Dari VISI sampai REALITA

- Penyusunan Rencana Strategi

 Dari
mimpi…
Definisikan nilai-nilai kunci
yang bermakna dalam
setiap aktifitas
Kaji kondisi lingkungan saat
ini (internal dan eksternal)
Klarifikasi
Nilai-nilai
Pahami kondisi Ciptakan visi sesuai
Langkah 1 dengan kebutuhan masa
saat ini
depan
Langkah 2
Ciptakan Visi Klarifikasi
tujuan dasar
Langkah 3 Definisikan
Misi Ciptakan
rencana
Langkah 4 Implementasi strategis,
Visi rencana aksi,
dan evaluasi
Langkah 5

Kenyataan / Realisasi
Situasi STRATEGY FORMULATION STRATEGY IMPLEMENTATION EVALUATION
lingkun
gan Visi
Misi

Ekster
Tujuan
nal
Strategi
Kebijakan
Program
Inter
Anggaran
nal
Prosedur
Performance

F E E D B A C K
 Triarko Nurlambang
Daya Makara UI

Disampaikan pada Rapat Kerja

Lembaga Pengembangan Insani Baznas
Kamis 11 Januari 2007, Vila Askar, Cisarua - Bogor
 Tujuan
a Kondisi ideal:
• efisien
• efektif
b
c • puas

Start

Ilmiah > Seni Perlu Perencanaan

Seni > Ilmiah

Pelaksanaan /
operasional

Ilmiah > Seni Evaluasi / monitoring

Kajian Strategis Apa kegiatannya?
(tetapkan harapan dan arah) (Mengapa kita harus berubah?)
M
Visi E
(Apa yang kita inginkan?)
M
Misi B
(Apa bisnis/kegiatan yang akan kita tekuni?)
A
N
Tujuan G
Perencanaan Strategis (Apa yang harus kita lakukan untuk mencapai Visi?) U
(tetapkan pendekatan)
Ukuran N
(Bagaimana kita mengukur program dan sukses?)

Strategi
(Bagaimana kita memnuhi Tujuan tsb?) K
O
Membangun Organisasi M
Implementasi Strategi (Bagaimana kita mencipatakan kondisi yang siap
untuk mencapai sukses?)
I
(tetapkan kendali)
T
Monitoring dan Review M
(Seberapa baik kita melaksanakan rencana strategi?)
E
Kaji Ulang dan Revisi N
(Apa tindakan yang dibutuhkan untuk mencapai
hasil; lebih baik?)
STRATEGI : programumum dari satu kegiatan, pelaksanaan, atau
pemanfaatan sumberdaya uuntuk mencapai tujuan
komprehensif
KEBIJAKAN : bagian dari perencanaan berupa ketetapan umum
yang
memberikan arah pemikiran dan kegiatan
pengambilan
PROSEDUR keputusan
: bagian dari perencanan yang menetapkan metode yang
dibutuhkan untuk mencapai tujuan yang telah ditetapkan
sehingga
ada petunjuk uuntuk pengambilan keputusan dan
bertindak
PROGRAM : satukumpulan dari tujuan, prosedur, peraturan,
langkah yang akan diambil, pemanfaatan
sumberdaya,
dan elemen lainnya yang dibutuhkan bagi
pelaksanaan
ANGGARAN : satu kebijakan
kegiatan diharapkan
yang umumnyadapat mewujudkan
didukung hasil
oleh anggaran
yang
diinginkan; merupakan program ‘dalam angka’
 • Menentukan tujuan yang ingin dicapai selama satu periode
tertentu
• Menentukan apa atau tindakan apa yang akan dilakukan untuk
mencapai tujuan

Strategic Plan Operational Plan

Pengertian Rancangan perencanaan Rencana yang mengandung
untuk mencapai tujuan umum rincian kegiatan yang harus
organisasi dijalankan sehari-hari
Horizon waktu Cenderung untuk melihat masa Biasanya tahunan
depan (beberapa tahun YAD)

Lingkup Mempengaruhi aktifitas Sempit dan terbatas

organisasi yang luas
Tingkat rinci Sederhana dan generic (yang Turunan dari strategic plan
memeungkinkan untuk
memeberikan arah kegiatan)
 Visi
(Misi dan Nilai-nilai)
Harapan Kekuatan dan
Stakeholder/ Kelemahan
Shareholder Kapabilitas
Tujuan

Dinamika situasi Analisa kesenjangan

perkembangan (Kesenjangan antara Kompetensi Inti
lingkungan tujuan dan harapan )

Pilihan Strategis
dan resiko
Ketersediaan
Kesiapan Mitra dan sumberdaya
antar departemen atau
organisasi yang lain Strategi terpilih

Hasil Finansial yang Tujuan (Milestones) Rencana kegiatan

diharapkan

Hasil Nyata

Proses Monitoring dan Pengendalian

 Mission

Critical
resources
Vision

Stakeholder
s Fokus/ Business
Arah Value

Environment
Markets

Core Major
competenc products &
e services
Proses Rencana Strategi dalam Bisnis

Visi dan Misi

Strategi Bisnis
- Target pelanggan/ pasar
- ‘Ruang’ kelanggengan keunggulan kompetitif
- Peran mitra mata rantai supply
- Kerangka Waktu dan kinerja pencapaian tujuan

Strategic Alignment
Strategi Operasional Strategi Fungsional lainnya
- Terjemahkan strategi bisnis pada tingkat - Pemasaran
operasional dan kegiatan mata rantai - Keuangan
supply - Sumberdaya Manusia
- Berikan nilai tambah untuk pelanggan - Penelitian dan Pengembangan
- Kembangkan kompetensi inti - Rekayasa/ Engineering
 Conceptual
thinking:
• Visioning
• Strategizing

Top Mngt Ide

Middle
Mngt People

First Line Mngt

Things/ Task

Administrasi:
• Planning HRM (Human Resource Mngt) & Leadership
• Recruiting & Hiring
• Staffing
• Developing & Motivating
• Organizing
• Rewarding / Punishing
• Directing
• Retaining
• Controlling
• Empowering
Bagaimana Mengukur Hasil Pelaksanaan
Rencana Strategi;

Aplikasi Balanced Score Card

 BALANCED SCORE CARD
• kumpulan ukuran kinerja yang terintegrasi dan diturunkan dari strategi
perusahaan yang
mendukung strategi perusahaan secara keseluruhan
• tidak hanya mengukur kinerja berdasarkan perspektif keuangan (financial
perspective)
tetapi juga dengan mengukur berdasarkan perspektif pelanggan (customer
perspective),
proses bisnis/aktifitas dijalankan (internal business process perspective) dan
perspektif
kemampuan belajar dan tumbuh (learning and growth perpective)
• suatu cara untuk mengkomunikasikan strategi suatu perusahaan pada manajer-
Penggagas Balanced Score Card (BSC): Robert S. Kaplan dan David P. Norton sejak
manajer
1992 (pertama kali ditulis di Jurnal HBR/ Harvard Business Review). Bukunya yang
menjadi acuan:
di seluruh
• “Translating organisasi
Strategy (sumber:
Into Action Tunggal,
– The Balanced ScoreA.W., 2002)
Card” (1996)
• “The Strategy – Focused Organization – How Balanced Scorecard Company Thrive in the New Business
Environment” (2001)
 To Financial Perspective
succeed
financially Objectives Measures Targets Initiatives
, how
should we
Initiatives

appear to
our
sharehold

excel at ?
must we
processes
business
what
customers,
rs and
shareholde
our
To satisfy
ers?
Targets
Customer Perspective

Objectives

Internal Business Process

Measures

Vision &

Measures
Strategy

Persp.
Objectives

Targets
customers?
how should
To achieve

we appear
our vision,

to our

Initiatives
To
achieved Learning and Growth
our vision, Perspective
how will we
sustain our Objectives Measures Targets Initiatives
ability to
change
and
improve?
 FINAN
CIAL
• Cash flow, ROI
• Residual Income
•% revenue from
innovation
• Residual cash
flow
• Revenue growth
CUSTOMER
*) Customer *) Customer *)
Customer
satisfaction loyalty service
INTERNAL BUSINESS PROCESS
*) Throughput *) Reduction *) Process *) On-
time
time in waste quality
delivery
INNOVATION/LEARNING AND GROWTH
*) number of new products *) return on innovation * employee skills
*) time-to-market (new products) *) time to spent talking to customers

Dikembangkan oleh: Douglas Clinton dan Ko-Cheng Hsu, 2000

 Clarifying and translating the
Vision and Strategy
• Clarifying the Vision
• Gaining consensus

Communicating and Strategic Feedback and

Linking Balanced Learning
• Communicating and educating Score Card • Articulating the shared vision
•Setting goals •Supplying strategic feedback
•Linking rewards to performance •Facilitating strategy review and
measure learning

Planning and Target Setting

• Setting targets
• Aligning strategic initiatives
• Allocating resources
• Establishing milestones
 Operations
Management
Operations Strategy
Chapter 2
 Business Elements
• Structural
buildings, equipment, technology,
computer systems
• Infrastructural
organization, planning & control,
decision rules, quality management,
purchasing, product/service development

( • Personnel)
 Mission
The organization’s purpose for being; provides
boundaries and focus
Merck – The mission of Merck is to provide society
with superior products and services - innovations and
solutions that improve the quality of life and satisfy
customer needs - to provide employees with
meaningful work and advancement opportunities and
investors with a superior rate of return
Hard Rock Café – To spread the spirit of Rock
‘n’ Roll by delivering an exceptional entertainment
and dining experience. We are committed to being
an important, contributing member of our community
and offering the Hard Rock family a fun, healthy, and
nurturing work environment while ensuring our long-
 Mission / Strategy / Core
Competencies
• Mission – The organization’s purpose for being;
provides boundaries and focus

• Business strategy – Action plan for the business

to achieve the mission

• Functional strategies – Translate the business strategy

into specific actions for the functional areas

• Core competencies – Organizational abilities/strengths,

developed over a long period, which customers find
valuable, and competitors find difficult to copy
Strategy Linkages / Alignment
All functional strategies must support the
business strategy

Marketing strategy based on differentiation and customization

Operations strategy to build to stock

Financial strategy to minimize capital investment

Operations strategy to increase investment for quality improvement

Engineering strategy to specify an entirely new part when an

existing part will do
Operations strategy for low cost
 Strategy Process
Mission Statement

Business Strategy
- Targeted customers / markets
- Areas of sustainable competitive advantage
- Role of supply chain partners
- Time frames & performance objectives

Strategic Alignment
Operations Strategy Other Functional Strategies
- Translate business strategy into - Marketing
operations & supply chain actions - Finance
- Provide value to targeted customers - Human Resources
- Develop supporting core competencies - Research & Development
- Engineering
 Four Performance Dimensions
Mission Statement

Quality - Performance quality

Business Strategy
- Conformance
- Targeted customers / markets quality
- Areas of sustainable competitive advantage
- chain
- Role of supply Reliability
partners quality
Time - & performance
- Time frames Deliveryobjectives
speed
- Delivery reliability
Flexibility - Volume flexibility
Operations Strategy - Mix flexibility Other Functional Strategies
- Translate business strategy into - Marketing
operations & supply chain actions- Changeover flexibility
- Finance
Cost -Low-cost
- Provide value to targeted customers
- Develop supporting core competencies
operations - Human Resources
- Research & Development
- Engineering
 Order Winners vs. Order
Qualifiers
• Order winners – performance dimensions that
differentiate a company’s products and services
from its competitors
• Order Qualifiers – performance dimensions on
which customers expect a minimum level of
performance

Item Supplier A Supplier B

Conformance
99.9% pure - Meets 98% pure – Does not meet
quality
Delivery 3 days 2 days

Cost $30 / liter $20 / liter

Flexibility 100 liter minimum order 50 liter minimum order

 Operations Strategy
Mission Statement
Operations strategy
Services Business Strategy Manufacturing
- Targeted
• Customized servicescustomers / markets
• Make-to-order
- Areas of
• Assemble-to-order sustainable competitive advantage
• Assemble-to-order
- Role
• Standardized of supply chain partners
services • Make-to-stock
- Time frames & performance objectives

• Process decisions
Operations Strategy
• Quality decisions Other Functional Strategies
- Translate business strategy
• Capacity, into and layout decisions
location, - Marketing
operations & •supply chaindecisions
Operating actions - Finance
- Provide value to targeted customers - Human Resources
- Develop supporting core competencies - Research & Development
- Engineering
 Operations Strategy
Service Strategies Manufacturing Strategies

Customized Services Strategy Make to Order (MTO)

Individualized services Receive order before producing goods
e.g. Health clinic e.g. Machine shop

Assemble to Order Strategy Assemble to Order (ATO)

Assemble standardized offerings for Stock standardized components/assemblies
a specific customer’s needs assemble finished product to customer order
e.g. Cellular phone service e.g. Dell Computer

Standardized Services Strategy Make to Stock (MTS)

High volume with little variety Satisfy customer orders from inventory
e.g. U.S. Postal Service e.g. Paper
 Generic Operations Strategies
Mission Statement

Differentiation – better / unique

Business Strategy
- Targeted customers / markets
- Areas of sustainable competitive advantage
- Role of supply chain partners
- Time frames & performance objectives
Cost leadership – cheaper / value

Operations Strategy Other Functional Strategies

Quick response – faster
- Translate business strategy into
- Marketing
operations & supply chain actions
- Finance
- Provide value to targeted customers - Human Resources
- Develop supporting core competencies - Research & Development
- Engineering
Operations Strategies -
Examples
 Closing the Loop
Mission Statement

Business Strategy
- Targeted customers / markets
- Areas of sustainable competitive advantage
- Role of supply chain partners
- Time frames & performance objectives

Strategic Alignment
Operations Strategy Other Functional Strategies
- Translate business strategy into - Marketing
operations & supply chain actions - Finance
- Provide value to targeted customers - Human Resources
- Develop supporting core competencies - Research & Development
- Engineering
 OM’s Contribution to Strategy
Operations Specific Strategy Competitive
Decisions Examples
Used Advantage
Quality FLEXIBILITY
Sony’s constant innovation of new products Design
Product HP’s ability to follow the printer market Volume

Process Southwest Airlines No-frills service LOW COST

Location DELIVERY
Pizza Hut’s five-minute guarantee at lunchtime Speed
Layout Federal Express’s “absolutely, positively on time” Dependability Differentiation
(Better)
Human Resource QUALITY
Motorola’s automotive products ignition systems Conformance Response
Cost leadership (Faster)
Supply Chain Motorola’s pagers Performance (Cheaper)

Inventory
IBM’s after-sale service on mainframe computers AFTER-SALE SERVICE
Scheduling
Fidelity Security’s broad line of mutual funds BROAD PRODUCT LINE
Maintenance
Strategy and Issues During a
Product’s Life
 Summary
• Strategy is how we accomplish our mission
• Functional strategies must be aligned to support the
business strategy
• OM goals are to be faster, better and/or cheaper
• Operations strategy:
– Where the product or service is in its life cycle
– Determines our mix of faster, better, and cheaper to
satisfy our customers (trade-offs where necessary)
– Specifies process choice, work flow, order
processing, inventory, capacity, etc.