INOVASI: upaya meningkatkan daya saing bisnis

Presentasi berjudul: "INOVASI: upaya meningkatkan daya saing bisnis"— Transcript presentasi:

1 INOVASI: upaya meningkatkan daya saing bisnis
Prof. Dr. M. Syamsul Maarif, M.Eng, Dipl.Ing, DEA LAMPUNG 2017

2 Universities: Disruption Is Coming
Company see less value in a traditional college degree Voice of the customer Change is coming one way or another. Universities have to decide whether they want to lead the change or become the next victims of disruption (Jim Clifton, 2017)

3 NEW PARADIGMS SHIFT NEW PARADIGMS SHIFT From From From From From
INDUSTRIAL ECONOMY KNOWLEDGE-BASED ECONOMY From INPUT-DRIVEN GROWTH INNOVATION – DRIVEN GROWTH ABUNDANCE OF KNOWLEDGE From SCARCITY OF RESOURCES From DIMINSHING RETURNS INCREASING RETURNS From STABILITY DISCONTINUOUS CHANGE

4 BIG INSTITUTIONS FAILED
WHY BIG INSTITUTIONS FAILED Escape From The Past CAN NOT Invent The Future CAN NOT LEADERSHIP ORGANIZATION TRANSFORMATION

5 EVOLUSI PENGELOLAAN ORGANISASI
DEVELOPMENTAL LEARNING Menjamin keberlanjutan program TRADITIONAL DUKUNGAN KEPEMIMPINAN

6 DAYA SAING BANGSA SUMBERDAYA YANG BERLIMPAH: BERWUJUD
TAK BERWUJUD (ex: KOMPETENSI) KNOWLEDGE: Sumber inovasi

7 ERA 2000-an BRAINWARE MANAGEMENT SUMBERDAYA YANG MENCIPTAKAN
SDM SEBAGAI PENGGERAK MANAJEMEN PENGETAHUAN SUMBERDAYA YANG MENCIPTAKAN INOVASI PERUSAHAAN/ORGANISASI

8 SIFAT LINGKUNGAN BISNIS:
SITUASI BISNIS BERSIFAT GLOBAL ERA PERDAGANGAN BEBAS TEKNOLOGI INFORMASI DAN KOMUNIKASI PERUBAHAN PERSYARATAN PELANGGAN SIFAT LINGKUNGAN BISNIS: - SULIT DIKENDALIKAN (UNCONTROLABLE) SULIT DIPREDIKSI (UNPREDICTABLE) TIDAK PASTI (UNCERTAINTY) TETAP PASTI KETIDAKPASTIAN RISIKO/TANTANGAN & MANFAAT/PELUANG

9 Alvin Toffler (1976) “The certain one now is uncertainty and the constant one now is a rapid changing.” “The relative stability and predictability of business are being replace by uncertainty, complexity, and rapid changing. Intents global competition, rapidly changing in technology, economic fluctuation, shifting demography, and other dynamic conditions require companies to adaptive and swift.”

10 COMPUTER & COMMUNICATIONSREVOLUTION INDUSTRIAL REVOLUTION
ALVIN TOFFLER Perubahan Ekonomi Global COMPUTER & COMMUNICATIONSREVOLUTION INDUSTRIAL REVOLUTION 3RD WAVE 1970 – 20XX Knowledge Economy INFORMATION & COMMUNICATION TECHNOLOGY KNOWLEDGE WORKERS 2ND WAVE Industrial Economy MACHINES BLUE-COLLAR WORKERS 1ST WAVE 8000 BC Agriculture Economy LANDS PHYSICAL LABORS

11 ELEMEN KUNCI PERUBAHAN DAN INOVASI
PEOPLE PROCESS TECHNOLOGY …………………………………………. ENVIRONMENT

12 Bagian dari sistem ekonomi
INOVASI Layak secara teknis Layak secara ekonomis Sesuai dengan kebutuhan konsumen Bagian dari sistem ekonomi

13

14 4 TIANG UTAMA MANAJEMEN PERUBAHAN
Strategi Kompensasi/ insentif Operasi Budaya

15 Transition Grid Exploration Denial Resistance Commitment

16 Transition Grid Denial Commitment Past Future Resistance Exploration

17 Dealing with Reactions
Exploration Prioritise/ Training Denial Information Resistance Listen Commitment Look Ahead

18 Fenomena Katak Rebus (“The Boil Frog”)
= Peter M. Senge dalam “The Fifth Disciplines” =

19 Copy Frog Effect 1. BILA SEEKOR KATAK DIMASUKAN KEDALAM AIR YG BERSUHU 100 o C, MAKA KATAK TERSEBUT AKAN LANGSUNG LONCAT KELUAR 100 o C 75 o C 100 o C 25 o C 50 o C 2. BILA KATAK TSB DIMASUKAN KEDALAM AIR DINGIN YANG SECARA PERLAHAN PANASNYA DINAIKAN MAKA KATAK TERSEBUT AKAN DIAM SAJA MENERIMA PERUBAHAN SUHU TERSEBUT, HINGGA AKHIRNYA KETIKA DIA MENYADARI PERUBAHAN INI KONDISINYA SUDAH TERLAMBAT UNTUK MELONCAT DAN KATAK TERSEBUT MENJADI KATAK REBUS

20 “The measure of intelligence is the ability to change”
Albert Einstein (1930’’): “The measure of intelligence is the ability to change”

21 TRANSFORMASI MANAJEMEN
Sebagai orientasi penguatan Organisasi TRANSFORMASI MANAJEMEN MISI : apa yang harus dicapai ? KOMPETISI : bagaimana kita dapat berkompetisi ? KINERJA : bagaimana kita dapat menunjukkan hasil/manfaat ? PERUBAHAN: bagaimana kita mengatasi perubahan ?

22 CREATING VALUE BEYOND ADDED VALUE
Dasar Kompetisi CREATING VALUE BEYOND ADDED VALUE FLEXIBLE COMPANY QUALITY COMPANY EFFICIENT COMPANY INOVASI PILIHAN KUALITAS BIAYA ORGANISASI YANG INOVATIF ORGANISASI YANG FLEKSIBEL ORGANISASI YANG BERKUALITAS ORGANISASI YANG EFISIEN 60-an 70-an 80-an 90-an TAHUN YANG CERDAS DAYA SAING OTAK an P E R M I N T A S

23 Influence Processes (proses mempengaruhi)
Transactional Leadership Transformational Leadership

24 Perjalanan ribuan mil selalu dimulai dengan langkah pertama
Perjalanan ribuan mil selalu dimulai dengan langkah pertama (Pepatah Cina)

25 If you don’t change, you die
Prahalad

26 If we hold on together…

27 KITA BISA MENCAPAI PERUBAHAN-PERUBAHAN BESAR SECARA LUAR BIASA
Visi

28 Bisakah kita berubah?

29 Dunia semakin tanpa batas
Bayangkan sebuah ruangan dalam sebuah Gedung Di Bangalore India, 24/7 Customer Call Center, apa yang terjadi disana? Jualan produk apa saja secara on-line Pelayanan apa saja dari masyarakat di seluruh tempat di Amerika dan Eropa Dengarkan sebuah contoh pengaduan; Good afternoon, may I speak with ..... Merchant services, this is Jerry, may I help you? May I have the last 4 digits your social security number Call Center Jobs are Low Wage, Low Prestige jobs in US, but when shifted to India, they become High Wage, High Prestige jobs.

30 Kenapa kita perlu berubah?
Kebanyakan kita suka mempertahankan rutinisme- dalam semua aspek Setiap usulan perubahan-selalu direspon dengan penolakan Kenapa kita perlu berubah-karena perubahan sangat penting untuk bertahan hidup (to survive and thrive) Bagi sebuah organisasi, masyarakat dan bangsa, Apa yang ingin dicapai melalui proses perubahan? Greater Effectiveness-Better Achievement Greater Efficiency-Less Resources Less Distraction-Focus on Core Functions Better Decision-Faster and More Reliable Improved Delegation-More time for Strategic issues Stronger Motivation-More Committed Increased Innovation-Must Attract and Keep Creative People

31 Bagaimana mengelola perubahan
Perubahan pada dasarnya mengenai MANUSIA. Kita berbicara mind-set. Ini perlu perbaikan mind-set. Sulit memulai perubahan, karena itu The Beginnings are Vital! Apakah kita mendapatkan mandat yang kuat untuk melakukan proses perubahan? Perubahan berhubungan dengan hal-hal yang tidak terlalu nyata (Intangibles). Kita lebih banyak menyentuh hal-hal yang berhubungan dengan Values and Culture. Pemimpin, harus Walk the Talk! Supaya bisa dipercaya. Think From the OUTSIDE IN, bukan dari INSIDE OUT! Perubahan mind-set Perlu mandat Values dan Culture Pemimpin Walk the Talk OUTSIDE IN

32 Innovation & Knowledge Management

33 If we don’t manage creativity and innovation in the areas of Intellectual property, technology & distribution, we will be challenged in the market place Better, quicker, faster, cheaper…these are the challenges and demands of our times…the so-called information age. Never before have we had access to so much information and never before have we had so little time for assimilation, reflection, and study. When it comes to the knowledge “explosion”, Catherine the Great foretold our condition…our abundance can be both a blessing and a curse. A human-centered approach, KM melds people, processes and technology to foster “imagination” and alleviate the “pain”.

34 Catherine II (the Great) Empress of Russia
A great wind is blowing and that gives you either imagination or a headache. Catherine II (the Great) Empress of Russia Better, quicker, faster, cheaper…these are the challenges and demands of our times…the so-called information age. Never before have we had access to so much information and never before have we had so little time for assimilation, reflection, and study. When it comes to the knowledge “explosion”, Catherine the Great foretold our condition…our abundance can be both a blessing and a curse. A human-centered approach, KM melds people, processes and technology to foster “imagination” and alleviate the “pain”.

35 Knowledge Management definitions
A multi-disciplined approach to achieving organisational objectives by making the best use of knowledge The systematic processes by which knowledge needed for an organisation to succeed is created, captured, shared and leveraged The art of creating commercial value from intangible assets When it comes to knowledge management, the definitions are more contentious. Some theorists have argued that unlike information, the tacit aspect makes it virtually impossible to 'manage' knowledge. Instead they talk about 'knowledge flows' or 'knowledge sharing'. Although the term knowledge management is used, it is still not well understood and is often incorrectly associated purely with technology. According to Standards Australia International, knowledge management is "a multi-disciplined approach to achieving organisational objectives by making the best use of knowledge" Standards Australia HB Karl Erik Sveiby defines knowledge management more simply as "the art of creating commercial value from intangible assets."

36 What is Innovation? Innovation means renewal or alter
Prerequisite for innovation is the dissatisfaction with the current status and an inquisitive mind Knowledge is created by the interaction of experience with information. Fundamentally, there are two types of knowledge: explicit and tacit (read definitions/examples from slide) Our bookshelves, libraries, and the internet are full of explicit knowledge. Of the two knowledge types, it is the easier type to access. Tacit knowledge, on the other hand, is described as ‘know-how’…it’s what you and I carry around in our heads…the result of years of learning and experience. Tacit knowledge is much harder to harness and can very easily walk out of the door! Think about the gap that is often created when a key person at HCC leaves or retires. Years of experience, wisdom, professional relationships, etc. go with him/her and are lost to the organization. Tacit knowledge is often also the most valuable because it is difficult for others to replicate and is often the source of competitive advantage…

37 Defining Innovation, Creativity & Intelligence
Innovation is using an existing idea for a laterally different purpose or application Creativity is doing things that has not been done before Intelligence is the ability to learn and think Knowledge is created by the interaction of experience with information. Fundamentally, there are two types of knowledge: explicit and tacit (read definitions/examples from slide) Our bookshelves, libraries, and the internet are full of explicit knowledge. Of the two knowledge types, it is the easier type to access. Tacit knowledge, on the other hand, is described as ‘know-how’…it’s what you and I carry around in our heads…the result of years of learning and experience. Tacit knowledge is much harder to harness and can very easily walk out of the door! Think about the gap that is often created when a key person at HCC leaves or retires. Years of experience, wisdom, professional relationships, etc. go with him/her and are lost to the organization. Tacit knowledge is often also the most valuable because it is difficult for others to replicate and is often the source of competitive advantage…

38 What are innovation drivers?
Inno vations Market Pull Technology Push Society demand Main focus: Innovations based on own technologies and on market knowledge Main focus: Innovation trends backed by governmental funds and regulations Knowledge is created by the interaction of experience with information. Fundamentally, there are two types of knowledge: explicit and tacit (read definitions/examples from slide) Our bookshelves, libraries, and the internet are full of explicit knowledge. Of the two knowledge types, it is the easier type to access. Tacit knowledge, on the other hand, is described as ‘know-how’…it’s what you and I carry around in our heads…the result of years of learning and experience. Tacit knowledge is much harder to harness and can very easily walk out of the door! Think about the gap that is often created when a key person at HCC leaves or retires. Years of experience, wisdom, professional relationships, etc. go with him/her and are lost to the organization. Tacit knowledge is often also the most valuable because it is difficult for others to replicate and is often the source of competitive advantage…

39 Thinking provides knowledge, Knowledge makes you great.
Dr. APJ Abdul Kalam Honorable President of India from annual address at Saurashtra University, Rajkot, Gujarat Better, quicker, faster, cheaper…these are the challenges and demands of our times…the so-called information age. Never before have we had access to so much information and never before have we had so little time for assimilation, reflection, and study. When it comes to the knowledge “explosion”, Catherine the Great foretold our condition…our abundance can be both a blessing and a curse. A human-centered approach, KM melds people, processes and technology to foster “imagination” and alleviate the “pain”.

40 What is Knowledge? Explicit – can be codified: books, reports, journals, memos, documents Tacit – “know-how” typically unwritten Experiences and expertise gained over time Insights and observations resulting from discussion and collaboration Often most valuable because difficult for competition to replicate Knowledge is created by the interaction of experience with information. Fundamentally, there are two types of knowledge: explicit and tacit (read definitions/examples from slide) Our bookshelves, libraries, and the internet are full of explicit knowledge. Of the two knowledge types, it is the easier type to access. Tacit knowledge, on the other hand, is described as ‘know-how’…it’s what you and I carry around in our heads…the result of years of learning and experience. Tacit knowledge is much harder to harness and can very easily walk out of the door! Think about the gap that is often created when a key person at HCC leaves or retires. Years of experience, wisdom, professional relationships, etc. go with him/her and are lost to the organization. Tacit knowledge is often also the most valuable because it is difficult for others to replicate and is often the source of competitive advantage…

41 Knowledge is more than knowing
Knowledge develops like a pyramid: Wisdom Strategy, heurisitics Knowledge Concepts, algorithm What is it that we are talking about when we discuss systematically managing or sharing knowledge? It is the discipline & framework that helps an organization capture, acquire, package and share “what we know”. Information Organized facts, simple rules Data Raw & isolated facts

42 Knowledge is more than knowing
Explicit and tacit knowledge: Physics student can write equation of a ball propelled in space and its trajectory - this is explicit knowledge Basket ball player knows how to propel into the hoop - this is tacit knowledge - experience, skill & muscle memory What is it that we are talking about when we discuss systematically managing or sharing knowledge? It is the discipline & framework that helps an organization capture, acquire, package and share “what we know”.

43 Knowledge is more than knowing
Effective knowledge management: Deals with both explicit and tacit knowledge While explicit knowledge is copied, tacit knowledge is not Prefer tacit knowledge based projects for sustained success What is it that we are talking about when we discuss systematically managing or sharing knowledge? It is the discipline & framework that helps an organization capture, acquire, package and share “what we know”.

44 The Role of Knowledge The creation, diffusion and use of knowledge have become the vital ingredient in economic growth and change. The innovation-driven economy builds upon these processes. (OECD, 2002) What is it that we are talking about when we discuss systematically managing or sharing knowledge? It is the discipline & framework that helps an organization capture, acquire, package and share “what we know”.

45 THANK YOU Progress is impossible without change, and those who cannot change their minds cannot change anything. (George Bernard Shaw)