PENGANTARMANAJEMEN STRATEGIK
By Dr. Ir. John Sihotang, MM
Bandung, 02 Agustus 2017
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
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