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Session 1 -2 Executive Class Strategic Leadership Suhartono MBA., MA., PhD (cand) Contemporary Strategic Knowledge & Leadership Nature Source: Rainey (2010);

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Presentasi berjudul: "Session 1 -2 Executive Class Strategic Leadership Suhartono MBA., MA., PhD (cand) Contemporary Strategic Knowledge & Leadership Nature Source: Rainey (2010);"— Transcript presentasi:

1 Session 1 -2 Executive Class Strategic Leadership Suhartono MBA., MA., PhD (cand) Contemporary Strategic Knowledge & Leadership Nature Source: Rainey (2010); Laljani (2009); Kaplan & Norton (2004); Yukl (2010).

2 Fenomena dengan Perubahan Lingkungan yg Cepat dan Tak Terduga Perencanaan sering berubah Visi Misi jadi tidak jelas (sering diganti) Pemimpin dianggap plin-plan Pemimpin dianggap tidak punya strategi Koordinasi sering tidak jelas Lain-lain

3 Makna Perencanaan Urgent Important Low High Iseng Kebelet KrisisPerenca naan X

4 S T R A T E G I “ Cara-cara yang harus dilakukan untuk lebih unggul ” ‘The Way We Create Competitiveness’

5 Forecasting Now Past Now Future Values and Foresight VISION Missioning / Soothsaying Reflection Past Performance is a baseline for deciding What we do for the future now Strategy is Creating

6 SEEINGISBELIEVING BELIEVINGISSEEING Forecasting Now Past Now Future Values and Foresight VISION Missioning / Soothsaying Reflection Strategic is Believing

7 Menciptakan masa datang. Top-down -- Bottom-up Membimbing perilaku manajemen Berfokus pada customer eksternal lebih dulu Efektivitas Penekanan pada proses Proaktif Memperpanjang masa kini (biasanya lebih pendek dp perencanaan strategis) Bottom-up / staff-generated Tidak membimbing perilaku manajemen Berfokus pada customer internal dulu Efisiensi Penekanan pada rencana Reaktif Perencanaan lain : Perencanaan strategis :

8 Kategori Perusahaan a.Perusahaan yang sukses dimasa lalu dan mengagung- agungkan masa lalu. b.Perusahaan yang hidup di masa kini dan cukup sukses. c.Perusahaan yang mempersiapkan diri untuk masa depan dan mempromosikan diri mereka menghadapi waktu berbeda. d.Perusahaan yang menciptakan masa depan dengan merubah segala kemungkinan, peluang hasil yang bisa diproses, bahkan kondisi lingkungan (alam). (Harper C. Stephen) Forward-Focused Organization. Empat Kategori Perusahaan Dalam Melihat Masa Depan

9 Theory of Strategy and Change Dynamics Strategy is Cycles of Age Strategy is Concensus (Dissatisfaction – Search – Envision – Implementation) Strategy is Competition Strategy is Exchange PassiveActive Closed System Opened System We shape the environment / industry Competitor is the Enemy Competitor is my friend Co-Existing Co-Operating Co-Learning Co-Producing

10 Enterprise-wide Strategic Management (ESM- Rainey, 2010) Business is not about winning the battles in the short term at the expense of destroying relationships in the long term or failing to sustain success. ESM focuses on finding unique opportunities and creating innovative solutions that are more attractive and enduring from business and market perspectives as well as economic, social, technological, and environmental ones It is about leading, creating, developing, integrating, building, deploying, and succeeding. It also involves the search, discovery, and cure of weaknesses, defects, problems, burdens, and negative impacts across the extended enterprise.

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13 How we see the Man –Made wolrd How we see the Nature- world

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16 Strategy and Change Dynamics Strategy is CyclesStrategy is Concensus Strategy is Competetion Strategy is Exchange PassiveActive Close System Open System We shape the environment / industry Competitors is the Enemy Competittors are our friends What is the Man –Made world behind What is the Nature-world behind Co-Existing Co-Operating Co-Learning Co-Producing

17 Why ESM

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21 Paradigm Shift of Value-Added (1) Investment vs Development

22 Paradigm Shift of Value-Added (2) Transformations / Transitions

23 Paradigm Shift of Value Added (3) Operational

24 Secondary Value-Added

25 Value Equation ESM

26 ESM dan Strategic Planning By ESM, more Emergent and Descriptive variables get in the business designs

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28 Chiquita Lesson Learnt Mission: solution for healthiness Resources: Natural Material (Farming) Production Facilities: Environmental Friendliness Working Climate: transformational, ethical, Values-Based Leadership

29 Organizational Element Model (OEM) Value-Added system Analysis InputProcessesProductOutputOutcome Kulit Benang Lem Mesin dan SDM Sepatu Kelengkapan berdandan Gengsi Wibawa Sehat Dipakai untuk keperluan apa oleh konsumen / masyarakat? Bermanfaat untuk apa untuk konsumen / masyarakat

30 Produk Potensial Produk Augmentasi Produk ekspektasi Produk generik Value Added Product Analysis Benefit inti

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38 END OF FIRST SESSION

39 Strategic Management Above Average Return Strategic Competitive Advantage Sustainable Competitiveness

40 Alternative Models of Superior Returns Resource-Based Model Industrial Organization Model The External Environment An Attractive Industry Strategy Formulation Assets and Skills Strategy Implementation Superior Returns Resources Capability Competitive Advantage An Attractive Industry Strategy Implementation Superior Returns Strategic Fit Strategic Stretch

41 Alternative Models of Superior Returns 1 Industrial Organization Model (Market Focus) The External Environment An Attractive Industry Strategy Formulation Assets and Skills Strategy Implementation Superior Returns

42 Competing is Boxing

43 Bigfoot

44 Generic Strategy Average Cost in Industry Average Price in Industry Cost Leadership Differentiation Successful Stuck in the Middle

45 Blue Ocean Strategy Fit dan Stretch

46 Blue Ocean vs. Red Ocean Strategy Create uncontested market space Make the competition irrelevant Create and capture new demand Create uncontested market space Make the competition irrelevant Create and capture new demand Compete in existing market space Beat the competition Exploit existing demand Compete in existing market space Beat the competition Exploit existing demand Blue Ocean Strategy Red Ocean Strategy

47 Blue Ocean vs. Red Ocean Strategy Break the value- cost trade off Align the whole system of a firm’s activities with its strategic choice of differentiation and low cost Break the value- cost trade off Align the whole system of a firm’s activities with its strategic choice of differentiation and low cost Make the value-cost trade off Align the whole system of a firm’s activities with its strategic choice of differentiation or low cost Make the value-cost trade off Align the whole system of a firm’s activities with its strategic choice of differentiation or low cost Blue Ocean Strategy Red Ocean Strategy

48 Two Strategic Logic Industry Assumptions: Industry’s conditions are given Strategic Focus: A company should build competitive advantages. The aim is to beat the competition. Customers: A company should retain and expand its customer base through further segmentation and customization. It should focus on the differences in what customers value. Assets and Capabilities: A company should leverage its existing assets and capabilities. An Industry’s traditional boundaries determine the products and services a company offers. The goal is to maximize the value of those offerings. Industry’s conditions can be shape. Competition is not the benchmark. A company should pursue a quantum leap in value to dominate the market. A value innovator targets the mass of buyers and willingly lets some existing customer go. It focuses on the key commonalities in what customers value. A company must not be constrained by what it already has. It must ask, what would we do if we were starting anew? A value innovator thinks in terms of the total solution customer seek, even if that takes the company beyond its industry’s traditional offerings. Conventional LogicValue Innovation Logic

49 Blue Ocean Strategy Tools Strategy Canvas diagnostic toolA diagnostic tool for building a compelling blue ocean strategy current state of playIt captures the current state of play in the known market space Allow you to understand : where the competition is currently investing the factors the industry currently competes on in product, service and delivery what customers receive from existing competitive offerings on the market

50 Four Action Framework Eliminate Reduce Raise Create

51 The Case of Cirque du Soleil (A Circus Company) Theme Refined environment Multiple productions Artistic music and dance Eliminate Reduce Raise Create Star performers Animal shows Aisle concession sales Multiple show arenas Fun and humor Thrill and danger Unique venue

52 Alternative Models of Superior Returns 2 Resource-Based Model Resources Capability Competitive Advantage An Attractive Industry Strategy Implementation Superior Returns

53 Competing is Racing

54 Core Competencies Resources Inputs to a firm’s production process Core Competence A strategic capability Synergi Does the capability satisfy the criteria of sustainable competitive advantage? YES NO Capability A non-strategic team of resources Capability Integration of a team of resources

55 Criteria of Sustainable Advantages Value Chain Analysis Valuable Rare Costly to Imitate Organized to be exploited * * * * Voice of Customers Voice of Engineering Voice of Competencies From Resources to Core Competencies Resources **Tangible **Intangible Capabilities Synergy of Resources Synergy of Resources Core Competencies Discovering Core Competencies Competitive Advantage Sustained Competitive Advantage Sustained Competitive Advantage Resources **Tangible **Intangible

56 A core competency is a capability that is: O rganized to be Exploited The firm must be organized appropriately to obtain full benefits of the resources in order to realize a competitive advantage. R are R are Possessed by few, if any, current and potential competitors. V aluable V aluable Allows a firm to neutralize threats or exploit opportunities in its external environment. Costly to I mitate When other firms either cannot obtain them or must obtain them at a much higher cost. $ * Capabilities Teams of Resources Teams of Resources Core Competencies

57 YESNOYES Temporary Competitive Advantage Temp Above Average Returns YESNO YES Competitive Parity Average Returns NO Below Average Returns Competitive Disadvantage Above Average Returns YES Sustainable Competitive Advantage YES ValuableRare Costly to Imitate Org. to be Exploited Competitive Consequences Performance Implications Valuable The VRIO Framework

58 Opportunity rarely knocks on your door. Knock rather on opportunity's door if you ardently wish to enter. – B. C. Forbes, , Scottish-born Financial Journalist and Author Ardently (full-heartedly, passionately)

59 Toyota Human Touch

60 Bambegers

61 Fit to Stretch 2 ASPEKFITSTRETCH 1Bagaimana Perusahaan membangun COMPETITIVE ADVANTAGE Mengoreksi Positioning Produk menghadapi perubahan- perubahan yang terjadi di pasar ????Perbedaan Competency dibangun agar menciptakan sesuatu yang berbeda sehingga bisa tercipta kebutuhan baru di pasar ???? 2Bagaimana MEMPERTAHANKAN BAGIAN PASAR (MARKET SHARE) Mencari celah pasar / pasar baru dan mempertahankannya. ????Merubah cara / arti berbisnis (rule of the game) di pasar. ???? 3Bagaimana usaha- usaha yang dilakukan dalam MENGURANGI RESIKO? Menambah porfolio produk / bisnis ????Membangun portfolio Competencies ???? 4DUKUNGAN INVESTMENT yang diusahakan / yang sering disetujui Investasi untuk bersaing di pasar yang berubah dan menambah divisi / subdivisi ????Investasi untuk meningkatkan dan menambah Competencies. ????

62 Lesson Learnt Every Business has it desires to achieve Best-Cost position (Efficient but simultaniously Innovative), as soon as possible. Blue Ocean Strategy, with Value Innovation thinking, over the solution. Sustaining the position it needs Outcome oriented Missions and Goals, with Enterprise-Wide Strategic Management framework; not only is exploring at the level of Man-Made-World or Social Capital issues, but also is at the level of Nature World or Natural Capital or Values Capital issues. Still, Strategic Fit for short-term oriented needed for now, while Strategic Stretch orientation is our way for long-term sustaining our business.

63 Film CEO Seven Eleven Lakukan analisis: Sejauhmana CEO telah masuk dalam perspektif Man-Made World dan Nature- World? Dalam strategic Fit, CEO telah menggunakan Cost Leadership, Differentiation, Best Cost seperti apa? Dalam hal strategic Stretch (RBV) CEO membangun Core Competencies apa?


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