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IT Strategy

Pandan P. Purwacandra, M. Kom

IT as Architects of Company Support


Knowledgeable about new technologies Sharing to tactical and strategic plans Be present in corporate strategy discussions Understand technology strengths and weaknesses

IT as Architects of Company Support


Mengetahui tentang teknologi baru Berbagi rencana yang taktis dan strategis Hadir dalam diskusi strategi perusahaan Mengetahui kekuatan dan kelemahan suatu teknologi

Six Key Enablers to Company Support


Senior executive support for IT IT involved in strategy development IT understands the business Business-IT partnership Well-prioritized IT projects IT demonstrated leadership

Enam Kunci untuk Mendukung Perusahaan


Senior executive support for IT IT terlibat dalam pengembangan strategi IT mengerti bisnis nya Partner bisnis Bisa memprioritaskan IT projects IT mendemonstrasikan kepemimpinan

Enam Pembatasan untuk Dukungan Perusahaan


IT/business tidak memiliki hubungan dekat IT TIDAK diprioritaskan dengan baik IT gagal menemui komitmen IT tidak mengerti bisnis Senior executives tidak mendukung IT Manajemen IT tidak mempunyai kepemimpinan

Todays Business Environment


Increased globalization Increased competitive pressure Frequent mergers Rapidly changing technology Evolving patterns of consumer demand

Lingkungan Bisnis Saat Ini


Peningkatan globalisasi Peningkatan persaingan kompetitif Sering bergabung Cepatnya perubahan teknologi Berkembangnya pola permintaan konsumen

Business Strategy Choices


Selection of business goals Choice of products and services to offer Design and configuration of policies Appropriate level of scope and diversity Design and organization structure and administrative systems

Pilihan Strategi Bisnis


Pemilihan tujuan bisnis Pemilihan products dan services untuk ditawarkan Desain dan konfigurasi kebijakan Sesuai tingkat lingkup dan keseragaman Desain dan struktur organisasi dan sistem administrasi

3 Business Strategy Elements

Mission (what)
Alasan keberadaan fungsi IT Tujuan dan fungsi IT Mengidentifikasikan nilai nilai inti

Strategy (how)
Bagaimana visi bisa tercapai dalam waktu tertentu Penggunaaan pos pemeriksaan Benchmarks untuk menguji efektifitas strategi Sesuai dengan misi dan nilai inti perusahaan Menyediakan jembatan arsitektur antara visi dan misi

Visi
Kemana arah perusahaan Apakah cita cita perusahaan Jelas dan menarik Big Hairy Audacious Goals (BHAG)

Big Hairy Audacious Goal


Pernyataan strategi jangka menengah sampai jangka panjang untuk mencapai tujuan perusahaan secara umum, berani yang mungkin akan dipertanyakan oleh pihak luar sebagai sesuatu yang unik namun tidak demikian bagi internal perusahaan itu Contoh Amikom disaingi UGM (+)

Company Vision
Philip Morris: Slay Goliath and become the frontrunner in the tobacco industry, despite the social forces against smoking. Menjadi yang terdepan dalam

perusahaan rokok meskipun publik memerangi rokok Amazon: Every book, ever printed, in any language,
all available in less than 60 seconds. Also: Earth's most customer centric company. Setiap buku, pernah

dicetak dalam berbagai bahasa dan tersedia kurang dari 60 detik. Karena bumi merupakan pusat pembeli Ford: "Democratize the automobile. Demokratisasi Mobil Google: Organize the world's information and make it

Company Vision
IBM: Commit to a $5 billion gamble on the 360; meet the emerging need of our customers. Microsoft: "A computer on every desk and in every home. Nokia Siemens Networks: Connecting 5 billion people by 2015. Sony: Change the worldwide image of Japanese products as poor quality; create a pocketable transistor radio

IT Strategy
Set Keputusan yang dibuat oleh manajemen senior dan IT Penyebaran infrastruktur teknologi Hubungan pemilihan teknologi yang tepat untuk bisnis yang tepat

IT Roles in Strategy
Transformation driver/enabler
Create and exploit new markets Link customers to firm Define new standards of excellence Interconnect people and processes Span organization boundaries Bridge geographical distances

Peran IT dalam Strategi Bisnis


Transformasi driver/enabler
Membuat dan mengeksploitasi pasar baru Hubungan pelanggan ke perusahaan Menentukan standard baru untuk mencapai keunggulan Menghubungkan orang dengan proses Rentang batasan organisasi Penghubung jarak geografis

Strategic Environment

Business Strategy
Scope
Customers, products, markets, and competitors

Competencies
Core competencies Critical success factors that provide competitive advantage

Governance of the Firm


Impact of company regulatory

Strategi Bisnis
Lingkup
Pelanggan, produk, pasar, dan pesaing

Kompetensi
Inti kompetensi Mengetahui dengan pasti faktor keberhasilan yang memberikan keunggulan kompetitif

Pemerintahan Perusahaan
Dampak peraturan perusahaan

Organisational Structure
Struktur Administrasi
Fungsional, matrix, desentralisasi, berbasis proses, geografis, atau campuran

Critical Business Processes


Identification of projecting processes

Human Resource Skills


Acquisition and development of people skills

IT Strategy
Scope
Impact and support business strategy decisions and initiatives

Competencies
Technology capabilities

IT Governance
Pursue relationships and alliances to obtain IT competencies

IT Structure
IT Architecture

Selection of technology and infrastructure Models used to define data, information, networks, applications, and systems

IT Organizational Processes
Critical to operation of IT organization Systems development, IT operations

IT Skills
Acquisition and development of people

Struktur IT
IT Architecture
Pemilihan teknologi dan infrastruktur Bentuk yang dipakai untuk mendefinisikan data, informasi, jaringan, aplikasi, dan sistem.

IT Organizational Processes
Kritis pada operasi yang dilakukan dalam organisasi IT Pengembangan sistem, operasi IT

IT Skills
Akuisisi dan pengembangan

Functional Integration
Linkage between the IT strategy domain and business strategy domain Support requirements and expectations of business organizational structure and processes

Integerasi Fungsi
Menghubungkan antara strategi IT dengan strategi bisnis Mendukung kebutuhan and harapan berkaitan dengan struktur dan proses organisasi bisnis

Attributes of Champion/Sponsor
Power Pain Vision Resources Long View Sensitivity Scope Public Role Private Role Consequence Management Techniques Monitoring Plans Willingness to Sacrifice Persistence

Champion vs. Sponsor


Champion
Has compelling vision of To Be state of affairs Organizational credibility and reputation Communicates vision to all levels of organization

Sponsor
Obtain resources needed to implement champions vision Focused on aspects and details of strategy execution Source of funding

Forming the Team


Senior decision makers from corporate IT, business IT, and senior business management Include systems architect and CIO Establish join understanding Commitment to goals and objectives

As-Is State Description


Specify both business strategy and organizational infrastructure Baseline for senior management and IT Understand firms strategic positioning in IT marketplace IT governance Facilitated interactive workshop sessions 10-12 participants

SWOT Analysis
Strengths Weaknesses Opportunities Threats Recommend strategies that ensure best alignment between external and internal environments

Strengths
Distinctive Competencies
Critical success factors Core competencies Brand, research, manufacturing, product development, cost and pricing structure, sales and distribution channels

Systemic Competencies
Capabilities and success factors important to strategies

Weaknesses
Observation of existing business and IT problems Weaknesses will emerge from observation Effect on firms strategic positioning

Opportunities Ansoff Matrix

Ansoff Matrix Positioning Strategies

Delta Model

Threats
Rivalry Between Existing Firms Risk of New Entrants Power of Buyers Power of Suppliers Threat of Substitutes

Environmental Factors
Political and Legal Environment Macroeconomic Environment Social Environment Technical Environment Demographic Environment

Strategy Alternatives Analysis

Scenario Planning Grid

IT Strategy Implementation
Execute the strategy Commitment and engagement of senior business management
Must occur prior to implementation planning

Strategic Alignment Maturity


Ability to adapt in harmonious fashion

Adoption of Measurement Criteria


Measure effects in several different dimensions

Periodic Review
Ensure initial assumptions are correct Ensure implementation of plans are on schedule Measurements are captured and reported