Presentasi berjudul: "LEADING THE REVOLUTION"— Transcript presentasi:
1 LEADING THE REVOLUTION Gary HamelLEADING THE REVOLUTIONDiringkas oleh :H. Sampurno
2 About AuthorGary Hamel is a visiting Professor of Strategic Management at London Business School and originator (with C. K. Prahalad) of the concept of core competencies. He was formerly a Visiting Professor of International Business at the University of Michigan.Key publications include: The Core Competence of the Corporation, Harvard Business Review (1990); Strategy as Revolution, Harvard Business Review (1996); Leading the Revolution (Harvard Business School Press, 2000).
3 Related Books Competing for the Future – Hamel & Prahalad Core competencies as the foundation for sustainabilityManaging Innovation – Tidd, Bessant, and PavittInnovation as the basis for competitive advantage. Company should be able to integrate technology, market, and organizational changeCorporate Strategy – Collis & MontgomeryResources are assets, skills, and capabilities of the firm and critical building blocks of strategy because they determine not what a firm wants to do, but what it can doCrisis and Renewal – HurstCreative destruction as part of company’s cycleHypercompetition – D’AveniBusiness has also entered and age of realities. It is essential to understand and take advantage of the dynamic motion and flux of our global markets and technological breakthrough. Hyper-competition is an environment in which advantage are rapidly created and eroded
4 THE AGE OF PROGRESS IS OVER LAHIR PADA MASA RENAISSANCETUMBUH PADA ZAMAN PENCERAHANDEWASA PADA ZAMAN INDUSTRIMATI PADA ABAD 21ZAMAN BARU :DISCONTINUE, TERJAL DAN DURHAKA
5 Background Framework : Why we have to lead a revolution? In the twenty first century, change is discontinuous, abrupt, seditious. We now stand on the threshold of a new age—the age of revolution—where opportunities come and go at light of speedNever has incumbency been worth less. Schumpeter’s gale of creative destruction has become a hurricaneThe era of economic integration, deregulation, and internetImplications :Going nonlinearBusiness Concept InnovationNew WealthToward CapabilityActivists Rule
6 ORDE INDUSTRI BARUBERAKHIRNYA THE AGE OF PROGRESS MUNCUL INDUSTRI RAKSASA : MITSHUBISHI, ABB, CITICORP, GE, FORD, DU, PONT,DLLMEMFOKUSKAN DIRI GETTING BETTERKEUNGGULAN : DISTRIBUSI GLOBAL, BRAND YANG DISEGANI, POOLING TALENTA DAN CASH FLOW
7 PERUBAHAN DISCONTINOUS MELAHIRKAN HAL-HAL BARU YANG SAMA SEKALI BERBEDA KASUS TELPON MOBIL MOTOROLA vs NOKIACOCA-COLASTARBUCKTHE AGE OF REVOLUTION MENGEKPLOATASI SETIAP PROTEKSI DAN SEMUA BENTUK OLIGARKI
8 DIBATASI HANYA OLEH IMAGINASI THE AGE OF REVOLUTION MEMBAWA PENGHARAPAN DAN PELUANG-PELUANG BARUUNTUK YANG PERTAMA DALAM SEJARAH KITA DAPAT BEKERJA DI BELAKANG IMAJINASI KITA, TIDAK LAGI DI DEPAN MASA LALUREALITAS VIRTUAL DAN MESIN SEARCH GLOBAL TELAH MULAI MEWUJUDKAN TIMELESS DREAM
9 TUMBUH DALAM ZAMAN REVOLUSI REALITAS PERSAINGAN : TIDAK HANYA KARENA DAUR HIDUP PRODUK MENJADI LEBIH PENDEK TETAPI JUGA LIFECYCLE STRATEGI MENJADI LEBIH SINGKATPERBEDAAN ANTARA LEADER DAN LAGGARD TIDAK DALAM UKURAN DEKADE TETAPI DALAM TAHUN BAHKAN DALAM BULANAPA YANG DIBUTUHKAN OLEH PERUSAHAAN ADALAH KAPABILITAS UNTUK MEMPERBAHARUI DIRINYA SENDIRI
10 INOVASI RADIKALCONTINOUS IMPROVEMENT ADALAH KONSEP MASA INDUSTRIAL, TIDAK MEMADAI LAGI UNTUK ZAMAN REVOLUSIRADIKAL, INOVASI NON LINIER ADALAH SATU-SATUNYA JALAN UNTUK MELEPASKAN DIRI DARI HIPERKOMPETISIHARUS MENGIMAJINASIKAN SOLUSI BARU UNTUK MEMENUHI KEBUTUHAN COSTOMER DENGAN COST EFFECTIVE YANG LEBIH DRAMATIK
11 FONDASI INOVASI RADIKAL CORE COMPETENSIASSET STRATEGISDARI MANA DATANGNYA KONSEP RADIKAL BISNIS BARU ?KONSEP RADIKAL BISNIS BARU SELALU DIHASILKAN DARI LUCKY FORESIGHT
12 FACING UP TO STRATEGY DECAY TAHUN 1991 – 2001 DARI 284 PERUSAHAAN HANYA 25 PERUSAHAAN YANG DAPAT MENGHASILKAN TOP – QUARTILE RETURNS UNTUK 5 TAHUN SELAMA KURUN WAKTU 10 TAHUNDISEBABKAN OLEH STRATEGI YANG USANG
13 FACING UP TO STRATEGI CECAY UNSUSTAINABLE COST CUTTINGUNSUSTAINABLE REVENUE GROWTHTHE LIMIT OF FINANCIAL ENGENEERINGUNSUSTAINABLE CONSOLIDATIONSTRATEGI CONVERGENCEBUSINESS CONCEPT INNOVATION
14 BUSINESS CONCEPT INNOVATION EMPAT KOMPONEN UTAMACORE STRATEGISTRATEGIC RESOURCESCOSTOMER INTER FACEVALUE NETWORKADA EMPAT FAKTOR YANG MENENTUKAN POTENSI KEUNTUNGAN : EFFICIENCY, UNIQUENESS, FIT, DAN PROFIT BOOSTER
15 Content of the Book Business Model : Content of the Book (2): What is Business Concept Innovation?Content of the BookBusiness Model :Fulfillment & supportInformation & insightRelationship dynamicsPricing structureBusiness MissionProduct/Market ScopeBasis for DifferentiationCore competenciesStrategic assetsCore processesSuppliersPartnersCoalitionsIt is the essence of how the firm chooses to competeIt surrounds the firm, and which complements and amlifies the firm's own resources.This refers to all the knowledge that is collected from and utilized on behalf of customersThese are unique firm-specific resourcesThree “bridge” components :configuration, customer benefit, and company boundaries
16 CORE STRATEGY BUSINESS MISSION PRODUCT / MARKET SCOPE BASIS FOR DIFFERENTIATION
17 STRATEGIC RESOURCESCORE COMPETENCIESSTRATEGC ASSETCORE PROCESSESCONFIGURATION MENJEMBATANI ANTARA CORE STRATEGY DAN STRATEGIC RESOURCES
18 COSTOMER INTERFACE VALUE NETWORK FULLILLMENT AND SUPPORT INFORMATION AND INSIGHTRELATIONSHIP DYNAMICVALUE NETWORKSUPPLIERPARTNERCOALITION
20 Beyond Continuous Improvement Content of the BookBusiness Model :Beyond Continuous ImprovementNonlinearInnovationBusinessConceptInnovationRadicalBusinessModelsContinuousImprovementBusinessProcessImprovementIncrementalComponentSystem
21 Content of the Book (5): Model of Innovation Solution The Rules...
22 The End... The Setting for Change The future is uncharted territory The past ishome sweet homeThe present is putting out firesThe future is uncharted territorySuccessful people become successful by doing things in the past. So justifiably, when presented with a new problem, they think “how did I handle this before?” This works fine as long as the environment hasn’t changed. If the environment is different, making those same decisions might result in disaster: The innovator’s dilemma example.
23 Critiques... Using revolution as the metaphor Presents a new paradigm that is very complex and requires mastering vast quantities of new skills for most peopleDrawing major conclusions from very limited dataEncouraging people to grasp the potential of powerful, underlying trends without giving them much help in understanding how to do this
24 ConclusionWhere do radical new business concepts come from? New business concepts are always, always the product of lucky foresight (a view on business innovation)An important book of business scholarship and practice improvementCompanies should prepared to anticipate “new economy”. In the new economy, the unit of analysis for innovation is not a product or a technology-it's a business concept... in the sense of radical new business modelThe future is something you create, not that something that happens to you