Pengembangan Rencana strategis
Dan Implikasi rencana IS/IT
Tinjauan
-
Peran IS/IT berubah dari dukungan menjadi enabler
Konteks strategis sistem informasi
Menjelajahi permintaan IS/TI
Rencana IS/IT dalam konteks Indonesia,
di mana kita?
Tujuan
-
Memahami bagaimana merumuskan rencana strategis
Memahami bagaimana merumuskan strategi bisnis
Memahami bagaimana merumuskan tujuan bisnis
Memahami implikasi dari rencana strategis untuk IS / IT
rencana
Agenda
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Perencanaan Strategis
Krangka Strategis
Mengembangkan strategi bisnis
Implementasi strategi bisnis
Implikasi strategi bisnis ke strategi IS/IT
Pandangan strategi berbasis sumber daya
Apa perencanaan strategis ?
- Proses untuk menetapkan prioritas pada apa yang
anda akan capai di masa depan
- Memaksa Anda untuk membuat pilihan tentang
apa yang akan Anda lakukan dan apa yang Anda
tidak akan melakukan
- Menarik seluruh organisasi bersama-sama sekitar
permainan tunggal rencana eksekusi
- Garis besar di mana sumber daya akan dapat
teralokasi
Pertanyaan Dasar untuk ditanyakan
- Dimana kita sekarang? (Penilaian)
- Dimana kita perlu? (Gap/perbedaan)
- Bagaimana kita akan menutup kesenjangan
(Rencana Strategis)
- Bagaimana kita akan memonitor kemajuan kita
(Balanced Scorecard)
Rencana Strategis Model A B C D E
Bagaimana akan
Dimana kita
Penilaian
Dimana kita ingin menjadi
Dasar
Komponen
Melakukannya
Bagaimana
Mlakukannya
spesifik
Evaluasi
• Scan lingkungan
• Situasi sekarang,
sebelum, sesudah
• Visi dan Misi
• Pengukuran kinerja
• Kinerja Manajemen
• Latar belakang
Informasi
• Significant masalah
• Nilai / Prinsip
membimbing
• Target / standar kinerja
• Tinjauan kemjuan–
Balanced Scorecard
• Analisis situasi
• Selaras/ sesuai
dengan kemampuan
• Tujuan utama
• Inisiatif dan proyek
• Tindakan koreksi
• SWOT – Strength’s,
Weaknesses,
Opportunities,
Threats
• Kesenjangan
• Tujuan spesific
• Rencana tindakan
• Tanggapan umpan
balik– revisi rencana
Model lain perencanaan strategis
Membuat arah
strategis
Menetapkan
Strategi
Mencapai
Strategi
Umpan balik
-Tentukan misi dan tujuan
- Menilai situasi dan pilihan
- Pilih opsi
Rencana Strategis dari
Opsi terpilih
Strategis berpikir dan Peluang
pengambilan keputusan
Menerapkan
strategi
Penilaian Model : S W O T
Penilaian Internal: Aset organisasi,
sumber daya, orang, budaya, sistem,
kemitraan, pemasok,. . .
Penilaian Eksternal: Pasar, pesaing, tren
sosial, teknologi, lingkungan regulasi,
siklus ekonomi.
SWOT
Good Points
• Mudah Memahami
• Terapkan pada setiap
tingkat organisasi
SWOT
Kemungkinan
kesalahan
• Perlu analitis dan
Spesifik
• Bersikaplah jujur ​
tentang kelemahankelemahan Anda
Penilaian
Mengapa membuat Dasar ?
Dasar
- Menempatkan segala sesuatu tentang organisasi
ke dalam konteks tunggal untuk perbandingan
dan perencanaan.
- Deskriptif tentang perusahaan serta keseluruhan
Lingkungan
- Menyertakan informasi tentang hubungan
pelanggan, pemasok, mitra.
- Format yang lebih disukai adalah Profil Organisasi
Profil Organisasi
LINGKUNGAN OPERASI
Dasar
- Produk dan Layanan - Pemasok, Pengiriman,
Saluran, Kontrak, Pengaturan,. . .
- Budaya Organisasi - Hambatan, Kepemimpinan,
Komunikasi, Keterpaduan. . . .
- Produktivitas Tenaga Kerja – tingkat skill,
keragaman, kontraktor , penuaan tenaga kerja,. .
- Infrastruktur - Sistem, teknologi, fasilitas,
- Peraturan - Produk / Layanan Peraturan, ISO
Standar Kualitas, Keselamatan, Lingkungan,. .
Profil Organisasi
HUBUNGAN BISNIS
Dasar
- Struktur Organisasi - Unit Usaha, Fungsi, Dewan,
Lapisan Manajemen,. .
- Hubungan Pelanggan - Persyaratan, Kepuasan,
Loyalitas, Harapan,. . .
- Rantai Nilai - Hubungan antara orang-orang
dalam rantai nilai. . . .
- Mitra Hubungan - Aliansi, jangka panjang
pemasok, kemitraan pelanggan,. . .
Profil Organisasi
KATAGORI KUNCI KINERJA
Pelanggan
Produk dan layanan
Keuangan
Human Capital
Operasional
Eksternal (Regulatory Compliance, Sosial
Tanggung jawab,. . . )
Dasar
Analisis kesenjangan
Dasar / Profil org
Dasar
Tantangan / SWOT
Kesenjangan = dasar
Untuk perencanaan
strategis jangka panjang
Komponen
Komponen utama Rencana Strategis
Strategic Plan
Mission
Vision
Initiatives
Tindakan
Target
AI1
M1 M2
T1
T1
Evaluasi kemajuan
Apa yg kita inginkan
Goals
Tujuan
Action Plans
Mengapa kita saat ini
Apa yg kita harus capai utk jadi sukses
O1
AI2
M3
T1
O2
AI3
Khusus dinyatakan dalam hasil
terukur
Rencana Tindakan untuk
mencapai Tujuan
Indikator dan indikator
keberhailan
Tingkat kinerja yg
diinginkan dan jadwal
Pernyataan Misi
Komponen
- Menangkap esensi dari mengapa organisas
ada - Siapa kami, apa yang kita lakukan
- Menjelaskan kebutuhan dasar yang dibutuhkan
- Mengungkapkan nilai-nilai inti organisasi
- Harus singkat dan to the point
- Mudah untuk memahami
- Jika memungkinkan, cobalah untuk
menyampaikan sifat unik dari organisasi anda
dan perannya yang membedakan dari orang lain
Contoh – Benar dan salah
Pernyataan misi
NASA
To Explore the
Universe and Search
for Life and to
Inspire the Next
Generation of
Explorers
Melakukan pekerjaan yang baik untuk
mengekspresikan nilai-nilai inti
organisasi. Juga menyampaikan kualitas
yang unik tentang organisasi tersebut.
Walt Disney
To Make People Happy
Terlalu samar dan tidak jelas. Butuh
informasi lebih jelas tentang apa yang
membuat organisasi menjadi khusus.
Komponen
Visi
- Bagaimana organisasi ingin dianggap di masa depan
apa yang tampak seperti keberhasilan
- Sebuah ekspresi keadaan akhir yang diinginkan
- Tantangan setiap orang untuk meraih sesuatu
signifikan - menginspirasi masa depan yang menarik
- Memberikan fokus jangka panjang untuk seluruh
organisasi
Memandu Prinsip dan Nilai
- Setiap organisasi harus dipandu oleh seperangkat nilainilai dan keyakinan
- Memberikan kerangka dasar untuk membuat keputusan –
bagian dari budaya organisasi
- Nilai sering berakar pada tema etis, seperti kejujuran,
kepercayaan, integritas, rasa hormat, kejujuran,. . . .
- Nilai harus berlaku di seluruh organisasi
- Nilai mungkin cocok untuk yang terbaik tertentu
manajemen praktek - terbaik dalam hal kualitas,
layanan pelanggan yang luar biasa, dll
Examples of
Guiding Principles and Values
Components
We obey the law and do not compromise moral or ethical principles – ever!
We expect to be measured by what we do, as well as what we say.
We treat everyone with respect and appreciate individual differences.
We carefully consider the impact of business decisions on our people and we
recognize exceptional contributions.
We are strategically entrepreneurial in the pursuit of excellence, encouraging original
thought and its application, and willing to take risks based on sound business
judgment.
We are committed to forging public and private partnerships that combine diverse
strengths, skills and resources.
Goals
- Menjelaskan akhir kondisi masa depan - hasil yang diinginkan
yang mendukung misi dan visi.
- Membentuk cara di depan dalam hal ditindaklanjuti.
- Paling baik diterapkan di mana ada pilihan jelas tentang
masa depan.
- Menempatkan fokus strategis ke dalam organisasi - spesifik
kepemilikan tujuan harus diserahkan kepada seseorang dalam
organisasi.
- Mungkin tidak bekerja dengan baik di mana hal-hal yang berubah
cepat- Tujuan cenderung jangka panjang bagi lingkungan yang
memiliki pilihan terbatas tentang masa depan.
Mengembangkan Goals
- Jenjang dari atas Rencana Strategis, Misi, Visi,
prinsip membimbing.
- Lihatlah analisis strategis Anda - SWOT,
- Lingkungan Scan, Kinerja masa lalu, Kesenjangan.
- Batasi sedikit kritis - seperti 5-8 gol.
- Luas partisipasi dalam pengembangan tujuan:
- Konsensus dari atas - beli-in di eksekusi tingkat.
- Harus mendorong tingkat yang lebih tinggi kinerja
dan menutup kesenjangan kinerja kritis.
Components
Examples of Goals
Reorganize the entire organization for better responsiveness to customers
We will partner with other businesses, industry leaders, and government agencies in
order to better meet the needs of stakeholders across the entire value stream.
Manage our resources with fiscal responsibility and efficiency through a single
comprehensive process that is aligned to our strategic plan.
Improve the quality and accuracy of service support information provided to our
internal customers.
Establish a means by which our decision making process is market and customer
focus.
Maintain and enhance the physical conditions of our public facilities.
Objectives
• Relevant - directly supports the goal
• Compels the organization into action
• Specific enough so we can quantify and
measure the results
• Simple and easy to understand
• Realistic and attainable
• Conveys responsibility and ownership
• Acceptable to those who must execute
• May need several objectives to meet a goal
Components
Goals vs. Objectives
GOALS
Components
OBJECTIVES
Very short statement, few
words
Broad in scope
Longer statement, more
descriptive
Narrow in scope
Directly relates to the
Mission Statement
Covers long time period
(such as 10 years)
Indirectly relates to the Mission
Statement
Covers short time period (such 1
year budget cycle)
Components
Examples of Objectives
Develop a customer intelligence database system to capture and analyze patterns in
purchasing behavior across our product line.
Launch at least three value stream pilot projects to kick-off our transformation to a
leaner organization.
Centralize the procurement process for improvements in enterprise-wide purchasing
power.
Consolidate payable processing through a P-Card System over the next two years.
Monitor and address employee morale issues through an annual employee satisfaction
survey across all business functions.
What are Action Plans?
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Down to
Specifics
The Action Plan identifies the specific steps that will be taken to achieve
the initiatives and strategic objectives – where the rubber meets the road
Each Initiative has a supporting Action Plan(s) attached to it
Action Plans are geared toward operations, procedures, and processes
They describe who does what, when it will be completed, and how the
organization knows when steps are completed
Like Initiatives, Action Plans require the monitoring of progress on
Objectives, for which measures are needed
Objectives
Initiatives
Action
Plans
Criteria for Good Measures
Down to
Specifics
Integrity – Complete; useful; inclusive of several types of
measure; designed to measure the most important activities
of the organization
Reliable: Consistent
Accurate - Correct
Timely – Available when needed: designed to use and report
data in a usable timeframe
Confidential and Secure: Free from inappropriate release or
attack
Examples of Measurements
Lead Indicators
Down to
Specifics
• Average time to initiate customer contact =>
shorter time should lead to better customer
service
• Average response time to incident => below
average response times should lead to
increased effectiveness in dealing with
incident
• Facilities that meet facility quality A1 rating
=> should lead to improved operational
readiness for meeting customer needs
Down to
Targets
Specifics
• For each measurement, you should have at
least one target
• Targets should stretch the organization to
higher levels of performance
• Incremental improvements over current
performance can be used to establish your
targets
• Targets put focus on your strategy
• When you reach your targets, you have
successfully executed your strategy
Down to
Examples of Targets
Specifics
Average Time to Process New
Employee Setups in DB
65 days Year 60 days Year 55 days Year
2007
2008
2009
Utilization Rate for Rental
Housing Units
90% for
Year 2007
92% for
Year 2008
95% for
Year 2009
Toxic Sites meeting in-service
compliance
55% for
Year 2007
70% for
Year 2008
95% for
Year 2009
Personnel Fully Trained in
Safety and Emergency
65% by 2rd
Quarter
75% by 3th
Quarter
90% by 4th
Quarter
Open Positions Filled after 30
day promotion period
75 positions
Sept 2007
100
positions
Jan 2008
135
positions
July 2008
% Reduction in Orders Filled
Short in 1st Cycle
50% by Year 65% by Year 85% by
2008
2009
Year 2010
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Evaluate
Continuous Feedback
through the Balanced Scorecard
Cascade and align from the top to create a
Strategic Management System.
Use the Balanced Scorecard framework to
organize and report actionable components.
Use the Scorecard for managing the
execution of your strategy.
Scorecard “forces” you to look at different
perspectives and take into account causeeffect relationships (lead and lag indicators)
Improves how you communicate your
strategy – critical to execution.
Evolution of Strategic Planning
Effectiveness of
strategic decision
making
Multi-year budgets
Gap analysis
Static allocation of
resources
Annual budgets
Functional focus
Stage 1
Financial
planning
(meet budget)
Stage 2
Forecast-based
planning
(predict the
future)
Situation analysis and
competitive assessments
Evaluation of strategic
options
Dynamic allocation of
resources
Stage 3
Externally
oriented
(think
strategically)
Well defined strategic
framework
Strategically focused
organization
Widespread strategic
thinking capability
Reinforcing management
processes
Supportive value system
and climate
Stage 4
Strategic
management
(create the
future)
Strategic Framework for Strategic
Planning
External Environments
Economic
Technological
Political
Social
Pressure
Groups
Values
Customers
Suppliers
Shareholders
Employees
Unions
Government
Public
Stake
Holder
Objectives
Evaluate
feedback
Ecological
Legal
Identify current Identify future Threats and Competitors
strategies
strategies
opportunities Customers
Analyze
internal
resources
Monitor
Implement
Strategies Strategies
Evaluate
strategies
Select
Strategies
Suppliers
Shareholders
Employees
Unions
Public
Media
Financial Ins.
Input to Strategic Planning
• External environments - sources of important signals
to organizations
• Pressure groups - demand recognition and rapid
management response
• Stakeholders - demand fair share of created wealth
• Business planning is usually carried out for each
strategic business unit
– A unit that sells a distinct set of products or services, serve
a specific set of customers, and competes with a welldefined set of competitors
Definition of Business Strategy
• Definition of business strategy:
– An integrated set of actions aimed at increasing the longterm well-being and strength of the organization relative to
its competitors
Technique to Develop Business Strategy:
Competitive Forces in Industry (Porter, 1980)
Threat of new
entrants
Bargaining
power of
suppliers
Rivalry among
existing
competitors
Threat of
substitute
product
Bargaining
power of
buyers
Factors Affecting The Impact of
Competitive Forces
• New entrants
–
–
–
–
Capital requirements
Patents and specialists skill required
Distribution channels available
Achieved/required economies of scale and resultant
cost advantages
– Number and size of existing rivals and intensity of
competition
– Differentiation and brand establishment/loyalty
– Access to raw materials/critical resources etc.
Business strategy: “how to discourage new entrants to come
into the business”
Strategic Choices: Factors Affecting The
Impact of Competitive Forces
• Substitute products/services
– Customer awareness of needs and means of
satisfaction
– Customer sensitivity to value for money and
ability to compare
– Existing loyalty of customer—impact of “industry”
promotion
– Ability to differentiate products etc.
Business strategy: “how to create a loyal customers?”
Strategic Choices: Factors Affecting The
Impact of Competitive Forces
• Competitive rivalry will be intensified by:
– Market growth slow (or in decline)
– Small number of similar sized competitors
dominate
– High fixed costs and/or high exit barriers for all
rivals
– Overcapacity and/or capacity increments are
large units
– Commodity-like, undifferentiated products.
Business strategy: “how to differentiate your products?”
Strategic Choices: Factors Affecting The
Impact of Competitive Forces
• Buyers’ power will be increased by:
– Concentrated/few buyers making high volume and/or high
value of purchases
– Low switching costs across suppliers
– Price sensitive and many alternative sources of supply
– Weak brand identities, products not differentiated
– Buyers capable of backward integration due to low entry
cost.
Business strategy: “how to make the buyers depend on your business”
Strategic Choices: Factors Affecting The
Impact of Competitive Forces
• Suppliers’ power will be increased by:
– Few suppliers—high switching costs for rivals and
suppliers deal with many small customers
– Potential substitute supplier/resources not easily
available
– Supplied goods make up large part of firm’s costs
– Suppliers capable of forward integration or bypass
to customers
Business strategy: “how to make the suppliers depend on your business”
Generic Competitive Strategy
Low
Cost
Competitive
Advantage
Differentiation
Characteristics of Generic Strategies
Generic
Strategies
Commonly Required
Skills and Resources
Commonly Organizational
Requirements
Overall cost
leadership
Sustained capital investment and access to
capital
Process engineering skills
Intense supervision of labor
Tight cost control, frequent, detailed control
reports.
Structured organization and responsibilities.
Incentives based on meeting strict
quantitative targets
Differentiation
Strong marketing abilities and creative
flair.
Product engineering skills.
Strong capability in basic research.
Corporate reputation for quality or
technological leadership.
Strong cooperation from distribution
channels.
Strong coordination among functions in
R&D, product development, and marketing.
Subjective measurement and incentives
instead of quantitative measures (market
based incentives).
Amenities to attract highly skilled labor or
creative people.
Looser, more trusting organizational
relationships.
Focus
Combination of the above policies
directed at the particular strategic target.
Combination of the above policies directed
at the particular strategic target.
Exercise Your Thought
Explain the development processes of
strategic planning?
 What are the components of strategic
planning?
 How to develop business strategy?
 How external forces influence business
strategy and IS/IT strategies?
 Business strategy imply IS/IT strategy?
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