Menjelaskan proses manajemen stratejik secara gamblang dan mudah dipahami

1. PENGANTAR
MANAJEMEN STRATEGIK
By Dr. Ir. John Sihotang, MM
Bandung, 02 Agustus 2017
jhotank@yahoo.com

2. Agenda
Proses Manajemen Strategik
Implementasi Strategi
Pengembangan Strategi

3. Apa itu Strategi ?
• Istilah strategi pada awalnya muncul di dunia militer yang
dapat diartikan sebagai rencana dan teknik untuk
memenangkan 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 visi
secara operasional dan menterjemahkan kebijaksanaan dalam bentuk
tindakan nyata.
– Craig & Grant (1996); Strategi merupakan penetapan sasaran dan tujuan
jangka panjang (targeting and long-term goals) sebuah perusahaan dan arah
tindakan serta alokasi sumber daya yang diperlukan untuk mencapai sasaran
dan tujuan (achieve the goals and objectives).
• Strategi memiliki arti yang luas, namun pada prinsipnya
semuanya menggambarkan bahwa strategi adalah keputusan-
keputusan yang bersifat strategis dalam rangka mencapai
tujuan jangka panjang.

4. TUJUAN
STRATEGIS
(GOALS)
TUJUAN/RENCANA
JANGKA PENDEK
(OBJECTIVES)
MISI
(MISSION)
Pernyataan yang berkaitan dengan
masa depan untuk menggambarkan
rencana atau harapan organissi di masa
depan.VISI
(VISSION)
Hal-hal apa yang harus dicapai
organisasi bagi stakeholder
Hasil akhir (outcome) yang
diharapkan organisasi.
Target-target yang mau
dibidik untuk mencapai
sasaran utama (Goals)
 Tactical plan
 Operation Plan
 Strategic Plan
 Business Plan
Kondisi Saat ini
STRATEGI
TAKTIK
Strategi Vs Taktik
≥3Year
≤1year
Tujuan/ Rencana
Jangka Panjang

5. Apa itu Manajemen Strategik ?
• Untuk membuat suatu keputusan yang
bersifat strategis, dibutuhkan suatu proses
atau mekanisme pengambilan keputusan yang
sistematis.
• Proses pengambilan keputusan stratejik
dalam dalam organisasi, sering disebut
dengan istilah manajemen strategik

6. ANALYSIS DECISION ACTION PERFORMANCE
STRATEGIC
SITUATION
ANALYSIS
STRATEGY
FORMULATION
STRATEGY
IMPLEMENTATION
EVALUATION &
CONTROL
FEED BACK
Proses Manajemen Strategik (1/2)

7. Proses Manajemen Strategik (2/2)
ANALYSIS
Strategic Situation Analysis/
Environmental Scanning
(Gathering Information)
DESCISION
Strategy Formulation
(Long Range Plan)
ACTION
Strategy Implementation
(Putting Strategy into Action)
PERFORMANCE
Strategy 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

8. Agenda
Proses Manajemen Strategik
Implementasi Strategi
Pengembangan Strategi

9. Hirarki Pengembangan Strategi (1/2)
Group Business
Plan
Functional Unit Plan
CORPORATE
DIVISION
(BUSINESS)
FUNCTIONAL
GENERIC
Corporate
Plan

10. CORPORATE
STRATEGY
EVALUATION &
CONTROL
(SEC)
DIVISION
FUNCTIONAL
(SEC)
(SEC)
Source : Materi Prof Sucherly
Parenting
Direction
portfolio
Comparative
Competitive
Cooperative
HR
Marketing
Finance
Operation
Innovation
Hirarki Pengembangan Strategi (2/2)

11. Analisis Lingkungan Eksternal & Internal

12. Strategy Formulation
STRATEGY
FORMULATION
BUSINESS/
DIVISION
STRATEGY
FUNCTIONAL
STRATEGY
CORPORATE
STRATEGY
Source : Materi Prof Sucherly
DIRECTIONAL
STRATEGY
PORTFOLIO
STRATEGY
PARENTING
STRATEGY
GROWTH
STABILITY
RETRENCHMENT
BCG
GE MATRIX
CONCENTRATION
DIVERSIFICATION
HORISONTAL
VERTICAL
RELATED
UNRELATED
(CONGLOMERATION)
COMPARATIVE
STRATEGY
COMPETITIVE
STRATEGY
COOPERATIVE
STRATEGY
GENERIC
STRATEGY
COMPETITIVE
TACTICS
Cost Leadership
Differentiation
Focus
Speed
MARKETING
STRATEGY
OPERATIONAL
STRATEGY
HUMAN
RESOURCE
STRATEGY
FINANCIAL
STRATEGY

13. Agenda
Proses Manajemen Strategik
Implementasi Strategi
Pengembangan Strategi

14. Action
PlanBusiness
Need
Misalignment of Organization Strategy and
Operational Action

15. 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 Manajemen
Kinerja
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 .
Kembangkan
Strategi
Menterjemahkan
Strategi ke
Rencana
Tindakan
Membuat
rencana
operasional
Mensela-
raskan
Strategi
dengan Unit
Organisasi
Memantau dan
mempelajari
Mencoba dan
berdaptasi
• Profitability analysis
• Strategy correlations
• Emerging strategies

16. 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 sasaran
organisasi
Menurunkan sasran departemen Anda ke sasaran individu dan buat rencana
aksi (Action plan)
1
2
3
4

17. Rencana Aksi Yang Terlibat Tools & Resources
Estimasi
Waktu
Membuat proyeksi 3-
year financial Plan
Finance Leader
Financial model
atau existing
financial software
2 Minggu
Menetapkan sasaran
jangka pendek
departemen yang
selaras dengan
sasaran organisasi
Executive Team,
Planning Team
dan Department
Managers
Department
Managers meet
with their own
teams
Menetapkan
sasaran Dept.:
½ – 1 HK tiap
department
Menurunkan sasran
departemen Anda ke
sasaran individu dan
buat 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?

18. 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

19. 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

20. List of Common Organization/Department Goals Measure

21. Menetapkan sasaran jangka pendek departemen
yang selaras dengan sasaran organisasi
3

22. Menurunkan sasran departemen Anda ke sasaran individu
dan buat rencana aksi (Action plan)
4

23. 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