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Pemunculaan (emergent) Pembaruan

Rational

Ketegangan Pengawetan

FOLLOWERSHIP CHOICE LEADERSHIP

FOLLOWERSHIP CRISIS LEADERSHIP

Lingkaran pelaksanaan Penggunaan

Lingkaran pengubahan Penciptaan kerusakan

Keberlanjutan Loop

Political, Technical & Cultural Change


Bagaimana menciptakan perubahan dalam setiap fase perjalanan transformasi ? Untuk mendorong loop , harus mengintroduksikan tiga perubahan strategis : political, technical, dan cultural change Political change : perubahan yang terkait dengan alokasi kekuasaan serta isu-isu politis dalam organisasi. Technical change ; bagaimana menciptakan dan mengimplementasikan arsitektur dan strategi bisnis yang baru. Cultural change : bagaimana membangun dan menanamkan shared values maupun common behaviour yang baru untuk mendukung arsitektur dan strategi bisnis baru tersebut.

Transformasi yang sustainable akan mengikuti sebuah pola yang mencakup pendirian (buil-up) dan terobosan (breaktrough) . Jim Collins dalam Good to Great

Pembaruan Early Win

Ketegangan Kelakuan

Institutionalization CHOICE Establishment

Successful Cultural Growth

Critical Point

Maturity

Complacency Political

CRISIS

Reform

Distress

Menbuka Penggunaan

Keperluan
Penciptaan kerusakan

Political, Technical, dan Cultural Change s as along tranformation process.

Value Migrator CHANGE

Certain/Uncertain
Political Legal

Important/Unimportant

Technology Social
Cultural

Market

Value Supplier
COMPETITOR

Value Demander
CUSTOMER

Winner, Loser, Emerging

Economy

Committed, Lost, New

TOWS

Examination

Value Decider COMPANY Existing Competence, Risk Attitude, Stretch Possibility,

CHOICE

Primary

Technology
Destruction Coordination Adoption Sophistication

Immediate

Political Legal
Acceleration

Economy (Central)
Realization Formation

Social Cultural
Rationalization

Incremental

Market

Ultimate

Interaksi di antara Kekuatan-kekuatan Penggerak Perubahan


1. 2. 3. 4. Gambar diatas melukiskan empat arus utama diantara kekuatan perubahan. Arus utama 1. arus ke bawah diwakili oleh gerakan teknologi-ekonomi-pasar Arus utama 2. arus ke kanan diwakili oleh interaksi kekuatan politik/legalekonomi-sosial/kultural. Arus utama 3. interaksi timbal balik antara kekuatan teknologis dan sosial/kultural. Arus utama 4. interaksi timbal balik antara kekuatan politik/legal dengan pasar Interaksi dari kekuatan perubahan tidak terbatas pada keempat arus utama yang diuraikan di atas. Ada beberapa arus yang lebih kecil arus ke atas : pasarekonomiteknologi arus ke kiri : sosial/kulturalekonomipolitik/legal interaksi timbal balik : teknologi <-> politik/legal interaksi timbal balik : sosial/kultural <-> pasar

COMPETITOR
Mengkaji dua aspek penting dari lingkungan bisnis :
* Kondisi pesaing : competitive setting * Profil pelanggan : customer profile CHANGE = Value migrator COMPETITOR = Value Supplier CUSTOMER = Value demander. Dimensi Untuk menganalisis pesaing : Dimensi General Dimensi Aggressiveness Dimensi Capability Gambar menunjukkan bahwa kajian terhadap pesaing maupun pelanggan harus dilakukan berdasarkan pada new rules of the game yang muncul sebagai hasil dari perubahan lingkungan bisnis mulai dari teknologi, politik/legal, ekonomi, sosial/kultural dan pasar Pengkajian kondisi pesaing yang baru harus menghasilkan pengetahuan mengenai new value proposition Pengkajian profil pelanggan harus menghasilkan pengetahuan mengenai new value requirements. Kedua pengetahuan ini harus direkonsiliasikan dengan tepat sehingga menghasilkan winning value app

VALUE MIGRATOR
Signigicant Forces of Change

VALUE SUPPLIER

New Rules of the Game


New Value Propositions Winning Value APP New Value Requirements

VALUE DEMANDER

New Competitve Setting Indications

New Customer Profile Indications

Value = Fb + Eb = Total Get P + Oe Total Give

Company

Existing Competence Risk Attitude Stretch Possibility

Konfigurasi Lanskap Bisnis Baru.

S ARCHITECE3 Designing TURE

T
C3

OUTLOOK

SCORECARD Aligning V STV Triangle

C 4C Diamond

S PCS Circle

Market-ing Model

(Mind Share) STRATEGY Explore Positioning BEING 2 STRATEGY 3

(Market Share) TACTIC Engage Differentiation CORE 5 TACTIC 4 6

8 9 Process VALUE ENABLER

STV Triangle VALUE (Heart Share)

Execute

Brand Integrity

POSITIONING Being Strategy

DIFFERENTIATION

Core Tactic

BRAND Value Indicator

Linkeced strength; Brand, Positioning, and Differentiation

POSITIONING The worlds most customer-focused computer company

Brand Integrity

DIFFERENTIATION

Direct Model

BRAND DELL

Virtuous Circle

Strategy

Tactic

Competitive Active System Actualization


Franchise Building

Value
Competitive Active-System Actualization

(Mind Share)

STRATEGY

Positioning BEING STRATEGY

(Market Share)

TACTIC

Differentiation CORE TACTIC

POSITIONING

DIFFERENTIATION
Brand Integrity
Content
One-stop network solution

The worlds most cunstituencycentered network solution

Context
Value-chain b-web bussiness model

Technology
Network-enable technology

People
Salesmanship, cosntituency-centered, net culture

Facilities
Reliable, secure, intelligent, network

BRAND

CISCO SYSTEMS

Positioning, Diferensiasi, dan Brand CISCO

VALUE (Heart Share)

Process VALUE ENABLER

GET (for) GIVE


W O R L D C L A S S V A L U E

MORE (for) MORE


L O C A L V A L U E

MORE (for) SAME

MORE (for) LESS

SAME (for) LESS

LESS (for) LESS Individual Value

Use of Foreign Sourcing Building Alliances with Supplier Supply Chain Management of Caf de Coral Locking to the Information Technology (ERS)

Short Order Cycle Time (2 Days)

Strong Delivery Section (Powerful Truck Teams)

Full Control

Quality Assurance and Standardization

Central Warehouse

Central Food Processing Unit

Central Purchasing Unit

Karakteristik Supply Chain Management Caf de Coral

S ARCHITECE3 Designing TURE

T
C3

OUTLOOK

SCORECARD Aligning V STV Triangle

C 4C Diamond

S PCS Circle

Market-ing Model

Compensation + Self-Fulfillment Professional Engagement + Personal Involvement

Functional Benefit + Emotional Benefit Price + Other Expenses

Competency Market

Worker

Buyer

Commercial Market

Productivity + Creativity Reward + Development

Revenue + Cash Offer + Improvement

Company

Dividend + Gain Price + Opportunity Cost

Investor

Monetary + Non-Monetary Return

Capital Market Customer Value, Employee Value, dan Shareholder Value

COMPETENCY MARKET
Worker

COMMERCIAL MARK Buyer

Company

Shareholder Investor

CAPITAL MARKET

To devend three forces Stakeholder

Government Community Competency Market Media Comercial Market

Worker

Buyer

Creditor

Channel

Company
Labour Union Competitor

NGO

Investor

Financial Institution

Capital Market

VALUE LEVER / RISK

Control

Monitor

Control , Value Lever and Value Risk

VALUE DRIVERS
VALUE LEVERS VALUE RISK

MAIN STAKEHOLDERS

CUSTOMER

Customer Satisfaction

Customer Turnover

SHAREHOLDER

EVA TSR CFROI People Satisfaction Index

N/A

PEOPLE

People Turnover

Indikator Value Driver and Value Risk Generik

Mission

Business Scope Resource Allocation

Organization

Balance

P H I L O S O P H Y

Ideology

Profit

Risk Minimization

O B J E C T I V E
Goal

Shared Value Common Behaviour

M I L E S T O N E S

F E E Management Measurement D B A C K Return


Maximization

Work Coordination

Vision

Target

Result

Model Enterprise

Analogi Gunung ES

from culture.

BEHAVIOUR

MENTAL MODEL

NORMS

VALUES

Acer 1 2 - 3

Teamwork

Customer is No. 1

Human nature is basically good Be pragmatic and accountable Commoners culture

Realize the dragon dream


Challenge leadingedge technology

Contribute wisdom

Relay marathon
Independent financial management

Tutors who conceal nothing from their pupils Entrepreneurial achievement

Mission

Business Scope/Organization

Balance

Values

Behavior

Vision

Goal / Target

Result

C0mplexitas Enterprise model