DATA SINGKAT
• Pendidikan formal :
Dr. Ir. Tatang A. Taufik, MSc., IPU
Dep. Manajemen Teknologi
Fakultas Bisnis
dan Manajemen Teknologi
Institut Teknologi Sepuluh
Nopember (ITS)
• S1 Teknik Industri – ITB
• S2 Industrial & Systems Engineering – University of Florida
• S3 Food & Resource Economics – University of Florida
• Bekerja di BPPT sejak 1986. Jabatan struktural terakhir di BPPT : Deputi Kepala BPPT
Bidang Pengkajian Kebijakan Teknologi (Juni 2010 – Sept 2016).
• Pangkat/Gol : Pembina Utama / IV E (TMT 01-10-2015)
• Sejak 2010 - sekarang: Auditor Teknologi
• Sejak 2016 - sekarang: Insinyur Profesional Utama (PII)
• Pernah menjadi nara sumber/instruktur/fasilitator/coach di: LEMHANNAS, BIN,
Kemenhan, Kemenristekdikti, Kemenkeu, BPPT, LIPI, Balitbang ESDM, banyak Pemda,
Takeda Foundation, ASPA, ADB
• Sejak 2017 – sekarang: Fasilitator & Coach RLA (Reform Leader Academy) di LAN
• Sejak 01-09-2017– sekarang: dosen di FBMT – ITS
• Bergabung di ASTPI (Asosiasi Science & Technopark Indonesia) 2018
• Menulis 9 buku dan beberapa makalah.
• Bidang yang digeluti : inovasi & sistem inovasi (kebijakan inovasi); klaster industri;
jaringan inovasi; technopreneurship; e-development.
• WA : +62812 2299 2015
• E-mail: tatang.taufik@gmail.com
• Instagram : @tatang_taufik @aki_tatang
• Facebook : https://www.facebook.com/aki.tatang.5
• Twitter : @TaufikTatang @AkiTatang
 PENGANTAR
MANAJEMEN STRATEGI
Dr. Ir. Tatang A. Taufik, MSc., IPU

Pertemuan Ke-1 (Review)

Mata Kuliah Manajemen Strategi BM185409

Program Studi Magister Manajemen Teknologi

 KERANGKA PENYAMPAIAN MATERI / MODUL
RP
(Rencana Pembelajaran)

Sumber Rujukan

Diskusi Kelompok,
Bahan Tayang Referensi & Penugasan &
studi kasus Video “Proyek Kelas”,
+ dsb.
Alat bantu lain
 CAPAIAN PEMBELAJARAN (LEARNING OUTCOME)
MATA KULIAH MANAJEMEN STRATEGI

1. Memahami konsep dan prinsip-prinsip manajemen strategis,

serta model-model manajemen strategik terkini beserta
aplikasinya pada organisasi bisnis maupun non bisnis;
2. Bersikap kritis dan menunjukkan kemampuan analitis terhadap
dinamika perubahan internal maupun eksternal organisasi;
3. Mampu menerapkan teknik/metode-metode untuk
mengidentifikasi, mengevaluasi dan menganalisis faktor-faktor
penting organisasi, serta untuk memformulasikan strategi dan
memilih opsi-opsi strategi pada tingkat korporasi, bisnis dan
tingkat manajemen fungsional;
4. Mampu menerapkan teknik/metode-metode khusus manajemen
berbasis kinerja (performance-based management) untuk
memformulasikan, mengimplementasikan dan/atau mengevaluasi
strategi organisasi efektif dan efisien.
 REV. PENILAIAN (GRADING)

A. Pembobotan :
1. Tugas : 30 %
2. UTS : 20 %
3. UAS : 30 %
4. Keaktifan di Kelas : 20 %

B. Nilai :
1. 90 – 100 : A
2. 80 – 85 : B [ 86 ≤ B+ < 89 ; 79 ≤ B- < 80 ]
3. 70 ≤ C < 77 [ 77 ≤ C+ < 79 ]
4. < 70 : TL (Tidak Lulus)
 ACKNOWLEDGEMENT

This powerpoint presentation was prepared based on work (e.g., book,

presentation, and/or supplement materials) of various experts on
Strategic Management fields, accessed from internet. Among others
are as the following
References

+ Much more materials accessed from internet.

 TUJUAN PEMBELAJARAN
(LEARNING OBJECTIVES OF THIS SESSION)

1. Memahami konsep dan peran manajemen strategik bagi

suatu organisasi (comprehend concepts and roles of
strategic management for an organization)
2. Memahami bagaimana cascading strategi (learn how to
elaborate the cascading of the organization strategies)
3. Memahami ruang lingkup manajemen strategik (to
comprehend the scope of strategic management)
4. Memahami manfaat manajemen strategik bagi suatu
organisasi (to grasp the benefts of strategic management
for an organization).
 OUTLINE

PENDAHULUAN

“CASCADING” STRATEGI

RUANG LINGKUP MANAJEMEN STRATEGIK

CATATAN
 OUTLINE

PENDAHULUAN

“CASCADING” STRATEGI

RUANG LINGKUP MANAJEMEN STRATEGIK

CATATAN
 DEFINISI~ MANAJEMEN STRATEGIK

• Art & science of formulating,

implementing, and evaluating,
cross-functional decisions that
enable an organization to achieve
its objectives (David, 2011).
• The set of managerial decisions and actions that
determines the long-run performance of an organization.
 MANAJEMEN STRATEGIK (STRATEGIC MANAGEMENT)

In essence, the strategic plan is a

company’s game plan
 WHY PLAN?

“If you don’t know where you’re going,

it doesn't matter which way you go”
Cheshire Cat ; Lewis Carroll

“If you don’t have a plan, your budget

is your plan”
Putnam; NEU

A popular adage often attributed to Benjamin

Franklin, the father of time management:
"Failing to plan is planning to fail."
 BENEFITS OF STRATEGIC PLANNING

• Promotes proactivity
• Involves internal and external stakeholders in the
process
• Involvement of external stakeholders creates
advocacy for the program
• Promotes stability over time
• Assists with planning for assessment, resource
allocation, and accreditation
• Better prepare the program to evolve with changes
 WHY DO STRATEGIC PLANNING?

• Keeps organization • Leads to positive action and

competitive in a dynamic and change
often unpredictable
environment • Helps in changing direction
• Promotes a clearly defined • Can accelerate growth
direction
• • Promotes innovation and
Promotes buy-in, ownership, creativity
and commitment
• • Promotes communication &
Prevents disenfranchised teambuilding
employees
• • Expands data and intuition
Sets priorities for resource
allocation
• Brings external factors to light
 CATATAN PENGERTIAN TENTANG “DAYA SAING”
• Beragam definisi ~ perbedaan keberterimaan (acceptability) oleh berbagai kalangan (misalnya akademisi,
praktisi, pembuat kebijakan).
• PORTER (1990): “There is NO ACCEPTED DEFINITION OF COMPETITIVENESS. Whichever definition of
competitiveness is adopted, an even more serious problem has been there is no generally accepted theory
to explain it”.
• “Pembedaan” pada beragam tingkatan:
– Perusahaan (mikro) : definisi yang paling “jelas.”
– Industri (meso) : walaupun beragam, umumnya dapat dipahami: pergeseran perspektif pendekatan “sektoral” 
pendekatan “klaster industri.”
– Ekonomi (makro) : dipandang sangat penting, walaupun masih sarat perdebatan dan kritik (latar belakang teori).
Kemampuan suatu perusahaan mengatasi
perubahan dan persaingan pasar dalam
memperbesar dan mempertahankan
Mikro ~ Perusahaan keuntungannya (profitabilitas), pangsa pasar,
Negara / Daerah

dan/atau ukuran bisnisnya (skala usahanya)

Memiliki
pengertian Kemampuan suatu industri (agregasi perusahaan
yang berbeda, Meso ~ Industri ~ “sektoral”  “klaster industri”) menghasilkan
produktivitas yang lebih tinggi dari industri
tetapi saling
pesaing asingnya
berkaitan
Kemampuan/daya tarik (attractiveness);
“Makro” ~ Ekonomi kemampuan membentuk/menawarkan
lingkungan paling produktif bagi bisnis, menarik
talented people, investasi, dan mobile factors
lain, dsb.; dan Kinerja berkelanjutan.
“Konteks Telaahan”
(Perbandingan) / “Tingkatan Analisis” /
Dimensi Teritorial / Dimensi “Sektoral”
Spasial Rujukan : a.l. Porter & McFetridge (1995)
 COMPETITIVE ADVANTAGE

• Business Dictionary (http://www.businessdictionary.com

/definition/competitive-advantage.html):
– Competitive Advantage: A superiority gained by an organization
when it can provide the same value as its competitors but at a
lower price, or can charge higher prices by providing greater
value through differentiation. Competitive advantage results
from matching core competencies to the opportunities.
– A competitive advantage is what makes an entity's goods or
services superior to all of a customer's other choices.

• Read: Porter’s concept on competitive advantage; and Barney

(1991).
 COMPETITIVE ADVANTAGE

• Porter:
– Forms of CA: cost advantage or differentiation

• Barney:
– Source of CA is value creating strategy, not
simultaneously being implemented by any current or
potential competitors
 SUSTAINABLE COMPETITIVE ADVANTAGE (SCA)

• Business Dictionary (http://www.businessdictionary.com

/definition/competitive-advantage.html):
– Sustainable Competitive Advantage (SCA): A long-term
competitive advantage that is not easily duplicable or
surpassable by the competitors

• Sustainable competitive advantages are company assets,

attributes, or abilities that are difficult to duplicate or exceed; and
provide a superior or favorable long term position over
competitors. Ken Faulkenberry
(http://www.arborinvestmentplanner.com/sustainable-competitive-
advantages-definition-types-examples/)
 COMPETITIVE ADVANTAGE

• When a firm earns higher economic profit than the

average in its industry
• Profitability depends on
-market level economics (the 5-forces)
-firm’s value creation relative to competitors
• Value creation depends on
-cost position relative to competitors
-benefit position relative to competitors
 RISKS AND PITFALLS OF STRATEGIC PLANNING

• Not planning to plan

– Not knowing or having a planning process
– Not allotting enough time to plan

• Strategic planning costs money

• The risk of switching directions

WHEN NOT TO DO STRATEGIC PLANNING

• No time

• No resources

• No commitment from
leadership

• In an acute crisis or
transition

21
 RESULTS OF A POOR PLANNING PROCESS

• Disillusioned stakeholders

• Poor use of resources

– Fiscal
– Physical
– Human

• Failed accreditation reviews

 GENERAL PRINCIPLES

1. There is no one absolute process

2. There are specific principles and required
steps
3. Should be treated as an ongoing process
4. Must evolve and change as the “market”
(environment) changes
5. Must reflect the vision, mission, and values
of the organization
 TIGA TAHAPAN PROSES MANAJEMEN STRATEGIK

1. Strategy formulation

2. Strategy implementation

3. Strategy evaluation
 FORMULASI STRATEGI

Strategy Formulation

Vision & Mission

External Opportunities & Threats

Internal Strengths & Weaknesses

Long-Term Objectives

Alternative Strategies

Strategy Selection
 IMPLEMENTASI STRATEGI

Strategy Implementation

Annual Objectives

Policies

Employee Motivation

Resource Allocation
 EVALUASI STRATEGI

Strategy Evaluation

Internal Review

External Review

Performance Measurement

Corrective Action
 ISTILAH PENTING
(Key Terms in Strategic Management)

• Competitive advantage
• Strategists
• Vision and mission statements
• External opportunities and threats
• Internal strengths and weaknesses
• Long-term objectives
• Strategies
• Annual objectives
• Policies
 MEMAKNAI MS/SM

Strategic Management is Gaining and

Maintaining Competitive Advantage
… meningkatkan dan memelihara
“keunggulan daya saing”

≈ Anything that a firm does especially well

compared to rival firms
 OUTLINE

PENDAHULUAN

“CASCADING” STRATEGI

RUANG LINGKUP MANAJEMEN STRATEGIK

CATATAN
 SIAPAKAH YANG DISEBUT ‘STRATEGISTS’(??)

Strategists

Gather Information

Analyze Information

Organize Information
 PERNYATAAN “VISI” DAN “MISI”

Vision and Mission Statements

Vision Statement –
What do we want to become?
“KITA INGIN MENJADI APA?”

Mission Statement –
What is our business?
“APA YANG KITA LAKUKAN?”
 PELUANG DAN ANCAMAN (EKSTERNAL)

External Opportunities and Threats

Analysis of Trends
– Economic
– Social
– Cultural
– Demographic/Environmental
– Political, Legal, Governmental
– Technological
– Competitors
 PELUANG DAN ANCAMAN (EKSTERNAL)

External Opportunities and Threats

Basic Tenet of Strategic Management

Take
Takeadvantage
advantageof
of
External
ExternalOpportunities
Opportunities

Strategy Formulation

Avoid/minimize
Avoid/minimizeimpact
impactof
of
External
ExternalThreats
Threats
 KEKUATAN DAN KELEMAHAN (INTERNAL)

Internal Strengths and Weaknesses

 Controllable activities performed
especially well or poorly

 Determined relative to competitors

 KEKUATAN DAN KELEMAHAN (INTERNAL)

Internal Strengths and Weaknesses

• Typically located in functional areas of the firm

– Management
– Marketing
– Finance/Accounting
– Production/Operations
– Research & Development
– Management Information Systems
 KEKUATAN DAN KELEMAHAN (INTERNAL)

Assessing the Internal Environment

Financial Ratios

Performance Measures
Internal Factors
Industry Averages

Survey Data
 TUJUAN JANGKA PANJANG (LONG-TERM OBJECTIVES)

 Specific results that an organization seeks

to achieve in pursuing its basic mission

 Long-term means more than one year

 TUJUAN JANGKA PANJANG (LONG-TERM OBJECTIVES)

• Essential for ensuring the firm’s success

– Provide direction
– Aid in evaluation
– Create synergy
– Reveal priorities
– Focus coordination
– Provide basis for planning, organizing, motivating,
and controlling
 STRATEGI (STRATEGIES)

Cara (langkah-langkah) mencapai tujuan

jangka panjang
Means by which long-term objectives are
achieved
 STRATEGI (STRATEGIES)

• Contoh:
– Perluasan geografis (Geographic expansion)
– Diversifikasi (Diversification)
– Akuisisi (Acquisition)
– Pengembangan produk (Product development)
– Penetrasi pasar (Market penetration)
– Penghematan (Retrenchment)
– Divestasi (Divestiture)
– Likuidasi (Liquidation)
– Joint venture
 TUJUAN TAHUAN (ANNUAL OBJECTIVES)

Tonggak tujuan jangka pendek yang harus dicapai

dalam rangka mewujudkan tujuan-tujuan jangka
panjang
Short-term milestones that firms must achieve to
reach long-term objectives
 KEBIJAKAN (POLICY)

Cara (langkah-langkah) organisasi, untuk

mencapai tujuan
Means by which annual objectives will be
achieved
CASCADING GENERIK PERENCANAAN STRATEGIS

VISI:
Visi
GAMBARAN yang diidealkan organisasi

MISI:
Misi 1
Yang dilakukan organisasi untuk mewujudkan VISI
Misi 2

Tujuan Tujuan
TUJUAN: Tujuan
1.1Apa yang dituju pada
1.2 setiap MISI organisassi 2.1

Sasaran SASARAN: Sasaran Sasaran

1.1.1
Tujuan terukur pada setiap TUJUAN bagi2.1.1
organisassi 2.1.2

Target TARGET: Target Target

SASARAN1.1.1 2.1.1oleh organisassi2.1.2
yang dicanangkan secara eksplisit untuk dicapai
 OUTLINE

PENDAHULUAN

“CASCADING” STRATEGI

RUANG LINGKUP MANAJEMEN STRATEGIK

CATATAN
 RUANG LINGKUP MANAJEMEN STRATEGIK

Sumber: David (Strategic Management. Edisi 13. 2011 Pearson Education, Inc.)
 STRATEGIC DECISION-MAKING PROCESS

Sumber: Wheelen dan Hunger (Strategic Management &

Business Policy, 11th Edition. Prentice Hall, Inc. © 2006)
 MODEL MANAJEMEN STRATEGIK

 Berkembang terutama terkait dengan

Strategic Management Process
– Dynamic & continuous
– Lebih formal di organisasi-organisasi
besar
 STRATEGIC MANAGEMENT

• Communication is a key to successful

strategic management
 OUTLINE

PENDAHULUAN

“CASCADING” STRATEGI

RUANG LINGKUP MANAJEMEN STRATEGIK

CATATAN
 MANFAAT MANAJEMEN STRATEGIK

• Komunikasi • Saling pengertian • Komitmen Kebersamaan

• Dialog yang lebih baik: meningkat untuk: manajemen dan
• Partisipasi 1. Cara pandang 1. Mencapai karyawan dalam
pihak lain tujuan mewujudkan
2. Apa yang 2. Mengimple- keberhasilan
dilakukan mentasikan organisasi
organisasi & strategi
mengapa 3. Bekerja keras
 MANFAAT MANAJEMEN STRATEGIK

• Nonfinancial Benefits
– Enhanced awareness of threats
– Improved understanding of competitors’ strategies
– Increased employee productivity
– Reduced resistance to change
– Clearer understanding of performance-reward
relationship
– Enhanced problem-prevention capabilities
 MENGAPA ADA ORGANISASI YANG TIDAK MELAKUKAN
PERENCANAAN STRATEGIK (?)

1. Kurangnya pengetahuan tentang perencanaan

strategic (Lack of knowledge of strategic planning)
2. Struktur imbalan yang buruk (Poor reward structures)
3. Perilaku “pemadam kebakaran (Fire fighting)
4. Menganggap membuang waktu (waste of time)
5. Terlalu mahal (too expensive)
6. Karena kemalasan (laziness)
7. Sudah merasa “puas” dengan keberhasilan yang
dicapai (Content with success)
 MENGAPA ADA ORGANISASI YANG TIDAK MELAKUKAN
PERENCANAAN STRATEGIK (lanjutan)

• Fear of failure
• Overconfidence
• Prior bad experience
• Self-interest
• Fear of the unknown
• Honest difference of opinion
• Suspicion
 TUGAS 1 – KELOMPOK / TIM
[1 kelas = 4 kelompok]

• Pelajari suatu perusahaan (BUMN/BUMD atau swasta

murni) atau K/L: Lakukan survey terkait dengan
“Perencanaan Strategik” beserta dokumen “Rencana
Strategik”-nya;
• Diskusikan dalam Kelompok;
• Presentasikan :
1. Kasusnya
2. Tools yang digunakan
3. Manfaat yang diperoleh organisasi ybs.
4. Kritik / masukan dari Tim
• Due date & Presentasi: 22 Pebruari 2019