Dari VISI sampai REALITA
- Penyusunan Rencana Strategi
Dari
mimpi…
Definisikan nilai-nilai kunci
yang bermakna dalam
setiap aktifitas
Kaji kondisi lingkungan saat
ini (internal dan eksternal)
Klarifikasi
Nilai-nilai
Langkah 1
Pahami kondisi
saat ini
Langkah 2
Ciptakan visi sesuai
dengan kebutuhan masa
depan
Ciptakan Visi
Langkah 3
Klarifikasi
tujuan dasar
Definisikan
Misi
Langkah 4
Implementasi
Visi
Langkah 5
Kenyataan / Realisasi
Ciptakan
rencana
strategis,
rencana aksi,
dan evaluasi
Situasi
lingkun
gan
STRATEGY FORMULATION
STRATEGY IMPLEMENTATION
EVALUATION
Visi
Misi
Ekster
nal
Tujuan
Strategi
Kebijakan
Program
Inter
Anggaran
nal
Prosedur
Performance
F
E
E
D
B
A
C
K
Triarko Nurlambang
Daya Makara UI
Disampaikan pada Rapat Kerja
Lembaga Pengembangan Insani Baznas
Kamis 11 Januari 2007, Vila Askar, Cisarua - Bogor
Tujuan
a
b
c
Start
Ilmiah > Seni
Perlu Perencanaan
Seni > Ilmiah
Pelaksanaan /
operasional
Ilmiah > Seni
Evaluasi / monitoring
Kondisi ideal:
• efisien
• efektif
• puas
Kajian Strategis
(tetapkan harapan dan arah)
Apa kegiatannya?
(Mengapa kita harus berubah?)
Visi
(Apa yang kita inginkan?)
Misi
(Apa bisnis/kegiatan yang akan kita tekuni?)
Perencanaan Strategis
(tetapkan pendekatan)
Tujuan
(Apa yang harus kita lakukan untuk mencapai Visi?)
Ukuran
M
E
M
B
A
N
G
U
N
(Bagaimana kita mengukur program dan sukses?)
Strategi
(Bagaimana kita memnuhi Tujuan tsb?)
Implementasi Strategi
(tetapkan kendali)
Membangun Organisasi
(Bagaimana kita mencipatakan kondisi yang siap
untuk mencapai sukses?)
Monitoring dan Review
(Seberapa baik kita melaksanakan rencana strategi?)
Kaji Ulang dan Revisi
(Apa tindakan yang dibutuhkan untuk mencapai hasil;
lebih baik?)
K
O
M
I
T
M
E
N
STRATEGI
: program
KEBIJAKAN
: bagian
yang
pengambilan
PROSEDUR
sehingga
bertindak
PROGRAM
sumberdaya,
pelaksanaan
ANGGARAN
yang
umum dari satu kegiatan, pelaksanaan, atau
pemanfaatan sumberdaya uuntuk mencapai tujuan
komprehensif
dari perencanaan berupa ketetapan umum
memberikan arah pemikiran dan kegiatan
keputusan
: bagian
dari perencanan yang menetapkan metode yang
dibutuhkan untuk mencapai tujuan yang telah ditetapkan
ada petunjuk uuntuk pengambilan keputusan dan
: satu
kumpulan dari tujuan, prosedur, peraturan,
langkah yang akan diambil, pemanfaatan
dan elemen lainnya yang dibutuhkan bagi
: satu
kebijakan
diharapkan
mewujudkan
hasil
kegiatan
yang
umumnyadapat
didukung
oleh anggaran
diinginkan; merupakan program ‘dalam angka’
• Menentukan tujuan yang ingin dicapai selama satu periode
tertentu
• Menentukan apa atau tindakan apa yang akan dilakukan untuk
mencapai tujuan
Strategic Plan
Operational Plan
Pengertian
Rancangan perencanaan
untuk mencapai tujuan umum
organisasi
Rencana yang mengandung
rincian kegiatan yang harus
dijalankan sehari-hari
Horizon waktu
Cenderung untuk melihat
masa depan (beberapa tahun
YAD)
Biasanya tahunan
Lingkup
Mempengaruhi aktifitas
organisasi yang luas
Sempit dan terbatas
Tingkat rinci
Sederhana dan generic (yang
memeungkinkan untuk
memeberikan arah kegiatan)
Turunan dari strategic plan
Visi
(Misi dan Nilai-nilai)
Harapan
Stakeholder/
Shareholder
Kekuatan dan
Kelemahan
Kapabilitas
Tujuan
Analisa kesenjangan
Dinamika situasi
perkembangan
lingkungan
Kompetensi Inti
(Kesenjangan antara
tujuan dan harapan )
Pilihan Strategis
dan resiko
Kesiapan Mitra dan
antar departemen atau
organisasi yang lain
Ketersediaan
sumberdaya
Strategi terpilih
Hasil Finansial yang
diharapkan
Tujuan (Milestones)
Rencana kegiatan
Hasil Nyata
Proses Monitoring dan Pengendalian
Mission
Critical
resources
Vision
Stakeholder
s
Fokus/
Arah
Business
Value
Environment
Markets
Core
competenc
e
Major
products &
services
Proses Rencana Strategi dalam Bisnis
Visi dan Misi
Strategi Bisnis
- Target pelanggan/ pasar
- ‘Ruang’ kelanggengan keunggulan kompetitif
- Peran mitra mata rantai supply
- Kerangka Waktu dan kinerja pencapaian tujuan
Strategic
Alignment
Strategi Operasional
Strategi Fungsional lainnya
- Terjemahkan strategi bisnis pada tingkat
operasional dan kegiatan mata rantai
supply
- Berikan nilai tambah untuk pelanggan
- Kembangkan kompetensi inti
- Pemasaran
- Keuangan
- Sumberdaya Manusia
- Penelitian dan Pengembangan
- Rekayasa/ Engineering
Conceptual
thinking:
• Visioning
• Strategizing
Ide
Top Mngt
Middle
Mngt
People
First Line Mngt
Things/ Task
Administrasi:
• Planning
• Staffing
• Organizing
• Directing
• Controlling
HRM (Human Resource Mngt) & Leadership
• Recruiting & Hiring
• Developing & Motivating
• Rewarding / Punishing
• Retaining
• Empowering
Bagaimana
Mengukur Hasil
Pelaksanaan
Rencana
Strategi;
Aplikasi Balanced
Score Card
BALANCED SCORE CARD
• kumpulan ukuran kinerja yang terintegrasi dan diturunkan dari strategi
perusahaan yang
mendukung strategi perusahaan secara keseluruhan
• tidak hanya mengukur kinerja berdasarkan perspektif keuangan (financial
perspective)
tetapi juga dengan mengukur berdasarkan perspektif pelanggan (customer
perspective),
proses bisnis/aktifitas dijalankan (internal business process perspective) dan
perspektif
kemampuan belajar dan tumbuh (learning and growth perpective)
• suatu cara untuk mengkomunikasikan strategi suatu perusahaan pada
Penggagas
Balanced Score Card (BSC): Robert S. Kaplan dan David P. Norton sejak
manajer-manajer
1992 (pertama kali ditulis di Jurnal HBR/ Harvard Business Review). Bukunya yang
menjadi
acuan:
di seluruh
organisasi (sumber: Tunggal, A.W., 2002)
• “Translating Strategy Into Action – The Balanced Score Card” (1996)
• “The Strategy – Focused Organization – How Balanced Scorecard Company Thrive in the New Business
Environment” (2001)
Measures
Targets
Initiatives
Objectives
Targets
To
achieved
our vision,
how will we
sustain our
ability to
change
and
improve?
Learning and Growth
Perspective
Objectives
Measures
Targets
Initiatives
Initiatives
To achieve
our vision,
how should
we appear
to our
customers?
Measures
Vision &
Strategy
Internal Business Process
Persp.
Measures
Targets
Initiatives
Objectives
Objectives
Customer Perspective
Financial Perspective
To satisfy
our
shareholde
rs and
customers,
what
business
processes
must we
excel at ?
To
succeed
financially
, how
should we
appear to
our
sharehold
ers?
FINAN
CIAL
• Cash flow, ROI
• Residual Income
•% revenue from
innovation
• Residual cash
flow
• Revenue growth
CUSTOMER
*) Customer
satisfaction
*) Customer
loyalty
*) Customer
service
INTERNAL BUSINESS PROCESS
*) Throughput
time
time
delivery
*) Reduction
in waste
*) Process
*) On-
quality
INNOVATION/LEARNING AND GROWTH
*) number of new products *) return on innovation * employee skills
*) time-to-market (new products) *) time to spent talking to customers
Dikembangkan oleh: Douglas Clinton dan Ko-Cheng Hsu, 2000
Clarifying and translating the
Vision and Strategy
• Clarifying the Vision
• Gaining consensus
Communicating and
Linking
• Communicating and educating
•Setting goals
•Linking rewards to performance
measure
Balanced
Score Card
Planning and Target Setting
• Setting targets
• Aligning strategic initiatives
• Allocating resources
• Establishing milestones
Strategic Feedback and
Learning
• Articulating the shared vision
•Supplying strategic feedback
•Facilitating strategy review and
learning
Operations
Management
Operations Strategy
Chapter 2
Business Elements
• Structural
buildings, equipment, technology,
computer systems
• Infrastructural
(
organization, planning & control,
decision rules, quality management,
purchasing, product/service
development
)
• Personnel
Mission
The organization’s purpose for being; provides
boundaries and focus
Merck – The mission of Merck is to provide society
with superior products and services - innovations and
solutions that improve the quality of life and satisfy
customer needs - to provide employees with
meaningful work and advancement opportunities and
investors with a superior rate of return
Hard Rock Café – To spread the spirit of Rock
‘n’ Roll by delivering an exceptional entertainment
and dining experience. We are committed to being
an important, contributing member of our community
and offering the Hard Rock family a fun, healthy, and
Mission / Strategy / Core
Competencies
• Mission – The organization’s purpose for being;
provides boundaries and focus
• Business strategy – Action plan for the business
to achieve the mission
• Functional strategies – Translate the business strategy
into specific actions for the functional areas
• Core competencies – Organizational abilities/strengths,
developed over a long period, which customers find
valuable, and competitors find difficult to copy
Strategy Linkages / Alignment
All functional strategies must support the
business strategy
Marketing strategy based on differentiation and customization
Operations strategy to build to stock
Financial strategy to minimize capital investment
Operations strategy to increase investment for quality improvement
Engineering strategy to specify an entirely new part when an
existing part will do
Operations strategy for low cost
Strategy Process
Mission Statement
Business Strategy
- Targeted customers / markets
- Areas of sustainable competitive advantage
- Role of supply chain partners
- Time frames & performance objectives
Strategic
Alignment
Operations Strategy
Other Functional Strategies
- Translate business strategy into
operations & supply chain actions
- Provide value to targeted customers
- Develop supporting core competencies
- Marketing
- Finance
- Human Resources
- Research & Development
- Engineering
Four Performance Dimensions
Mission Statement
Quality
- Performance quality
Business Strategy
- customers
Conformance
quality
- Targeted
/ markets
- Areas of sustainable competitive advantage
Reliability
- Role of- supply
chain partnersquality
& performance
objectives
Time- Time frames
- Delivery
speed
- Delivery reliability
Flexibility
- Volume flexibility
Operations Strategy
- Mix flexibility
Other Functional Strategies
- Translate business strategy into
- Marketing
Changeover
flexibility
operations & supply chain actions
- Finance
- Provide value to targeted customers
- operations
Human Resources
Cost
Low-cost
- Develop supporting core competencies
- Research & Development
- Engineering
Order Winners vs. Order
Qualifiers
• Order winners – performance dimensions
that differentiate a company’s products and
services from its competitors
• Order Qualifiers – performance dimensions
on which customers expect a minimum level
of performance
Item
Supplier A
Supplier B
Conformance
quality
99.9% pure - Meets
98% pure – Does not meet
Delivery
3 days
2 days
Cost
$30 / liter
$20 / liter
Flexibility
100 liter minimum order
50 liter minimum order
Operations Strategy
Mission Statement
Operations strategy
Services
Business Strategy
Manufacturing
- Targeted
• Customized
servicescustomers / markets
• Make-to-order
Areas
of
sustainable
competitive
advantage
• Assemble-to-order
• Assemble-to-order
- Role
of supply chain partners
• Standardized
services
• Make-to-stock
- Time frames & performance objectives
• Process decisions
Operations Strategy
• Quality decisions
Other Functional Strategies
- Translate business
strategy
into and layout decisions
- Marketing
• Capacity,
location,
operations & •supply
chaindecisions
actions
- Finance
Operating
- Provide value to targeted customers
- Human Resources
- Develop supporting core competencies
- Research & Development
- Engineering
Operations Strategy
Service Strategies
Customized Services Strategy
Manufacturing Strategies
Make to Order (MTO)
Individualized services
Receive order before producing goods
e.g. Health clinic
e.g. Machine shop
Assemble to Order Strategy
Assemble to Order (ATO)
Assemble standardized offerings for
a specific customer’s needs
Stock standardized components/assemblies
assemble finished product to customer order
e.g. Cellular phone service
e.g. Dell Computer
Standardized Services Strategy
Make to Stock (MTS)
High volume with little variety
Satisfy customer orders from inventory
e.g. U.S. Postal Service
e.g. Paper
Generic Operations Strategies
Mission Statement
Differentiation – better / unique
Business Strategy
- Targeted customers / markets
- Areas of sustainable competitive advantage
- Role of supply chain partners
- Time frames & performance objectives
Cost leadership – cheaper / value
Operations Strategy
Other Functional Strategies
- Marketing
Quick response – faster
- Finance
- Translate business strategy into
operations & supply chain actions
- Provide value to targeted customers
- Develop supporting core competencies
- Human Resources
- Research & Development
- Engineering
Operations Strategies Examples
Closing the Loop
Mission Statement
Business Strategy
- Targeted customers / markets
- Areas of sustainable competitive advantage
- Role of supply chain partners
- Time frames & performance objectives
Strategic
Alignment
Operations Strategy
Other Functional Strategies
- Translate business strategy into
operations & supply chain actions
- Provide value to targeted customers
- Develop supporting core competencies
- Marketing
- Finance
- Human Resources
- Research & Development
- Engineering
OM’s Contribution to Strategy
Operations
Decisions
Specific Strategy
Used
Examples
Quality
FLEXIBILITY
Sony’s constant innovation of new products
HP’s ability to follow the printer market
Product
Process
Design
Volume
Southwest Airlines No-frills service
LOW COST
Location
DELIVERY
Pizza Hut’s five-minute guarantee at lunchtime
Federal Express’s “absolutely, positively on time”
Layout
Human Resource
Supply Chain
Speed
Dependability
Maintenance
Differentiation
(Better)
QUALITY
Motorola’s automotive products ignition systems
Motorola’s pagers
Conformance
Performance
Inventory
Scheduling
Competitive
Advantage
IBM’s after-sale service on mainframe computers
Fidelity Security’s broad line of mutual funds
AFTER-SALE SERVICE
BROAD PRODUCT LINE
Cost leadership
(Cheaper)
Response
(Faster)
Strategy and Issues During a
Product’s Life
Summary
• Strategy is how we accomplish our mission
• Functional strategies must be aligned to support the
business strategy
• OM goals are to be faster, better and/or cheaper
• Operations strategy:
– Where the product or service is in its life cycle
– Determines our mix of faster, better, and cheaper to
satisfy our customers (trade-offs where necessary)
– Specifies process choice, work flow, order
processing, inventory, capacity, etc.