StrategicThinkingMap

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STRATEGI

MANAGEME(MANAJEMESTRATEGIS

YOSRI AZWAR


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DEFINISI

Strategi, adalah pola dalam pengambilan keputusan yang memposisikan odalam lingkungannya dan berpengaruh kepada perilaku organis

adalah rencana yang berorientasi ke masa depan (future-orientemenjadi panduan bagi para manajer dalam pengambilan keputu

Perencanaan Strategis, adalah serangkaian proses yang digunakaorganisasi untuk memahami situasi dan menghasilkan panduan

pengambilan keputusan bagi organisasi.

Manajemen Strategis, adalah falsafah di dalam mengelola organisaberorientasi eksternal dan menghubungkan perencanaan strateg

pengambilan keputusan operasional. Manajemen Strategis bertu

mencapai kesesuaian yang produktif dan kreatif antara lingkung

dengan situasi internal organisasi.


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Strategic Thinking Map ofStrategic Management

Strategic Thinking External Orientation Analyze Data Question Assumptions enerate !e" I#eas

Strategic Thinking External Orientation Analyze Data Question Assumptions enerate !e" I#eas

Strategic PlanningSituational Analysis External Analysis

Internal Analysis Directional Strategies

ManaStrat

Mome Manageria Strategy E

Emergent Re&initiate'(in)ing

ManaStrat

Mome Manageria Strategy E

Emergent Re&initiate'(in)ing

Strategy Formulation Directional Strategies A#apti$e Strategies Mar)et Entry Strategies *ompetiti$e Strategies

Planning the Implementation Ser$ice Deli$ery Strategies Support Strategies Action +lans

External

En$ironment

Extern

En$iro

ExternalEn$ironment


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STRATEGITIN!ING(PEMIKIRAN STRA

YOSRI AZWAR


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STRATEGICTIN!ING

Strategic thinkingadalah proses intelektual individu, cara bemetode analisa intelektual, yang mengharuskan seseorang meng

posisi sebagai pemimpin dan melihat secara global (see the big

Secara spesifik, strategic thinking adalah: Memahami realitas suatu perubahan Bertanya tentang asumsi dan aktivitas terkini (current assumptions and Membangun berdasarkan pemahaman sistem Mimpi akan masa depan yang mungkin (possible future)

Menghasilkan! membangkitkan gagasan"gagasan baru (new ideas), dan Mempertimbangkan kesesuaian organisasi dengan lingkungan luarnya


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Strategic thinkerssenantiasa bertanya tentang:

#pa yang sedang kita lakukan sekarang, namun seharusnya dihentikan

#pa yang tidak kita lakukan sekarang, tetapi harus kita mulai melakukan

#pa yang sedang kita lakukan sekarang dan harus dilanjutkan, tetapi deyang samasekali berbeda$

Pertanyaan ini adalah berlaku bagi seluruh kegiatan di dalam org

produk dan jasa proses internal kebijakan dan prosedur strateg

sebagainya!

STRATEGIC TIN!ING


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Strategic thinkersmemeriksa! menguji asumsi"asumsi, memsistem, dan mengembangkan alternatif skenario masa depan.

Strategic thinkersmeramalkan teknologi eksternal, perubahadan demografi, demikian juga dengan perubahan penting dalam

kebijakan! peraturan.

Sebagaimana dunia yang berubah, demikian juga halnya dengan

menuju sukses (rule for success)!%eknologi baru, perubahan npergeseran demografi, lingkungan politik yang bermusuhan, pera

yang rumit, kondisi ekonomi yang bergejolak, dan persaingan yan

mengharuskan adanya pendekatan baru, produk dan jasa baru, d

baru dalam memberikannya.

STRATEGIC TIN!ING


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Strategic'(in)ing

Strategic'(in)ing

Strategic+lanningStrategic+lanningStrategicMomentum

StrategicMomentum

*orporate %e$el

Strategic'(in)ing

Strategic'(in)ing

Strategic+lanning

Strategic+lanning

Managingt(e Strategy


Di$isional,-usiness%e$el

'(e %in) -et"een %e$els of Strategic Managemen

Organizational%e$el

Strategic

'(in)ing

Strategic

'(in)ing

Strategic+lanning

Strategic+lanning



.nit %e$elStrategic'(in)ing

Strategic'(in)ing

Strategic+lanning

Strategic+lanning



Operasi/unctiona

STRATEGIC TIN!ING


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'(e Strategy *onceptLevels of Analysis

*orporateStrategy-usinessStrategy/unctionalStrategy

*(oice of pro#ucts*(oice of mar)ets*(oice of competitors

W(ere tocompete?0o" tocompete?

0o" tocontri1ute?

STRATEGIC TIN!ING


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RATE OF PROFIT

ABOVE THE

COMPETITIVE

LEVEL

How do we

Make

money?

INDUSTRYATTRACTIVENESS

Which

Businesses

should we be

in?

COMPETITIVE

ADVANTAGE

How should

we compete?

CORPORATE

STRATEGY

BUSINESS

STRATEGY

'(e Strategy *onceptLevels of Analysis

STRATEGIC TIN!ING


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/orms of Strategy

Inten#e# strategy

Realize# strategy

Deli1eratestrategy

Emergent

strategies

!on&realize#strategies

Normally emergent strategy comes fromlearning an issemination !it"in t"e organi#ation$

Mint"#erg$s Criti%ue o& Formal StPlanning' T"e fallacy of %reiction & t"e f't're is 'n T"e fallacy of etac"ment & im%ossile to

form'lation from im%lementation T"e fallacy of formali#ation & in"iits *e+

s%ontaneity, int'ition an learning$

STRATEGIC TIN!ING


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() *+NG,RANGE PERSPECTI-E2 W0E! DO!E *ORRE*'%Y3 S'R'0I!4I! +RO+E%S MA!AERS 'O '0I!4 A-O.' '0E %O! RS'RA'EIES A!D RESO.R*E A%%O*A'IO! -EYO!D '0E *.RR

YEAR2

.) STRATEGIC ANA*/SIS2 S'RA'EI* '0I!4I! AD6A!*ED '0'0E DE6E%O+ME!' O/ !EW3 S0AR+ER A!A%Y'I*A% 'OO%S2 '0'OO%S 0E%+ S'RA'EIS'S 'O MA4E -E''ER SE!SE O/ '0EIRMAR4E'S3 *OM+E'I'ORS3 A!D I!D.S'RIES2

0) 12A*IT/2 '0E RE*O!I'IO! O/ Q.A%I'Y AS A S'RA'EI* 6ARE+RESE!'ED A! IM+OR'A!' E6E!' I! '0E E6O%.'IO! O/S'RA'EI* '0I!4I!2 '0E .SE O/ 'ARE'ED DA'A 'O.!DERS'A!D A!D *O!'RO% +RO*ESSES WAS A %EA+ /ORWA/OR *OM+E'I'I6E A!A%YSIS2

STRATEGIC TIN!ING

'E! S'RA'EI* '0I!4I! -I IDEAS


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3) P+RTF+*I+ TE+R/2 '0IS '0EORY IS -ASED O! '0E +RO+O'0A' -.SI!ESSES *A! DISAREA'E '0EIR +ROD.*'S3 SEA!D MAR4E'S I!'O *A'EORIES '0A' -E''ER I!/ORM RESOA%%O*A'IO! DE*ISIO!S2

4) SCENARI+ P*ANNING2 S*E!ARIOS 0A6E +RO6E! 'O -E A .A!D +RA*'I*A% WAY 'O '0I!4 A-O.' '0E ORA!IZA'IO! ASW0O%E A!D I'S I!'ERA*'IO! WI'0 '0E E!6IRO!ME!'2 S*E!+%A!!I! 0AS -E*OME A 7S'A+%E8 O/ MA!Y S'RA'EI* '0I

+RO*ESSES25) RES+2RCE A**+CATI+N M+DE*S2 'WO +RIMARY RESO.R*

A%%O*A'IO! MODE%S E9IS' I! S'RA'EI* '0I!4I!2 O!E IS '+ERS+E*'I6E O/ '0E I!D.S'RIA% E*O!OMIS'S W0O '0I!4 O/IRM AS A++%YI! I'S RESO.R*ES 'O O++OR'.!I'IES *REA'

'0E A*'IO!S O/ *OM+E'I'ORS OR '0E !EEDS O/ *O!S.ME'0E RESO.R*E&-ASED 6IEW3 O! '0E O'0ER 0A!D3 *O!'E!

'0A' S.**ESS/.% S'RA'EIES DERI6E /ROM A /IRM:S A-I%I'%E6ERAE I'S OW! .!IQ.E I!'ER!A% RESO.R*ES A!D

STRATEGIC TIN!ING



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6) C+RP+RATE C2*T2RE2 S'RA'EIES '0A' ARE *O!SIS'E!'

*.%'.RE ARE MORE %I4E%Y 'O S.**EED2

7) *EADERSIP2 E//E*'I6E %EADERS0I+ IS A! ESSE!'IA% 6ARII! '0E S'RA'EY /ORM.%A'IO! A!D IM+%EME!'A'IO! +RO*%EADERS M.S' E!S.RE '0A' S'RA'EY %I!4S 'O '0E 6A%.E6ISIO! O/ '0E ORA!IZA'IO!2

8) METRICS TAT MATTER2 /OR S'RA'EIES 'O WOR43 MA!AM.S' MO!I'OR IM+%EME!'A'IO!2 OOD ME'RI*S ARE REQ./OR S.**ESS/.% MO!I'ORI!2

(9)STRATEGIC +RGANI:ATI+NA* DESIGN2 E6E! '0O.0 I' O!*E A *O!'RO6ERSIA% IDEA3 MOS' AREE '0A' ORA!IZADESI! ;S'R.*'.RE< M.S' /O%%OW A!D /A*I%I'A'EIM+%EME!'A'IO! O/ '0E S'RA'EY2

STRATEGIC TIN!ING



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STRATEGI

P*ANNIN(PEREN-ANAASTRATEGIS)

YOSRI AZWAR


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Strategic planningis t(e perio#ic proces#e$eloping a set of steps for an organization toaccomplis( its mission an# $ision using strategict(in)ing2 '(erefore3 perio#ically3 strategic t(in)ertoget(er to reac( consensus on t(e #esire# futurorganization an# #e$elop #ecision rules for ac(iet(at future2 '(e result of t(e strategic planning pis a plan or strategy$

STRATEGIC P*ANNINGSI'.ASIO!A% A!A%YSIS


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More speci=cally3 strategic planning>

pro$i#es a se?uential3 step&1y&step process for ca strategy3

in$ol$es perio#ic group strategic t(in)ing;1rainstorming< sessions3 re?uires #ata,informatiincorporates consensus an# @u#gment3

esta1lis(es organizational focus3 facilitates consistent #ecision ma)ing3 reac(es consensus on "(at is re?uire# to = t t(e

organization "it( t(e external en$ironment3 an# results in a #ocumente# strategic plan2

STRATEGIC P*ANNINGSI'.ASIO!A% A!A%YSIS


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STRATEGIC P*ANNING

o$ernment Institution -usiness Organization E#ucational Institution Religious Institution Researc( Organization In#i$i#ual,*onsumers

o$ernment Institution -usiness Organization E#ucational Institution Religious Institution Researc( Organization In#i$i#ual,*onsumers

+lanning,Ry Organiz

+rimary + Secon#ary

+ro$i#ers +ro$i#er

Represent In#i$i#ual

rs

+lanning,Ry Organiza

+rimary +r Secon#ary

+ro$i#ers +ro$i#er

Represent In#i$i#ual,

rs

*ompetitors

o$:t,+ri$ate Ser$ices -usiness Organization !on&pro=t Organization Ot(er %ocal Organization In#i$i#ual,*onsumers

Demograp(ics +syc(ograp(ics 0ealt( Status

eneral En$ironment 0ealt( *are E

Ser$ice Area

E9'ER!A% A!A%YSIS

SI'.ASIO!A% A!A%YSIS


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*onsumer DeterminantsSer$ice Area Determinants

Mar)et,Organization Determinants

Ser$ice 'ype +ersonal 6alues.sage Rate Social 6alues-ran# +re#isposition Epistemic 6alues

+referre# Image +ast Experiences+ersonal State of 0ealt(

%ocation Dri$e 'ime'ransportation +ar)ing Ease,Access

*on$enience 0ours of Operation Safety Way =n#ing

+rice %e$elImage

Ser$ice A$aila1leSer$ice

/rien#liness *aring Wait 'ime

Quality of Information We1site +(one *onsult -roc(ures an# A#$ertisement Instructions Demonstrations

Ser$ice Area

STRATEGIC P*ANNING


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eneralEn$ironme

nt

0

'ec(nological

+olitical*ompetiti$

e

Regulatory EconomicSocial

Monitoring+rocess

STRATEGIC P*ANNING

E9'ER!A% A!A%YSIS



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Techni%ue PrimaryFocus

A;


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Techni%ue

PrimaryFocus

A;


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%o" 0ig(

0ig(

F

F

Imp

actont(eOrganiz

ation

+ro1a1ility of 'ren# *ontinuing

*ritical issues to rig(t of t(e line s1e a##resse# in tstrategic plan

En$ironmental 'ren#,Issue +lot


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Tren;@ Issue+pportuni

ty@ ThreatE


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#daptive

Management

Scenario

&lanning

'ptimal

(ontrol)edging

*o+

Types of Approach

)igh

Ucer!a"!y

(ontrollable

Co!ro##a$"#"!y

ncontrollable

Scenario %lanning is a%%ro%riate for systems in !"ic" t"ere isa lot of 'ncertainty t"at is not controllale$ In ot"er caseso%timal control, "eging, or aa%tive management may ea%%ro%riate res%onses


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'(e 6alue *(ain (Mic"ael E$ Porter)

Supportacti$itie

s

A##

$alu

e

Ser$iceDeli$ery

A##$alue

S'RA'EI* RESO.R*ES/inancial 0uman Information 'ec(nology

ORA!IZA'IO!A% S'R.*'.RE/unction Di$ision Matrix

ORA!IZA'IO!A% *.%'.RES(are# Assumption S(are# 6alues -e(a$ioral !orms

+RE&SER6I*EMar)et Researc(

'arget Mar)etSer$ices Oere#+ricing+romotionDistri1ution

+OI!'&O/&SER6I*E*linical Operation

Quality+rocess Inno$ation

Mar)eting+atient Satisfaction

A/'ER&SER6I*E/ollo"&up

*linicalMar)eting

-illing/ollo"&on

*linicalMar)eting

STRATEGIC P*ANNING

I!'ER!A% A!A%YSIS



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+re&

Ser$ice

+ointof

Ser$ice

After

Ser$ice

*ulture

Structure

Strategic Resources

Ser$ice Deli$eryStrengt( B Wea)ness

*ultureStrengt( B Wea)ness

StructureStrengt( B Wea)ness

Strategic ResourcesStrengt( B Wea)ness

6alue

Rare

Imita1le

Sustaina1le

*ompetiti$elyRele$antStrengt(s

or

*ompetiti$elyRele$antWea)nesses

Step (

I#entify Strengt(an# Wea)ness

Step .

E$aluate *ompetiti$eRele$ance for Strengt(

an# Wea)ness

/ocusStrengt

Strategic '(in)ing Map for Disco$ering

*ompetiti$e A#$antages an# Disa#$antages

STRATEGIC P*ANNING

I!'ER!A% A!A%YSIS



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Tren;@Issue+pportunity@T

hreatE


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S W

O T

-alue Chain>

+re&ser$ice+oint of Ser$iceAfter Ser$ice

*ulture3Structure3Resources

eneral En$ironment0ealt( *are En$ironment

Ser$ice Area

eneral En$ironment0ealt( *are En$ironment

Ser$ice Area

I!'ER!A%

E9'ER!A%

AD6A!'AE DISAD6A!'AE

-alue Chain>

+re&ser$ice+oint of Ser$iceAfter Ser$ice

*ulture3Structure3Resources

S+T ANA*/SIS

STRATEGIC P*ANNING


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STRATEGIC P*ANNING

MISSIO! ME!AM-AR4A! MA4S.D 40.S.S A'A. A%ASA! ORA!ISI DID

6ISIO! MEM-E!'.4 MIM+I +ARA MA!AJER3 4ARYAWA!3 DA! +I0A4

-ER4E+E!'I!A! A4A! MASA DE+A! ORA!ISASI2 6ISI ADA%A00ARA+A! MASA DE+A! ORA!ISASI

6A%.ES ADA%A0 +RI!SI+&+RI!SI+ YA! DIA!.' O%E0 ORA!&ORA! YA!

DI ORA!ISASI2 6A%.ES ADA%A0 +A!D.A! YA! 0AR.S DI+A'.0+ARA MA!AJER DA! 4ARYAWA! SE%AMA +ROSES +E%A4SA!AA! M+E!*A+AIA! 6ISI DA! '.J.A! S'RA'EIS ;S'RA'EI* OA%S,It 1ua;rant Relate# Di$ersi=cation .nrelate# Di$ersi=cation Mar)et De$elopment +ro#uct De$elopment En(ancement Status Quo

Sur


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MANAGING STRAM+MENT2M

(M9MENT:M STRAT

YOSRI AZWAR

STRATEGI DAN


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S!ra!e&" pa'a se(!or S)as!a(Private "ector)

STRATEGI DANPENGG2NAANN/A

disturbed turbulent

placid clustered placid

*o+

Types of E*"ro+e!

)igh

Mar(e!

Vo#a!"#"!y

-efensivepassive/

Or"e!a!"o of Co+pe!"!or

'ffensiveaggressive/

STRATEGI DAN PENGG2NAANN/A


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dreamer "/ prospector "/

reactor "/ defender "/*o+

)igh

-efensivepassive/

'rientation of (ompetitor

Market

0olatility

Types of S!ra!e&y

'ffensiveaggressive/

developer 1/

custodian 1/

entrepreneur 1/

stabili2er 1/

analy2er 1/

S!ra!e&" pa'a se(!or S)as!a(Private "ector)




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S!ra!e&" pa'a se(!or P,$#"((Public "ector)


disturbed turbulent

placid clustered placid

*o+

avoidance/

)igh

collaboration3esponsiveness

&ressure

for #ction

Types of E*"ro+e!

*o+

)igh



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S!ra!e&" pa'a se(!or P,$#"((Public "ector)


dominator "/ mutualistic "/

drifter "/ posturer "/*o+

)igh

Types of S!ra!e&y

1/ directorcompromiser 1/

1/ bureaucrats accommodator 1/

*o+

avoidance/

)igh

collaboration3esponsiveness

&ressure

for #ction

AP*I!ASI PENDE!ATAN


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STRATEGIS

stars +ildcats

cash co+s dogs

)igh

3elative Market Share

4ro+th

&otential

Pro',c!-Ser*"ce Por!fo#"o

*o+

*o+

)igh

Por!fo#"o Se(!or P,$#"( . S)as!a(Public # Private "ector Portfolios)

AP*I!ASI PENDE!ATAN STRATEGIS


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sitting ducks dark horses

angry tigers sleeping dogs

3elative Stakeholder Support

%ractability

Iss,e Por!fo#"o

*o+

)igh

)igh *o+

Por!fo#"o Se(!or P,$#"( . S)as!a(Public # Private "ector Portfolios)




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&olitical &roactive

Buffered &rofessional

*o+

)igh

)igh

5nternal (apacity

67ternal

(ontrol

Types of Or&a"/a!"os

*o+

Se(!or P,$#"( . S)as!a


MEMAAMI IS2 IS2 STRATEGIS


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)uman resource needs

e8uity/

5nnovation and change

transition/

Maintenance of tradition

preservation/

3ationale process

productivity/3egulatory

and

controlled

'pen

and

fle7ible

67ternal

-irection of #ttention

Scan

#pproach

Types of De*e#op+e!s Fac"& Or&a"/a!"os

5nternal

MEMAAMI IS2,IS2 STRATEGIS

Se(!or P,$#"( . S)as!a

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