STRATEGIC MANAGEMENT MANAJEMEN STRATEGI PENGERTIAN DAN PROSES 991122
Kepustakaan� Strategic Management, John A. Pearce II and Richard B. Robinson, Jr.,
6th & 5th Ed., Irwin, 1997 & 1994
� Strategic Management, Fred. R. David, 6th Ed., Prentice Hall, 1997
� Strategic Management, Charles W.L. Hill and Gareth R. Jones, 4th Ed., Houghton Miflin, 1998
� Strategic Management, Michael A. Hitt, R. Duane Ireland, and Robert E. Hoskisson, 2nd Ed., West Publishing, 1996
� Strategic Management, Samuel C. Certo and J. Paul Peter, 3rd Ed., Irwin, 1995
� The Strategy Concept and Process, Arnoldo C. Hax and Nicolas S. Majluf, 2nd Ed., Prentice Hall, 1996
� Strategy Safari, Henry Mintzberg, Bruce Ahlstrand, and Joseph Lampel, The Free Press, 1998
� Visionary Leadership, Burt Nanus, Jossey-Bass, 1992
991122
SOAL UJIAN AKHIR STRATEGIC MANAGEMENT17 Desember 1999 - (40 menit)
Berhubung seorang kawan mengenal anda telah lulus ujianManajemen Strategik tingkat Magister, dia meminta nasihatkepada anda. Dia memiliki modal sebesar X rupiah (Pilihlahangka X ini antara Rp. 10 juta sampai Rp 10 milyar), dan iaingin berusaha. Dia minta anda nasihat: bagaimana memilihusaha yang cocok untuk dan apa yang harus dilakukannyasehingga kemungkinan suksesnya lebih besar.
Tugas anda: Menuliskan proses yang baik sesuai prosesmanajemen strategik yang anda ketahui (termasuk toolsyang dipakai serta uraian ringkas teori/pengertiannya) sertaaplikasi dalam kasus kawan anda tersebut.
000524
991122
Sikap ke Perubahan Masa Depan
� Passive� Tak peduli apa itu masa depan, yang penting kerjakan sebaik-baiknya sekarang.
Yang penting, kita kerja keras dan makin efisien.
� Reactive� Kita tunggu saja apa perubahannya, kita nanti sesuaikan/adaptasi dengan
keadaan perubahan itu.
� Anticipative� Kita perlu mencari tahu akan terjadi perubahan apa, sumber-sumber
perubahannya. Kita harus sudah menyiapkan sarana prasarana dan ikutberubah bersama.
� Proactive� Obsesi untuk menjadi pemimpin perubahan, ikut menentukan dan
menciptakan perubahan, menentukan standar-standar baru industri.
Modified from:Brown & Eisenhardt, Competing on the Edge, 1998, Chapt. 1
000524
KONSEP DASAR *( Oleh: Hiskak Secakusuma, 1990 )
MISSIONMISI
SWOTALU
STRATEGIESALTERNATIF DAN PILIHAN
OPERATING STRATEGIESSTRATEGY TAHUNAN
IMPLEMENTATIONPELAKSANAAN & PENGENDALIAN
COMMITMENTTEKAD
* BUILDING BLOCKS
991122
KERANGKA KERJA
MPr + Ma + TeGo + Ph + Sc
IE + EE+ CP + FC
PO
GS + LO
OS + AO + P
SLCR + Control
C991122
Strategy Formulation Framework000601
STAGE 1 : THE INPUT STAGE
STAGE 3 : THE DECISION STAGE
STAGE 2 : THE MATCHING STAGE
External FactorEvaluation (EFE)
Matrix
Internal FactorEvaluation (IFE)
Matrix
CompetitiveProfileMatrix
TOWSMatrix
BCGMatrix
SPACEMatrix
Grand StrategyMatrix
Internal-ExternalMatrix
QSPMQuantitative Strategic Planning Matrix
David, 6th Ed., 1997, Fig. 6-2
MISI DAN VISI
� VISION (The Future State)
� MISSION (ABOUT OUR BUSINESS & ABOUT US)
� STRATEGIC INTENT (OBSESSION, WINNING, LEADERSHIP)
� CORE COMPETENCE (CAPABILITY, SUSTAINED ADVANTAGE)
� STRATEGY (ACTIONS & DECISIONS, FIT TO COMPETITIVE ENV.)
000524
VISION
� The ability to think about the future (Advanced Learner’s Dict.)
� Aspiration, Values, and Philosophies (Certo & Peter)
� = Mission (Hill & Jones)
� No definition (Hitt et.al.)
� What do we want to become? (David)
The Future State of the Company
Keadaan (kejayaan) Perusahaan di Masa Depan
000528
MISSION� A particular aim to fulfil more than anything else (Adv. Learner’s Dict.)
� Specific Statement of Organizational Purpose (Certo & Peter)
� A formal declaration of what the company is trying to achieve
over the medium to long term (Hill & Jones)
� Statement of a firm’s unique purpose and the scope of its
operations in product and market terms (Hitt et. al.)
� Enduring statements of purpose that distinguish one business
from other firms. What is our business?.(David)
Satu pernyataan tentang batasan dan pedoman usaha
perusahaan serta tujuan yang hendak dicapainya.
000528
STRATEGIC INTENTWe believe that the application of concepts such as
“strategic fit”, “generic strategies”, and the “strategy
hierarchy” have often abetted the process of
competitive decline. (8 rules, 7=S, 5 forces, 4 stages, 3 generics, 2x2 matrices)
To create an obsession with winning and sustained for
global leadership.
- captures the essence of winning
- stable over time
- sets a target that deserves personal commitment
Hamel & Prahalad, HBR May-June 89, Page 63-76
000528
CORE COMPETENCE
A core competence is a central value-creating
capability of an organization - a core skill.
- Identification of current core competence
- Establish the core competence agenda
- Create new business opportunities
Hill & Jones, 4th Ed., 1998, Chapter 10Hamel & Prahalad, HBR May-June 89, Page 63-76
000528
� A plan designed for a particular purpose (Adv. Learner’s Dict.)
� The patern that integrates goals, policies, and actions
sequences into a cohesive whole (Certo & Peter)
� Specific patern of decisions and actions to achieve an
organization’s goals (Hill & Jones)
STRATEGY
Satu set keputusan dan kegiatan yang pas dengan
lingkungan persaingan yang dinamis untuk mencapai
tujuan perusahaan yang ditetapkan.
000528
PERNYATAAN MISITIGA SEHAT ENAM SEMPURNA
� Produk dan/atau Jasa (Products/Services, yang menyediakan nilai atau manfaat sepadan dengan harganya)
� Pasar atau Konsumen (Consumers, kebutuhan segmenpasar tertentu yang akan dilayani/dipenuhi)
� Teknologi Bersaing (Technology, yang dipakai dalamproses menciptakan nilai/manfaat produk atau jasa yang bersaing)
� Tujuan (Goals, tujuan yang akan diperjoangkan untuk periode
perencanaan: survival, growth, profitability)
� Falsafah (Philosophy, dasar keyakinan dan nilai-nilai yang
menjadi landasan kebersamaan dalam berinteraksi)
� Konsep Diri (Self Consept, kompetensi dan ciri keunggulanyang diagungkan, termasuk mana intern: apakah kita ini dan ekstern: apakah citra yang kita inginkan)
991122
991129
Pearce & Robinson, 6th Ed, 1997, Page 29David, 6th Ed, 1997, Page 88
SWOT STRENGTH-WEAKNESS-OPPORTUNITY-THREATANALISIS LINGKUNGAN USAHA
� Analisis Usaha Intern (Internal Environment)
� Analisis Usaha Ekstern (External Environment)
� Analisis Persaingan (Competitive Profile)
� Teknik Prakiraan (Forecasting)
991122
Analisis Lingkungan Ekstern
THE FIRM
Operating Environment(Global and Domestic)
Competitors, Creditors,Customers, Labors,
Suppliers
Industry Environment(Global and Domestic)
Entry barriers, Supplier, Buyer,Substitute, Rivalry
Remote Environment(Global and Domestic)
Economic, Social, Political, Technological, Ecological
Pearce & Robinson, 6th Ed, 1997, Fig. 3-1
991129
Analisis Industri(Porter’s Five Forces)
Potentialentrants
Potentialentrants
SubstitutesSubstitutes
BuyersBuyersSuppliersSuppliersRivalry amongexisting firms
Bargaining power of Bargaining power of
Threat ofnew entrants
Threat of
991129
Pearce & Robinson, 6th Ed, 1997, Fig. 3-4
FactorEndowments
FactorEndowments
National Competitive Advantage(Porter’s Diamond)
Strategy, Structure,Rivalry
Strategy, Structure,Rivalry
Related & Supp.Industries
Related & Supp.Industries
DemandConditions
DemandConditions
000524
Hill&Jones, 4th Ed, 1998, Fig. 3-8
NationalCompetitiveAdvantage
Actions and responses shape the competitive
positions of each firm’s business level strategy
Actions and responses shape the competitive
positions of each firm’s business level strategy
Actions taken by one firm elicit responses from competitors
Actions taken by one firm elicit responses from competitors
A firm’s strategic conduct is dynamic in nature
A firm’s strategic conduct is dynamic in nature
Competitive responses lead
to additional actions from the firm that
acted originally
Competitive responses lead
to additional actions from the firm that
acted originally
CompetitiveDynamics
CompetitiveDynamics
HYPERCOMPETITION(D’Aveni’s - Teori Obok-obok)
D’Aveni, Hypercompetition, 1994
000607
� HYPERCOMPETITION� The stable periods have become shorter. Sustainable advantages are
becoming more temporary everyday.
� FOUR ADVANTAGES/ARENAS of Competition� Cost & Quality, Timing & KnowHow, Strongholds, Deep Pockets
� NEW 7-S’s Analysis� Vision for Disrupting
� Superior Stakeholder Satisfaction� Strategic Soothsaying
� Capabilities for Executing Disrupting� Capability for Speed� Capabilty to Surprise
� Tactic Used to Deliver the Disruptions� Shifting the Rules� Signaling� Simultaneous & Sequential Thrusts
HYPERCOMPETITION(D’Aveni’s - Teori Obok-obok)
D’Aveni, Hypercompetition, 1994
000607
� FOUR ADVANTAGES/ARENAS of Competition
Price & QualtyPrice & Qualty
Timing/Know-howTiming/Know-how
StrongholdStronghold
PerfectCompetition
PerfectCompetition
Deep PocketsDeep Pockets
HYPERCOMPETITION(D’Aveni’s - Teori Obok-obok)
D’Aveni, Hypercompetition, 1994
000607
� NEW 7-S’s Analysis
VISIONSatisfactionSoothaying
MarketDisruption
CAPABILITYSpeed
Surprise
TACTICSShifting
SignalingSimultaneous
Analisis Usaha Intern(Merumuskan Strengths & Weaknesses)
� Fungsional (Produksi, Keuangan, HRD, Marketing, R&D)
� Value Chain (Prasarana dan Operasional)
� Tolok Ukur (Rata-rata Industri, Pesaing, Obsesi)
� Key Success Factors (Current, Potential)
� Competence (Assets, Capabilities)
000601
Analisis Keunggulan
RESOURCESTangible + Intangible
RESOURCESTangible + Intangible
CAPABILITIESSkill + Knowledge
CAPABILITIESSkill + Knowledge
CORECOMPETENCIES
CORECOMPETENCIES
SUSTAINABILITY
COMPETITIVEADVANTAGE
COMPETITIVEADVANTAGE
Hill & Jones, 4th Ed., 1998, Fig. 3.2 (mod)
000601
Evolusi DaurIndustri/Produk
000524
Time
Embryonic
Growth Shakeout Maturity Decline
Dem
and
Hill & Jones, 4th Ed., 1998, Fig. 3.6
Analisis Persaingan(Competitive Profile Matrix)
Company Competitor 1 Competitor 2Success Factors Weight Rate Score Rate Score Rate Score
Total Weighted Score
Market Share
Price
Fin. Position
Product Quality
Customer Loyalty
etc.
David, 6th Ed., 1997, Fig. 4-18
000601
KONSEP DASAR
MISSIONMISI
SWOTALU
STRATEGIESALTERNATIF DAN PILIHAN
OPERATING STRATEGIESSTRATEGY TAHUNAN
IMPLEMENTATIONPELAKSANAAN & PENGENDALIAN
COMMITMENTTEKAD
000607
CORPORATE LEVEL
GLOBAL LEVEL
BUSINESS LEVEL
OPERATING LEVEL
VALUE OF THE FIRM
VALUE &/or COMP.
COMPETITIVENESS
PRODUCTIVITY
FINANCIAL STRATEGIES
MISSIONMISI
SWOTALU
STRATEGIESALTERNATIF DAN PILIHAN
OPERATING STRATEGIESSTRATEGY TAHUNAN
IMPLEMENTATIONPELAKSANAAN & PENGENDALIAN
COMMITMENTTEKAD
010306
Faktor Pencapaian
Finance & Accounting
Balanced Scorecard
Financial Criteria(Morden 18 & Lynch 9)
Accounting for Improvement(Hope : Issue 6)
Four PerspectivesFinancialCustomerInternal Business ProcessLearning & Growth
Four ProcessesTranslating the VisionCommunicating & LinkingBusiness PlanningFeedback & Learning
Building Stra-Man SystemNational’s 10 Steps
Berbagai Jenis Strategi
� Strategi Portofolio (BCG, GE, McKinsey, Lifecycle)
� Strategi Generik (Porter)
� Strategi Utama (Grand Strategies)
� Strategi SWOT (SWOT Strategy Analysis)
� Strategi-strategi Operasional (Operating)
991122
Berbagai Kelompok Strategi
� Stars, Cash-Cows, Dogs, Question Marks
� Invest/Grow, Selectivity, Harvest/Divest� Winner, Profit Producer, Average, Question, Loser
Berbagai Jenis Strategi
� Broad Differentiation, Broad Low-Cost (Overall Cost Leadership), Focus Differentiation, Focus Low-Cost
� Concentrated Growth, Market Development, Product Development, Innovation, Horizontal Integration, Vertical Integration, Concentric Diversification, Conglomerate Diversification, Turnaround, Divestiture, Liquidation
� Bentukan: New, Acquisition, JV, Strategic Alliances, Concortia� Strategi-strategi operasional/fungsional di bidang : Produksi,
Marketing, Keuangan, Sumberdaya Manusia, Riset, Organisasi & Manajemen, dan Sistim Informasi
991122
STRATEGI STRATEGI UTAMA12 GRAND STRATEGIES . The comprehensive, general plan of major actions through which a firm intends to achieve its long term objectives in a dynamic environment.
� Concentrated Growth (product, market, technology)
� Market Development (geographic, segments)
� Product Development (prolong life cycle, brand name)
� Innovation (new lifecycle, existing obsolete)
� Horizontal Integration (similar business)
� Vertical Integration (forward, backward)
� Concentric Diversification (synergistic possibilities)
� Conglomerate Diversification (financial synergy)
� Turnaround/Retrenchment (cost, assets)
� Divestiture (business, major component)
� Liquidation (assets value, non-going concern)
� Bentukan: New Venture, Acquisition, Joint Ventures, Strategic Alliances, Consortia
Pearce & Robinson, 5th Ed, 1994, Ch. 7
991122
Perangkat Pencari Alternatif
� Analisis SWOT (SWOT Analysis Matrix)
� Diagram SWOT (SWOT Diagram)
� Analisis Strategi Generik (Porter’s Generic Strategies)
� Pilihan Strategi Utama (Grand Strategy Selection)
� Matriks Strategi Utama (Grand Strategy Matrix)
� Analisis SPACE (Strategic Position & Action Eval. M.)
� Matriks Portofolio (BCG, GE, McKinsey, Lifecycle,Core)
991122
STRATEGIES IMPLEMENTATIONFORMULATION
PROCESSASSETS &
CAPABILITIES
BUSINESSMISSION
STRATEGIC MANAGEMENT FORMULATION PROCESS(TRADITIONAL APPROACH or FIT APPROACH-IO Approach)
DYNAMICENVIRONMENT
OUTSIDE - IN
Mencari alternatif strategi sebanyak-banyaknya(yang fit pada lingkungan ekstern ddan intern)Dan memilih yang terbaik di antaranya.
STRATEGIES IMPLEMENTATION
DYNAMICENVIRONMENT
FORMULATION
PROCESSASSETS &
CAPABILITIES
GOAL
BUSINESSMISSION
STRATEGIC MANAGEMENT FORMULATION PROCESS(RESOURCE-BASED APPROACH or COMPETENCE-BASED APPROA CH)
ASSETS &CAPABILITIES
STRATEGIC INTENT
INSIDE - OUT
Mencari alternatif kompetensi sebanyak-banyaknya(yang feasible untuk dipertahankan atau dibangun)Dan memilih yang terbaik di antaranya dan menetapkan strateginya
Perangkat Pencari Alternatif Portofolio
BCG Growth-Share Matrix (Boston Consulting Group)
Relative Market ShareHigh Low
Hig
hLo
wIn
dust
ry G
row
th R
ate
Hill & Jones, 4th Ed., 1998, Fig. 10.1
991122
Perangkat Pencari Alternatif Portofolio
CFROI (Cashflow Return on Investment, BCG)Strategies for Value Creation
CFROI (%)
Size
Cost of Capital (Tolok Ukur)
Memilih Core of Business :Ide dari BCG di Jaya, 1997
* Increase CFROI* Hold CFROI, Grow Fast* Erode CFROI, Grow Faster
* Increase CFROI* Reduce Reinvestment* Divest or Liquidate
* Increase CFROI* Then Grow
NeutralSpread
Business
NegativeSpreadBusiness
FEDC
PositiveSpread
Business
991122
A
B
Perangkat Pencari Alternatif Portofolio
GE Nine Cell Planning Grid
Invest/Grow
Harvest/DivestSelectivity
Business Strength
Strong Average Weak
Med
ium
Hig
hLo
w
Indu
stry
(pr
oduc
t-m
arke
t) a
ttrac
tiven
ess
Harvest/Divest
Harvest/Divest
Invest/Grow Invest/Grow Selectivity
Selectivity
Pearce & Robinson, 5th Ed, 1994, Fig. 8-7
991122
Perangkat Pencari Alternatif Portofolio
McKinsey Matrix (McKinsey & Company)
Winner Winner
Winner Loser
LoserLoser
Question Mark
Average
ProfitProducer
Hill & Jones, 4th Ed., 1998, Fig. 10.2
Competitive Position
Good Medium Poor
Medium
High
Low
Indu
stry
Attr
activ
enes
s
991122
Perangkat Pencari Alternatif Portofolio
Industry Attractiveness - Business Strength Matrix(McKinsey & Company and General Electric)
Pearce & Robinson, 6th Ed., 1997, Fig. 9-4
Industry Attractiveness
High Medium Low
Medium
High
Low
Bus
ines
s S
tren
gth
SelectiveGrowth
Grow orLet Go
Grow orLet Go
Grow orLet Go
Harvest
Harvest Divest
SelectiveGrowth
Invest
991122
Pearce & Robinson, 6th Ed., 1997, Fig. 9-5
Stage of Market Life Cycle
Introduction Growth Maturity Decline
Moderate
High
LowCom
petit
ive
Str
engt
h
Perangkat Pencari Alternatif Portofolio
Lifecycle Portofolio Matrix
Push
Invest
Aggressive
ly
Caution
Invest
Selectivit
y
Danger
Harvest
991122
Value CreationPotential
High Low
Hig
hLo
wF
itnes
s to
Mis
sion
*
B E
D
C
F
Sell & Realise Value Close / Divest
Invest & Grow
Creat Value /Divest if cannot
improve
Perangkat Pencari Alternatif Portofolio
MISSION and VALUE
Memilih Core of Business :Ide dari BCG di Jaya, 1997
A
* Istilah Vision dipakai oleh BCG
991122
Perangkat Pencari Alternatif Portofolio
Core Competence Agenda
MarketExisting New
New
Exi
stin
gCor
e C
ompe
tenc
e
Fill in the Blanks White Spaces
Premier plus 10 yrs Mega-opportunities
Hill & Jones, 4th Ed., 1998, Fig. 10.3
991122
BUSINESS LEVEL STRATEGIES(Winning the Competition)
� MARKET LEADERSHIP
� COMPETITIVE ADVANTAGE
� TARGET MARKET/CUSTOMERS
OPERATING LEVEL STRATEGIES(Productivity)
� EFFECTIVE (Key Result Area)
� EFFICIENT (Economically)
� SATISFACTION
Perangkat Pencari Alternatif
Matriks SWOT (TOWS Analysis Matrix)
Strenghts Weaknesses
Opportunities
Threats
S OUse strengths to
take advantage ofopportunities
David, 6th Ed, 1997, Fig. 6-3
S TUse strengths to
avoid threats
W TMin. Weaknessesand avoid threats
W OOverc. weaknesses
taking advantageof opportunities
991122
Perangkat Pencari Alternatif
GENERIC STRATEGIES
Strategic Advantage
Differentiation Low Cost
Bro
adN
arro
w/F
ocusS
trat
egic
Tar
get
Differentiationin
Narrow Target
Low Costin
Narrow Target
Differentiationin
Broad Target
OverallCost
Leadership
Michael Porter’s on Competitive Strategy, Video, 1988
991122
Perangkat Pencari Alternatif
Diagram SWOT (SWOT Analysis Diagram)
MajorEnvironmental
Threats
NumerousEnvironmentalOpportunities
SubstantialInternal
Strengths
CriticalInternal
Weaknesses
Pearce & Robinson, 6th Ed, 1997, Fig. 6-1
AggressiveStrategy
DiversificationStrategy
TurnaroundOrientedStrategy
DefensiveStrategy
991122
Pearce & Robinson, 6th Ed, 1997, Fig. 8-4
Vertical IntegrationCongl. Diversification
Horizontal IntegrationConcentric DiversificationJoint Venture
TurnaroundDivest
Liquidation
ConcentratedMarket Development
Product DevelopmentInnovation
MaximizeStrength
OvercomeWeakness
ExternalResources
InternalResources
Perangkat Pencari Alternatif
Grand Strategy Selection991122
Perangkat Pencari Alternatif
Grand Strategy Matrix/Cluster
SlowMarket Growth
RapidMarket Growth
StrongCompetitive
Position
WeakCompetitive
Position
David, 6th Ed, 1997, Fig. 6-11Pearce & Robinson, 6th Ed, 1997, Fig. 8-5
Market PenetrationMarket DevelopmentProduct DevelopmentHorizontal IntegrationVertical IntegrationConcentric Diversification
Market PenetrationMarket Development
Product DevelopmentHorizontal Integration
DivestitureLiquidation
Concentric DiversificationHorizontal DiversificationConglomerate DiversificationJoint Venture
Concentric DiversificationHorizontal Diversification
Conglomerate DiversificationRetrenchment
DivestitureLiquidation
991122
Perangkat Pencari Alternatif
SPACE Matrix (Strategic Position and Action Evaluation)
David, 6th Ed, 1997, Fig. 6-5
EnvironmentalStability
Financial Strength
IndustrialStrength
CompetitiveAdvantage
Aggressive
Competitive
Conservartive
Defensive
+1 +2 +3 +4 +5 + 6-6 -5 -4 -3 -2 -1
-1
-2
-3
-4
-5
-6
+6
+5
+4
+3
+2
+1
991122
In Search of Excellence
� A bias for action (“Do it, fix it, try it”)
� Close to customer
� Autonomy and entrepreneurship� Productivity through people
� Hands-on, value driven
� Stick to the knitting� Simple form, lean staff
� Simultaneous loose-tight properties
000528We chose 75 highly regarded companies (on the subje ct of excellence as we had defined it - continously innovat ive big companies) - Hati-hati karena tidak ada control group.
The 8 attributes that emerged :
Peters & Waterman Jr., 1982
Pemilihan Strategi(Melakukan pemilihan strategi terbaik dari sebanyak-banyak strategialternatif yang telah tersaring)
THE QSPM MATRIX(The Quantitative Strategic Planning Matrix )
STRATEGIC ALTERNATIVES
Weight Strategy 1 Strategy 2 Strategy 3KEY FACTORS
EXTERNAL FACTORSEconomy
Political/Legal/Governmental
Social/Cultural/Demographic/Env.
Technological
Competitive
INTERNAL FACTORSManagement
Marketing
Finance/Accounting
Production/Operation
Research and Development
Computer Information Systems
SUM OF WEIGHTED SCORES
David, 6th Ed, 1997, Tab. 6-5
991122
IMPLEMENTASI STRATEGI DAN KENDALI
Penjabaran Tahunan� Strategi Operasional/Fungsional menjabarkan
Strategi Utama/Bisnis menjadi Strategi menurut fungsimanajemen dan/atau sektor, dan tahapan
� Sasaran Tahunan menjabarkan Sasaran (Objectives) Jangka Panjang menjadi Sasaran yang harus dicapaitahunan
� Kebijakan (Policies) menjabarkan Falsafah danKonsep Diri ke dalam bentuk pedoman perilaku
� Rencana Kegiatan (Action Plan) penjabaran lebihspesifik kapan, apa, siapa, sasaran pendek-pendek
� Taktik adalah kegiatan yang harus dikerjakan sekarang/ segera, sangat spesifik, keputusan pelaksana
991122
IMPLEMENTASI STRATEGI DAN KENDALI
Strategi Fungsional/Operasional
(menjabarkan Strategi menurut fungsi manajemen dan/atau sektor, dan tahapan)
Strategi Produksi (biaya, mutu, pelayanan, frekuensi, sourcing/ manajemen material, proses/otomasi, sistim & kendali)
Strategi Pemasaran (Segmentasi, Posisi, Target, Produk, Harga, Promosi, Distribusi)
Strategi Keuangan (Sumber Dana, Alokasi, Dividen & Modal Kerja)
Strategi Sumber Daya Manusia (Perikrutan, PengembanganKarir, Kompensasi, Evaluasi Kinerja, Sistim R/P, Hubungan Kerja)
Strategi Riset & Pengembangan (Orientasi fungsi/produk, Pengembangan/Inovasi, Pemuka/Pengikut , jangka panjang/pendek, sentral/desentral, In-house/luar)
Strategi Organisasi dan Manajemen (Struktur, Kepemimpinan/Leadership, Budaya/Culture)
Strategi Sistim Informasi (Manual/Otomasi, Sistem Objectives, System Constrains, System Design) - Raymond McLeod, Jr., MIS, 6th Ed.,Prentice Hall, 1995, Fig. 2.6
991122
IMPLEMENTASI STRATEGI DAN KENDALI
Strategi Fungsional/Operasional
A Typical Value Chain
Michael E. Porter, Competitive Advantage, 1985
Firm Infrastructure
Procurement
Technology Development
Human Resources Management
Inbound Logistic
Operation
Outbound Logistic
Marketing and S
ales
Service
Margin
Margin
Primary Activities
Support A
ctivities
991122
IMPLEMENTASI STRATEGI DAN KENDALI
Kebijakan (Policies)Jabaran Falsafah dan Konsep Diri ke dalam bentuk pedoman perilaku, para pelaksana dapat mengambil keputusan dan bertindak sendiri tetapi
terkendali oleh rambu-rambu kebijakan ini.
Kebijakan menciptakan kendali tak langsung atastindakan mandiri
Kebijakan mengatur penanganan yang sama untukaktivitas yang sama
Kebijakan membuat keputusan lebih cepat
Kebijakan membakukan perilaku dalam perusahaan Kebijakan mengurangi ketidak pastian
Kebijakan mengurangi aksi keengganan
Kebijakan menyediakan jawaban untuk hal rutin Kebijakan menghindari perdebatan berdasar emosi
991122
IMPLEMENTASI STRATEGI DAN KENDALI
Contoh : Strategi Pemasaran
1994actual
500,000
1995predicted520,000
Market ShareModification
Product (+6%)
4. Modified Market Share
1994actual20 %
1995predicted
18 %
1. Market Size (units)2. Market Share(current strategy) 3. Impact of Strategy
(effects of new program)
Promotion (+20%)
Price (-5%)
Combined
Distribution (-4%)
1.06
X 1.201.27
X 0.951.21
X 0.96
1.16X 1.16
20.9X .209
108.582
6. Price $ 205 per unit
8. Cost
X 20522,259,710
- 17,120,400
5,139,310
7. Projected Sales
5. Predicted Units
9. Gross Margin
New Marketing Strategy’s Projections for 1995,ZEP Convection Ovens
991122
IMPLEMENTASI STRATEGI DAN KENDALI
Prasarana Implementasi
� Organisasi/Management ( Structure)
� Kepemimpinan ( Leadership)
� Budaya ( Culture)
� Sistim Imbalan ( Reward Systems)
991122
IMPLEMENTASI STRATEGI DAN KENDALI
Prasarana Implementasi
McKinsey 7-S Framework
Shared Value(Culture)
Staff(Management)
Style(Leadership)
Skill(Management)
SystemsStructure
Strategy
RS
L
C
Pearce & Robinson, 6th Ed., 1997, Fig.11-1
S
991122
IMPLEMENTASI STRATEGI DAN KENDALI
Prasarana Implementasi
Structure (Organisasi & Manajemen)
Organizational Design (Collecting the combination of organizational structure and control systems to implement its strategy and to create and sustain a competitive advantage)
Differentiation (How to allocate people and resources to organizational tasks in order to create value. Span of Control)
Vertical Differentiation (How to distribute decision-making authority. Tall and Flat Structures)
Horizontal Differentiation (How to divide people and tasks into functions and divisions to increase their ability to create value. Simple, Functional, Divisional, Matrix)
Integration (How to coordinate people and functions to accomplish organizational tasks)
Bureaucratic Costs (The cost of operating and organizational structure and control system)
Hill & Jones, 4th Ed., 1998, Ch. 11
991129
IMPLEMENTASI STRATEGI DAN KENDALI
Organisasi dan Manajemen
Tall and Flat Structures
Flat StructureTall Structure
8
7
6
5
4
3
2
1
3
2
1
Hill & Jones, 4th Ed., 1998, Fig. 11-2
991129
IMPLEMENTASI STRATEGI DAN KENDALI
Kepemimpinan
Visionary Leadership
Vision (A realistic, credible, attractive future for the organization. It deals with the future and expresses what you will be working hard to create)
What is not? (It is not: a prophacy, a mission, factual, true or false, static for all time, a constrait on actions)
Criteria (Future oriented, utopian, appropriate, high ideals, clarify purpose and direction, inspire enthusiasm, reflect uniqueness, ambitious)
Leadership (Take charge, make things happen, dream dreams, then translate them into reality)
Burt Nanus, Visionary Leadership, 1992
991129
IMPLEMENTASI STRATEGI DAN KENDALI
Kepemimpinan
Burt Nanus, Visionary Leadership, 1992, page 13
InternalEnvironment
ExternalEnvironment
FuturePresent
Direction Setter
Change Agent
Spokesperson
Coach
991129Visionary Leadership
IMPLEMENTASI STRATEGI DAN KENDALI
Prasarana Implementasi
Effective Leadership(Kepemimpinan Efektif)
Strategic Leadership (The ability to anticipate, envision, maintain flexibility, and empower others to create strategic change as necessary)
Strategic Intent (The leveraging of a firm’s internal resources, capabilities, and core of competencies in the competitive environment) - (Misintrepreted??? Sc:The obsession with winning and sustained for global leadership in the future competitive env.)
Strategic Direction (Longterm vision of a firm’s strategic intent)
Hitt, Ireland & Hoskisson, 2nd Ed., 1996
991129
Effective StrategicLeadership
IMPLEMENTASI STRATEGI DAN KENDAL
Strategic Competitiveness
Strategic Intent Strategic Mission
SuccessfulStrategic Actions
StrategicCompetitiveness
Formulationof Strategies
Implementationof Strategies
Shape the formationof
Influence
Hitt, Ireland & Hoskisson, 2nd Ed., 1996, Fig. 12-1
991129
IMPLEMENTASI STRATEGI DAN KENDAL
Kepemimpinan Efektif
DevelopingHumanCapital
Sustaining anorganizational
culture
EmphasizingEthical
Practices
MaintainingCore
Competencies
EstablishingBalanceControls
DeterminingStrategicDirection
EffectiveStrategic Leadership
Hitt, Ireland & Hoskisson, 2nd Ed., 1996, Fig. 12-4
991129
IMPLEMENTASI STRATEGI DAN KENDAL
Entreprenur Korporasi
Corporate Entrepreneurship (The set of capabilities to produce or acquire new goods or services and manage the innovation process (for pre-existing markets). Take risk, be aggressive, proactive, and innovative)
Invention (The act of creating or developing a new product or process idea)
Innovation (The process of creating a commercial product from invention)
Imitation (The adoption of the innovation by similar firms)
Internal Corporate Venturing (The set of activities used to create inventions and innovations within a single organization)
Hitt, Ireland & Hoskisson, 2nd Ed., 1996
991129
IMPLEMENTASI STRATEGI DAN KENDAL
Internal Corporate Venturing
Strategic Context
AutonomousStrategicBehavior
Structural Context
InducedStrategicBehavior
Concept of Corporate Strategy
Hitt, Ireland & Hoskisson, 2nd Ed., 1996, Fig. 13.1
991129
IMPLEMENTASI STRATEGI DAN KENDALI
Prasarana Implementasi
Culture (Budaya) Budaya Perusahaan (Perangkat/set yang terdiri dari
keyakinan, norma-norma, nilai-nilai, dan kebiasaan yang menjadi dasarkebersamaan dan menjadi dasar cara berinteraksi)
Keyakinan/Beliefs (Keyakinan tentang hal-hal yang paling cocok bagi perusahaan, seperti “being the best, superior, importance of people-details-subtlety-communication”)
Norma-norma (Batasan-batasan yang menyatakan suatuperilaku/perbuatan itu salah atau benar, biasanya tertulis)
Nilai-nilai (Batasan-batasan kebersamaan tentangperilaku/perbuatan yang baik/buruk atau layak/tak layak, biasanya taktertulis kadang tertulis seperti kose etika)
Kebiasaan (Perilaku pelaku-pelaku utama perusahaan yang menjadi panutan yang menjadi berpengaruh kepada kenyamananapabila dilakukan atau tidak dilakukan)
991129
IMPLEMENTASI STRATEGI DAN KENDALI
Manajemen Perubahan
Strategi-Perubahan-Budaya
Kompatibilitas perubahan dengan budaya
Tinggi Rendah
Ban
y ak
Sed
ikit
Per
ubah
anya
ng p
erlu
untu
kim
plem
enta
sist
rate
gi
SynergisticFokus pada
memperkuat budaya
Pengelolaansekitar budaya
Hubungkan eratdengan misi dan
norma dasar
Reformulasi strategiatau
Siap untuk kesulitanperubahan budaya
Pearce & Robinson, 6th Ed., 1997, Fig.11-8
991129
IMPLEMENTASI STRATEGI DAN KENDALI
Strategic Challenge of Change
Managing Change (Reacting, Anticipating, Leading)
Competing on the Edge (Where to go/Direction, How to get there/Concepts, What is the result)
Strategic Direction (Unpredictable/today, Uncontrolled/units, Inefficient/reinvent, Proactive/lead, Continous/relentless, Diverse/lots of moves)
Core Concepts (The Edge of Chaos/structure-surprise, The Edge of Time/past-current-future, Time Pacing/rhythm for change)
Building Blocks (EoC: Improvisation-Coadaptation, EoT:Regeneration-Experementation, TP:Transition-Rhythm)
Competing on the Edge 1998, Chap 1
000417
IMPLEMENTASI STRATEGI DAN KENDALI
10 Rules of Competing on the Edge Strategy
Advantage is Temporary Strategy is Diverse, Emergent, and Complicated Reinvention is the Goal Organization
Live in the Present Stretch Out the Past Reach into the Future Time Pace Change Leadership
Grow the Strategy Drive Strategy from Business Level Repatch Businesses and Articulate the Whole
000417
Competing on the Edge 1998, Chap 9
IMPLEMENTASI STRATEGI DAN KENDALI
Empat Jenis Kendali
Saat1
Saat 2 Saat 3
Formulasi Implementasi
4. Kendali Implementasi
3. Kendali Dadakan Khusus
2. Kendali Premis
1. Pengintaian Strategi
Pearce & Robinson, 6th Ed., 1997, Fig.12-1
Apakah asumsi dan prediksi yang dipakai masih sahih ?
Monitor selalu kejadian-kejadian dalam atau luarperusahaan yang berpengaruh besar pasa strategi
Akibat kejadian mendadak
Perlu perubahan strategi akibattahapan pelaksanaan ?
991129