, Vission

• Strategic analysis• Strategy

formulation

1

2 6• Strategy map/themes• Measures/targets• Initiative /portfolios• Funding/strategic expenditures

Klarifikasi &Perancangan Strategi

3

4

• Business Case units• Learning Design & Development Units• Support units• Expert & Employees

• Process Improvement

• Develop Sales Plan

• Plan Resource Capacity

• Plan Budget

Sistem ManajemenKinerja

5

• Strategy Reviews • Operating Reviews

Optimalisasi

Dengan mengintegrasikan ke-enam tahap di atas ke dalam sistem loop tertutup, Anda memiliki kesempatan lebih besar untuk mencapai premium execution .

KembangkanStrategi

MenterjemahkanStrategi keRencanaTindakan

Membuatrencanaoperasional

Mensela-raskanStrategidengan Unit Organisasi

Memantau danmempelajari

Mencoba danberdaptasi

• Profitability analysis• Strategy correlations• Emerging strategies

4 Tahapan Menurunkan Strategic Objective ke Action Plan

Mendefinisikan Sasaran Strategis Organisasi Anda

• Buat proyeksi 3-year financial Plan

• Buat 3-year Customer Plan

• Buat 3 year Internal Process Plan

• Buat 3 year Learning & Growth Plan

Mendefinisikan Sasaran Organisasi dan Ukurannya

Menetapkan sasaran jangka pendek departemen yang selaras dengan sasaranorganisasi

Menurunkan sasran departemen Anda ke sasaran individu dan buat rencanaaksi (Action plan)

1

2

3

4

Rencana Aksi Yang Terlibat Tools & ResourcesEstimasi

Waktu

Membuat proyeksi 3-year financial Plan

Finance Leader

Financial model

atau existing

financial software

2 Minggu

Menetapkan sasaranjangka pendekdepartemen yang selaras dengansasaran organisasi

Executive Team,

Planning Team

dan Department

Managers

Department

Managers meet

with their own

teams

Menetapkan

sasaran Dept.:

½ – 1 HK tiap

department

Menurunkan sasrandepartemen Anda kesasaran individu danbuat rencana aksi(Action plan)

Department

Managers dan

Individual Team

Members

Department

Managers meet

with individual

staff members

One-to-Ones:

1 Jam masing-

masing team

member

Sipa yang Menurunkan Strategi Anda ke Action Plan?

Mendefinisikan Sasaran Strategis Organisasi Anda

• Financial Strategic Objectives (3-year):– To establish a financially stable and profitable company.

– Shift revenue mix majority of product sales to service sales.

– Profitability: Maintain margins at XX%.

• Customer Strategic Objectives (3-year):– Introduce current products to two new markets.

– Increase loyalty, customer satisfaction, referral volume.

• Internal Processes Strategic Objectives (3-year):– To achieve order fulfillment excellence through on-line process improvement.

– Improve or institute a sales process, increase close rate, increase lead generation.

– Improve brand management through consistent use of…

• People & Learning (3-year):– To provide employee with challenging and rewarding work.

– HR Mgmt: Hire and on boarding processes.

– Knowledge Mgmt: Structured training (sales, IT, management, ownership).

1

Mendefinisikan Sasaran Organisasi dan Ukurannya

• Financial Goals (1-Year):– Increase our billable hours by 10% over the next 12 months. (Measure: # billable hours /

Target: 1.2%)

– Achieve sales growth of 10% per year. (Measure: Monthly sales / Target: 1.2%)

• Customer Goals (1-Year):– Realize 10% of the company’s annual sales from the small business market by end of the

next year. (Measure: # of small business clients / Target: 100)

– Reach a 15% annual increase in new customers by end of year 2012. (Measure: % increase in new customers / Target: 15%)

• Internal Processes Goals (1-Year): :– Reduce the time lapse between order data and delivery from 6 days to 4 days by this

June. (Measure: # of days to process each order / Target: 4 days)

– Reduce the number of returns due to shipping errors from 3% to 2%. (Measure: # of returns due to shipping errors / Target: 2%)

• People & Learning Goals (1-Year): :– Reduce turnover among sales managers by 10% by the end of the year. (Measure:

Employee turnover / Target: 10%)

– Hire and train a human relations director by the end of the year. (Measure: Director hired / Target: 100%)

2

List of Common Organization/Department Goals Measure

Menetapkan sasaran jangka pendek departemenyang selaras dengan sasaran organisasi

3

Menurunkan sasran departemen Anda ke sasaran individudan buat rencana aksi (Action plan)

4

Contoh Menurunkan Strategic Objectives ke Individual Goals:

Strategic Objective of Customer Perspective

Short-term (1 year) Division s Goals

Short-term (1 year) Marketing Department

Goals

Research Function Goals

Marketing Methods Sub-function Goals

Competitive Analysis Sub-function Goals

Increase new customer base

Reach a 15% annual increase in new customers. (Due annually for 2 years)

Implement marketing campaign to draw in new markets. (Marketing, due in 12 months)

Research the opportunities in new markets that we could expand into. (Doug) (Marketing, due in 6 months)

Develop campaign material for new markets. (Mary) (Marketing, due in 10 months)

Research marketing methods best for reaching the new markets. (Mary) (Marketing,due in 8 months)

Complete a competitive analysis study of our current and prospective markets. (Doug) (Marketing, due in 60 days)

Campaign Dev Function Goals

Business Unit/

Division Level

Functional Level