MANAJEMEN STRATEGIK #1
Rudy Suryanto, SE.,M.Acc.,Ak.,CA
MANAJEMEN STRATEGIK
• Membahas cara-cara yang ditempuh
perusahaan atau organisasi untuk mencapai
tujuan jangka panjang
• Manajemen strategik bisa diterapkan di
perusahaan besar, instansi pemerintah,
organisasi nirlaba, kawasan/desa dan start-up
(perusahaan pemula)
PENERAPAN MANAJEMEN STRATEGIK
MANAJEMEN STRATEGIK
START UP
BUSINESS/
ORGANIZATIONAL
DEVELOPMENT
REORGANIZATION/RE
-ENGINEERING
ENTERPRISING
Strategi dan Fungsi lain
STRATEGI
MARKETING
FINANCE
OPERATIONAL
HRD
ENTREPRENEURSHIP
1.
2.
3.
4.
5.
6.
7.
8.
9.
Business Sensing
Creative Thinking
Business Creation
Business Development / Functional Integration
Collaboration
Coaching
Run the Business
Business evaluation
Extended/Exit Strategy
Business Sensing
1. Bagaimana membaca peluang?
2. Melakukan analisa eksternal dan internal
untuk membaca peluang?
3. Melakukan value chain analysis untuk
menghitung profitabilitas dan melihat
peluang
4. Menggunakan strategic canvass / blue ocean
strategy?
Creative Thinking
1. Bagaimana memunculkan keunikan dan
keunggulan (sustainability competitive
advantage)
2. Melakukan observasi dan brain storming
(keberanian dan kemampuan
mengemukakan gagasan)
3. Berpikir kritis
Business Creation
1. Menggunakan Business Model Generation
untuk menyusun model bisnis
Business Development
1. Membuat business plan
2. Membuat anggaran
3. Menggunakan pendekatan Balanced
Scorecard (BSC)
4. Melakukan integrasi fungsi keuangan,
pemasaran, operasional dan SDM
5. Menentukan indikator perusahaan dan
masing-masing bidang untuk memudahkan
pengukuran
Collaboration
1. Mencari mitra / partner
2. Membahas model-model kerjasama
Coaching
1. Menyusun SOP
2. Melatih staff melaksanakan SOP
Run the Business
1. Menjalankan bisnis
Business evaluation
1. Menyusun laporan keuangan
2. Melakukan analisa laporan keuangan untuk
melakukan evaluasi strategi
3. Melakukan analisa balanced scorecard untuk
melihat area-area perbaikan
Extended/Exit Strategy
1. Melakukan replikasi bisnis
2. Melakukan perubahan strategi
KOMPETENSI
IV-2 Evaluates an entity’s strategies
IV-2.1 Understands the entity’s strategic plan and planning processes
Level B
• Communicates the goals and objectives of strategy development
• Understands and explains the critical components of an effective
strategic plan, e.g., vision, mission, critical success factors, ethical
considerations
• Understands and assesses the need for different types of strategies
to support the entity’s mission, vision and objectives, e.g., finance,
IT, taxation, human resources, marketing
• Identifies missing elements of the entity’s strategic plan
V-2.2 Gains an understanding of the entity’s mission,
vision and strategies
Level B
• Gains an understanding of the connection between the
entity’s mission, vision and strategies and its operating
environment
• Identifies any inconsistency between the stated
mission, vision and strategies and the entity’s
operating environment and decision-making processes
• Explains the important role of the mission, vision and
strategies to an entity that does not have them
IV-2.3 Identifies and evaluates opportunities and risks
Level A
• Identifies and evaluates significant risks and opportunities
associated with the entity’s external and internal
environment
• Assesses the entity’s stakeholders’ risk tolerance and its
balance with opportunity
• Identifies and evaluates risks related to business process
modifications
• Identify the need for change management
• Identifies significant environmental shifts and assesses their
implications for the entity’s exposure to risk, its
opportunities, and its capacity to fulfill its strategies
IV-2.4 Identifies key elements of the entity’s value system
Level B
• Identifies the existence of tools such as a code of conduct, a code of
ethics, and training and reward systems used to communicate,
reinforce, and renew the entity’s stated values
• Identifies the key components of corporate culture and the impact
on the entity’s pursuit of its mission and strategies, e.g., tone of the
entity’s leadership, human resources policies, management-union
relationship, corporate social responsibility
• Evaluates, on a preliminary basis, the implications of these findings
with regard to the entity’s pursuit of its mission and strategies
• Identifies signs of incongruence of either the mission and strategies
or the policies and day-to-day operations with the stated ethical
values
IV-2.5 Evaluates the adequacy of the entity’s IT strategy
Level B
• Evaluates, on a preliminary basis, the suitability and alignment of the
entity’s IT strategy
• Identifies, analyzes and discusses, on a preliminary basis, some of the key
factors, such as:
• the efficiency and effectiveness of the entity’s IT solutions in meeting its IT
needs and in helping to solve common business problems, based on the
entity’s overall strategy
• the manner in which the entity uses IT to obtain, create, disseminate
information that helps achieve its various strategies
• the development of an appropriate IT structure, including committees to
address the entity’s IT needs
• Suggests possible improvements to the entity’s existing IT strategy
IV-2 Evaluates an entity’s strategies
IV-2.6 Identifies the factors that impact the entity’s financial strategies
• Level B
• Understands the nature of capital markets and how they operate
• Identifies the types of information required by the entity for its financial
decision-making
• Identifies the general macro-economic factors that impact the various
strategies of the entity, e.g., domestic and international capital markets,
inflation, political stability
• Explains, in general terms, the effect of macro-economic factors on the
financial strategies of an organization
• Explains, in general terms, the effects of industry-specific issues on the
financial strategies of the entity, e.g., the effects of its competitors’ or its
suppliers’ businesses, sustainability
• IV-2.7 Evaluates the entity’s performance
measurement and reporting strategy
• Level A
• Evaluates the entity’s approach to monitoring financial
and non-financial performance (external and internal,
quantitative and qualitative)
• Evaluates the nature and timeliness of the entity’s
distribution and use of information and the effects on
financial and non-financial performance
• Evaluates the strategy’s adequacy in meeting the
entity’s and its stakeholders’ needs and in meeting
legal and regulatory requirements
POKOK BAHASAN
2. Strategy
Definition of strategy Vision and mission
Entity values
Stakeholders
External environment
Internal environment
Strategic planning processes Goals and objectives of strategy development
Components of a strategic plan
Key stakeholders of an entity and their roles Shareholders and lenders
Suppliers
Customers
Employees
Public interest
External influences on an entity’s strategy development Economy
Competitive environment
Social
Political
Technological
POKOK BAHASAN
• Internal influences on an entity’s strategy
development Entity’s leadership
• Human resource policies
• Industrial relations
• Entity level controls (code of conduct, etc.)
• Corporate culture
Professional Accountant
1.
2.
3.
4.
5.
Functional Competencies
Information Technology Competencies
Broad Business Perspective Competencies
Personal Competencies
Distinctive Competencies
System Analysis and Design
Strategic Information
Management
Strategic and Critical
Thinking
Managerial Accounting
Performance Management
Tool
Business System Development
Business Fundamental
Industry
Perspective
Introduction to Enterprise Framework and
Information Analysis
Financial Management I, II
Financial Reporting Analysis
Service Oriented Architecture
Broad Business
Competencies
International
Perspective
Enterprise Assets Management
ERP
Customer Relationship Management
Financial Management I, II
Marketing Management
Resource
Management
Operation and Production Management
Enterprise Asset Management
ERP
Legal &
Business and Environmental Law
Business Fundamental
Mathematics for Economics
Cost Accounting
Decision modeling
Managerial Accounting
Performance Management Tools
Enterprise Asset Management
Financial Statement Analysis
Risk analysis
Financial Management I
Financial Management II
Functional Competencies
Accounting Theory
Measurement
Taxation
Auditing
Reporting
Effective Communications
subject related to decision making
support information
Statistics for Business
Research Methodology
Research
Project Feasibility Study
Final Project
Professional Demeanor
Religion
Addapted to Workplace
Team Effectiveness
Subject related to
decision making
Problem Solving and
Decision Making
Addapted to Workplace
Team Effectiveness
Interaction
Addapted to Workplace Team
Effectiveness
Personal
Competencies
Leadership
Addapted to Workplace Team
Effectiveness
Effective Communication
Communication
English
Addapted to Workplace Team
Effectiveness
Principles of
Management
Project Management
Project Feasibiliy Study
ERP
Enterprise Resource
Planning
IT Fundamental
SOA
Service Oriented
Architecture
Relational Database Design &
Implementation
Principles Accounting I
Principles Accounting II
Intermediate Accounting
Transaction Processing
System
Advanced Accounting
End User OS Usage
ERP
Information Technology
Competencies
Introduction to Strategic
Information Management
Enterprise Assets Management
Management Information
System
ERP
End User OS Usage
Customer Relationship Management
ERP
Decisions Support
System
Introduction to Strategic Information Management
End User OS Usage
Introduction to Strategic Information Management
Expert System
End User OS Usage
ERP
Marketing Management
Introduction to Strategic Information
Management
Customer Relationship Management
CRM
PENILAIAN
1. Materi / Knowledge (4 kali Test)
2. Technical Skills (2 kali penugasan)
1. Analytics : PEST, Michael Five Porter, Value Chain
2. Framework : Business model generation,
Balanced Scorecard
3. Softskills (1 Proyek)
1. Creative Thinking and Problem Solving
2. Reporting skills
3. Communication skills
SELAMAT MENIKMATI EPISODE BERIKUTNYA !
Rudy Suryanto
dailyrudy.wordpress.com