To 5 (Strategi)

Teori Organisasi Lanjutan
Sesi 5 STRATEGI ORGANISASI
Dr. A. Wahyudi Atmoko 1

Goals and
Strategy
Environment Power,
Change
Culture Structure Technology
2
FENOMENA DALAM STRATEGI MANAJEMEN
Customer
Technology
Competitor
Global Crisis, etc
as a Strategy
3
The Nature and Value
of Strategic Management
| Strategic management:
The set of decisions and actions that result in
formulation and implementation of plans
designed to achieve a company’s objectives
4
Mengapa Tujuan & Strategi
• Merespon lingkungan (kompetitif, kompleks, un/certain).

• Bertahan hidup (survival) & bertumbuh (profitability & reputaion).
• Strategy fit (related to environment) – fit defines as a successful strategy as
one that brings what the organization ca do (its competencies) into alignment
with the needs and demands of its environment (Hatch, 1997: 103).
5
Strategi
Alat untuk mencapai:
• Tujuan prsh jgk panjang, program tindak lanjut &
prioritas alokasi sbr daya (Chandler, 1962).
• Rencana tindakan untuk menginvestasikan sumber
daya untuk mengembangkan core competence
• Keunggulan bersaing – memutuskan bisnis itu
harus ada/tidak ada (Learned, et al., 1965; Porter,
1985).
6
What is Strategy?
| Large-scale, future-oriented plan

| Used to interact within competitive
environment to achieve company goals
| Provides a framework for managerial decisions
| Reflects a company’s awareness of the main
elements of competition
7
Dimensions of Strategic Decisions
| Strategic
issues require top-
management decisions
y Strategic decisions overarch several
areas of a firm’s operations
y Usually only top management has
the perspective needed to
understand their broad
implications
y Usually only top managers have
the power to authorize necessary
resource allocations
8
| Strategic
issues require large
amounts of the firm’s resources
y They involve substantial allocations of
people, physical assets, and money
y Strategic decisions commit the firm to
actions over an extended period
y In highly competitive firms, achieving
and maintaining customer satisfaction
frequently involves commitment from
every facet of the firm
9
| Strategic
issues often affect the firm’s
long-term prosperity
y Strategic decisions commit the firm for a
long time, typically 5 years; however the
impact lasts much longer
y Once a firm has committed itself to a
strategy, its image and competitive
advantages are usually tied to that strategy
y Firms become known for what they do and
where they compete. Shifting away from
that can jeopardize their previous gains.
10
| Strategic issues are future-oriented

y They are based on what managers
forecast, rather than what they know
y Emphasis is on the development of solid
projections that will enable a firm to seek
the most promising strategic options
y A firm will succeed only if it takes a
proactive (anticipatory) stance toward
change
11
| Strategic
issues usually have
multifunctional or multibusiness
consequences.
y Strategic decisions have complex
implications for most areas of the firm
y Decisions about customer mix,
competitive emphasis, or organizational
structure involve a number of the firm’s
SBUs, divisions, or program units
12
| Strategic issues require considering the

firm’s external environment
y All businesses exist in an open system.
They affect and are affected by external
conditions that are largely beyond their
control
y Successful positioning requires that
strategic managers look beyond operations
and consider what relevant others are
likely to do
13
Three Levels of Strategy
Corporate-level | Corporate level: board of directors,

Strategy
CEO & administration [Highest]
Business-level | Business level: business and corporate

Strategy
managers [Middle]
Functional-level | Functional level: Product, geographic,

Strategy and functional area managers [Lowest]
14
Characteristics of Strategic Management
Decisions: Corporate
| Often carry greater risk, cost, and profit

potential
| Greater need for flexibility
| Longer time horizons
| Choice of businesses, dividend policies,

sources of long-term financing, and
priorities for growth
15
Decisions: Business
| Help bridge decisions at the corporate

and functional levels
| Less costly, risky, and potentially
profitable than corporate-level decisions
| More costly, risky, and potentially
profitable than functional-level decisions
| Include decisions on plant location,
marketing segmentation, and
distribution 16
Decisions: Functional
| Implement the overall strategy

formulated at the corporate and business
levels
| Involve action-oriented and operational
issues
| Relatively short range and low risk
| Modest costs: depend upon available

resources
| Relatively concrete and quantifiable 17
Formality in Strategic Management
| Formality is the degree to which

participation, responsibility, authority,
and discretion in decision-making are
specified in strategic management
18
Forces Determining Formality
| Organizational
Size | Problems in the
| Predominant Firm
Management | Purpose of the
Styles
Planning System
| Complexity of
| Stage of Firm’s
Environment
Development
| Production
Process
19
Three Modes of Formality
| Entrepreneurial Mode – most small

firms
| Planning Mode – most large firms
| Adaptive Mode – most medium size

firms
20
Strategy Makers
| Idealstrategic team includes decision

makers from all three levels
| Top managers must give final approval
| Strategic decisions coincide with

managers’ responsibilities
21
Strategic Management Process
| Businesses vary in formulation and other

processes
| The basic components of the models used to
analyze strategic management are similar
| Strategic management is a process—a flow
of information through interrelated stages
of analysis toward the achievement of some
goal
22
MODEL DASAR MANAJEMEN STRATEGI
Organisasi
Publik
PERUMUSAN
IMPLEMENTASI
EVALUASI
23
Ruang Lingkup Manajemen Strategi
Pengamatan Perumusan Strategi Implementasi Strategi Evaluasi &

Lingkungan Pengendalian
Eksternal Misi
Lingkungan Sosial Tujuan
Strategi
Lingkungan Tugas
Kebijakan
Program
Internal
Anggaran
Struktur
Budaya Prosedur
Sumber Daya
Kinerja
24
TAHAP PERUMUSAN STRATEGI
1. Evaluasi Visi-Misi
2. Analisis Faktor Eksternal
Tahap 1: Masukan 3. Analisis Faktor Internal
4. Analisis Profil Kompetitif
1. Matriks TOWS
2. Matriks SPACE
Tahap 2: Pencocokan 3. Matriks BCG/Posisi Pasar Rel.
4. Matriks I/E
5. Matriks Grand Strategy
1. Matriks QSPM
Tahap 3: Keputusan 2. Teknik PHA
3. Skenario
25
Evaluasi Visi-Misi
Karakteristik Visi Yang Baik Menjawab:
1. Keberhasilan yang akan dicapai.
2. Hal yang paling menjadi fokus.
3. Masa depan yang diinginkan.
4. Menyerasikan organisasi & waktu.
5. Bersifat ambisius.
Karakteristik Misi Yang Efektif:

1. Pelanggan.
2. Produk.
3. Pasar.
4. Teknologi.
5. Perhatian pada sustainability, growth & profitability
6. Falsafah.
7. Konsep diri.
8. Perhatian pada citra publik.
9. Perhatian pada karyawan 26
Contoh Evaluasi Misi
Rumah Sakit XYZ
Menjalankan fasilitas perawatan kesehatan bermutu tinggi,

menyediakan berbagai layanan yang tepat bagi penduduk Jakarta
dan sekitarnya.
Pelayanan diberikan dengan perhatian penuh kepada para pasien,
staf medikal, staf rumah sakit, dan komunitas.
Rumah Sakit XYZ memikul peran kepemimpinan yang kuat dalam
koordinasi dan pengembangan sumber daya yang terkait dengan
kesehatan bagi masyarakat.
27
Analisis Faktor Eksternal
Lingkungan
Jauh/Umum
Lingkungan
Industri
Lingkungan
Dekat/Operasional
Organisasi
28
Lingkungan
Jauh/Umum
• Ideologi
• Ekonomi
• Politik/Hukum
• Sosial Budaya
• Demografi
• Teknologi
• Global
29
Economic Factors
• Prime interest rates

• Inflation rates
• Trends in the growth of the
gross national product
• Unemployment rates
• Globalization of the economy
• Outsourcing
30
Social Factors
Present in the external environment:

y Beliefs & Values
y Attitudes & Opinions
y Lifestyles
Developed from:
y Cultural conditioning
y Ecological conditioning
y Demographic makeup
y Religion
y Education
y Ethnic conditioning.
31
Political Factors
Political constraints on firms:

• Fair-trade Decisions
• Antitrust Laws
• Tax Programs
• Minimum Wage Legislation
• Pollution and Pricing Policies
32
Lingkungan
Industri
Porter’s 5 Forces
33
Industry Environment
| Industry Defined
y A group of firms producing products that are close
substitutes
| Firms that influence one another
| Includes a rich mix of competitive strategies that companies
use in pursuing strategic competitiveness and above-

average returns
34
The Five Forces of
Competition Model
35
36
Threat of New Entrants: Barriers to Entry
| Economies of scale
| Product differentiation
| Capital requirements
| Switching costs
| Access to distribution channels
| Cost disadvantages independent of scale
| Government policy
| Expected retaliation
37
Barriers to Entry
| Economies of Scale
y Marginal improvements in efficiency that a firm
experiences as it incrementally increases its size
| Advantages and disadvantages of large-scale and
small-scale entry
38
Barriers to Entry (cont’d)
| Product differentiation | Capital Requirements

y Unique products y Physical facilities
y Customer loyalty y Inventories
y Products at competitive y Marketing activities
prices y Availability of capital
39
| Switching Costs
y One-time costs customers incur when they buy from a
different supplier
y New equipment
y Retraining employees
y Psychic costs of ending a relationship
40
| Access to Distribution Channels

y Stocking or shelf space
y Price breaks
y Cooperative advertising allowances
| Cost Disadvantages Independent of Scale
y Proprietary product technology
y Favorable access to raw materials
y Desirable locations
41
| Cost disadvantages independent of scale

y Proprietary product technology
y Favorable access to raw materials
y Desirable locations
| Government policy
y Licensing and permit requirements
y Deregulation of industries
42
Interpreting Industry Analyses
Low entry barriers
Suppliers and buyers

have strong positions
Unattractive
Strong threats from Industry
substitute products
Intense rivalry
Low profit potential
among competitors
43
Interpreting Industry Analyses
High entry barriers
Suppliers and buyers

have weak positions
Attractive
Few threats from Industry
substitute products
Moderate rivalry
High profit potential
among competitors
44
Competitor Analysis
Components
45
Operating Environment Lingkungan
Dekat/Operasional
(Operating Env.)
| Also called competitive or task environment

| Includes competitor positions and customer profiling based on the
following factors:
y Geographic
y Demographic
y Psychographic
y Buyer Behavior
| Also includes suppliers & creditors and HRM
46
Value-Chain Analysis
| Sequential process of value-creating activities

| The amount that buyers are willing to pay for what a firm
provides them
| Value is measured by total revenue
| Firm is profitable to the extent the value it receives exceeds the
total costs involved in creating its product or service
47
The Value Chain
General administration
Human resource management
Technology development
Procurement
Inbound Outbound Marketing

Operations Service
logistics logistics and sales
Adapted from Exhibit 3.1 The Value Chain: Primary and Support Activities
Source: Adapted with permission of The Free Press, a division of Simon & 48
Schuster, Inc., from Competitive Advantage: Creating and Sustaining
Superior Performance by Michael E. Porter.
Primary Activities
Inbound Associated with receiving, storing and

Logistics distributing inputs to the product
y Location of distribution facilities
y Material and inventory control systems
y Systems to reduce time to send “returns” to
suppliers
y Warehouse layout and designs
49
Adapted from Exhibit 3.2 The Value Chain: Some Factors to Consider in Assessing a Firm’s Primary Activities
Primary Activities
Inbound
Associated with transforming inputs into
Logistics the final product form
y Efficient plant operations
Operations y Appropriate level of automation in

manufacturing
y Quality production control systems
y Efficient plant layout and workflow
design
50
Primary Activities
Inbound Associated with collecting, storing, and

Logistics distributing the product or service to
buyers
y Effective shipping processes
Operations y Efficient finished goods warehousing
processes
y Shipping of goods in large lot sizes
Outbound y Quality material handling equipment
Logistics
51
Primary Activities
Inbound Associated with purchases of products and

Logistics services by end users and the inducements used
to get them to make purchases
y Highly motivated and competent sales force
Operations y Innovative approaches to promotion and
advertising
y Selection of most appropriate distribution
Outbound channels
Logistics y Proper identification of customer segments and
needs
y Effective pricing strategies
Marketing and
Sales
52
Primary Activities
Inbound Associated with providing service to

Logistics enhance or maintain the value of the
product
y Effective use of procedures to solicit
Operations customer feedback and to act on
information
y Quick response to customer needs and
emergencies
Outbound y Ability to furnish replacement parts
Logistics y Effective management of parts and
equipment inventory
y Quality of service personnel and ongoing
Marketing and training
Sales y Warranty and guarantee policies
Service
53
Support Activities
General Typically supports the entire value chain

Administration and not individual activities
y Effective planning systems
y Ability of top management to
anticipate and act on key
environmental trends and events
y Ability to obtain low-cost funds for
capital expenditures and working
capital
y Excellent relationships with diverse
stakeholder groups
y Ability to coordinate and integrate
activities across the value chain
y Highly visible to inculcate
organizational culture, reputation, and
values
54
Adapted from Exhibit 3.3 The Value Chain: Some Factors to Consider in Assessing a Firm’s Support Activities
Support Activities
General
Administration Activities involved in the recruiting, hiring,
training, development, and compensation of
Human Resource all types of personnel
y Effective recruiting, development, and retention
Management mechanisms for employees
y Quality relations with trade unions
y Quality work environment to maximize overall
employee performance and minimize
absenteeisn
y Reward and incentive programs to motivate all
employees
55
Support Activities
General Related to a wide range of activities and

Administration those embodied in processes and
equipment and the product itself
y Effective R&D activities for process and
Human Resource product initiatives
Management y Positive collaborative relationships between
R&D and other departments
y State-of-the art facilities and equipment
Technology
y Culture to enhance creativity and innovation
Development y Excellent professional qualifications of
personnel
y Ability to meet critical deadlines
56
Support Activities
General
Function of purchasing inputs used in the
Administration firm’s value chain
y Procurement of raw material inputs
Human Resource y Development of collaborative “win-win”
Management relationships with suppliers
y Effective procedures to purchase advertising
and media services
Technology
y Analysis and selection of alternate sources of
Development inputs to minimize dependence on one
supplier
y Ability to make proper lease versus buy
Procurement decisions
57
Interrelationships among Value-Chain Activities
within and across Organizations
| Importance of relationships among value activities

y Interrelationships among activities within the firm
y Relationships among activities within the firm and with
other organizations (e.g., customers and suppliers)
58
Resource-Based View of the Firm
| Two perspectives
y The internal analysis of phenomena within a company
y An external analysis of the industry and its competitive
environment
| Three key types of resources
y Tangible resources
y Intangible resources
y Organizational capabilities
59
Types of Resources
Tangible Relatively easy to identify, and include

physical and financial assets used to create
Resources value for customers
y Financial resources
| Firm’s cash accounts
| Firm’s capacity to raise equity
| Firm’s borrowing capacity
y Physical resources
| Modern plant and facilities
| Favorable manufacturing locations
| State-of-the-art machinery and equipment
60
Adapted from Exhibit 3.4 The Resource-Based View of the Firm: Resources and Capabilities
Types of Resources
Tangible Relatively easy to identify, and

Resources include physical and financial assets
used to create value for customers
y Technological resources
| Trade secrets
| Innovative production processes
| Patents, copyrights, trademarks
y Organizational resources
| Effective strategic planning processes
| Excellent evaluation and control systems
61
Types of Resources
Tangible Difficult for competitors (and the firm itself) to

account for or imitate, typically embedded in
Resources unique routines and practices that have
evolved over time
Intangible y Human
Resources | Experience and capabilities of employees
| Trust
| Managerial skills
| Firm-specific practices and procedures
62
Types of Resources
Tangible Difficult for competitors (and the firm itself)

Resources to account for or imitate, typically embedded
in unique routines and practices that have
Intangible evolved over time
Resources
y Innovation and creativity
| Technical and scientific skills
| Innovation capacities
y Reputation
| Effective strategic planning processes
| Excellent evaluation and control systems
63
Types of Resources
Competencies or skills that a firm employs

Tangible to transform inputs to outputs, and capacity
Resources to combine tangible and intangible resources
to attain desired end
y Outstanding customer service
Intangible y Excellent product development
Resources capabilities
y Innovativeness of products and
Organizational services
y Ability to hire, motivate, and retain
Capabilities human capital
64
How Resources and
Capabilities Lead to Advantages
Adapted from Exhibit 3.5 Marks & Spencer: How Resources and Capabilities Lead to Advantages 65
Source: Adapted with permission of Harvard Business Review: Exhibit from “Competing on Resources:
Strategy in the 1990’s” by D. J. Collis and C. Montgomery, 73, no. 4 (1995).
Firm Resources and
Sustainable Competitive Advantages
Is the resource or capability… Implications

Valuable
Rare • Neutralize threats and exploit

opportunities
Difficult to imitate
• Not many firms possess
• Physically unique
Difficult to substitute • Path dependency
• Causal ambiguity
• Social complexity
• No equivalent strategic
resources or capabilities
66
Adapted from Exhibit 3.6 Four Criteria for Assessing Sustainability of Resources and Capabilities
Is the Resource Valuable?
Organizational resources can be a source of competitive

advantage only when they are valuable
y Enable a firm to formulate and implement strategies that
improve its efficiency or effectiveness
67
Is the Resource Rare?
Organizational resources also possessed by competitors

are not sources of competitive advantage
y Common strategies based on similar resources give no one
firm an advantage
y Competitive advantages are gained only from uncommon
resources, resources that are rare to other competitors
68
Can the Resource be Imitated?
Difficulty in imitating resources is key to value creation

because it constrains competition
y Profits generated from inimitable resources are more likely to
be sustainable
| Physical uniqueness
| Path dependency
| Causal ambiguity
| Social complexity
69
Are Substitutes Readily Available?
There must be no strategically equivalent valuable

resources that are themselves not rare or inimitable
y Substitutability may take at least two forms
| Competitor may be able to substitute a similar resource that
enables it to develop and implement the same strategy
| Very different firm resources can become strategic substitutes
(such as e-business as a substitute for physical retail facility)
70
Criteria for Sustainable Competitive Advantage and
Strategic Implications
Is a resource or capability…
Valuable Rare Difficult Without Implications
to Imitate Substance for Competitiveness
No No No No Competitive disadvantage
Yes No No No Competitive parity
Yes Yes No No Temporary competitive
advantage
Yes Yes Yes Yes Sustainable competitive
advantage
Exhibit 3.7 Criteria for Sustainable Competitive Advantage and Strategic Implications 71
Source; Adapted from J. Barney, “Firm Resources a Sustained Competitive Advantage,
‘ Journal of Management 17 (1991), pp. 99-120.
Matriks TOWS
KEKUATAN (S) KELEMAHAN (W)

1…. 1….
2…. 2….
10… 10…
PELUANG (O) STRATEGI SO STRATEGI WO

1…. Gunakan kekuatan Atasi kelemahan
untuk dengan
2….
memanfaatkan memanfaatkan
10… peluang peluang
ANCAMAN (T) STRATEGI WT

STRATEGI ST
1…. Minimalkan
Gunakan kekuatan
kelemahan dgn
2…. untuk menghindari
menghindari
10… ancaman
ancaman
72
Matriks QSPM (Quantitative Strategic Planning Matrix)
Strategi 1 Strategi 2
FAKTOR2
BOBOT
KUNCI
AS TAS AS TAS
Peluang:
1…
2…
5…
Ancaman:
1…
2…
3…
Kekuatan:
1…
2…
3…
Kelemahan:
1…
2…
3…
Total 1
73
AS = Nilai Daya Tarik; TAS = Total Nilai Daya Tarik
1 = Tidak Menarik; 2 = Agak Menarik; 3 = Wajar Menarik; 4 = Sangat Menarik
Matriks I/E
Tumbuh & NILAI IFE

Membangun
Kuat Sedang Lemah
4 3 2 1
Tinggi I II III
NILAI 3
EFE
Sedang IV V VI
2
Rendah VII VIII IX
1
Pertahankan Panen atau

& Pelihara Divestasi
74
Matriks SPACE (Strategic Position & Action Evaluation)
FS
Konservatif Agresif
• Penetrasi Pasar • Strategi Intensif
• Pengembangan Pasar • Strategi Integrasi
• Pengembangan Produk • Strategi Diversifikasi
• Diversifikasi Produk
CA IS
-6 -5 -4 -3 -2 -1 1 2 3 4 5 6
Defensif Bersaing
• Rasionalisasi • Strategi Integrasi
• Divestasi • Intensif
• Likuidasi
ES 75
Dimensi
FS = Financial Strength
CA = Competitive Advantage
ES = Environtmental Strength
IS = Industry Strenght
Kriteria Penilaian untuk Setiap Faktor dalam setiap Dimensi:

Dimensi
1 = Terburuk; 6 = Terbaik
-1 = Terbaik; -6 = Terburuk
Rumus:
Koordinat Sumbu X= ES + IS
Sumbu Y= CA + FS
76
Matriks BCG
Market Share
High Low
1,0 0,5 0,0
20
Industry High
Sales STAR ?
Growth 0
Rate
CASH COW DOGS
Low
-20
Strategi Divisi
? = Strategi Intensif
STAR = Semua Strategi, kec. Defensif
CASH COW = Diversifikasi Konsentrik

77
DOGS = Strategi Defensif
Strategi Alternatif:
1. Integrasi ke Depan
2. Integrasi ke Belakang Strategi Integrasi
3. Integrasi Horizontal
4. Penetrasi Pasar
5. Pengembangan Pasar Strategi Intensif
6. Pengembangan Produk
7. Diversifikasi Konsentrik
8. Diversifikasi Konglomerat Strategi Diversifikasi
9. Diversifikasi Horizontal
10. Rasionalisasi Biaya
11. Divestasi Strategi Defensif
12. Likudasi
78
STRATEGI DEFINISI CONTOH
Memiliki/meningkatkan
Integrasi ke Coca cola (produksi →
kendali atas
Depan gerai)
distributor/pengecer
Martha T (produksi ←
Integrasi ke Memiliki/meningkatkan petani)
Belakang kendali atas pemasok
Kecaap Bangu (idem)
Integrasi Memiliki/meningkatkan Bogasari (pasar terigu
Horizontal kendali atas pesaing & turunannya)
Mencari pangsa lebih besar utk Rokok putih (A-Mild)
Penetrasi Pasar produk yg sdh ada melalui Pariwisata Malysia
pemasaran yg gencar (Truly Asia)
Memperkenalkan produk yg
Pengembangan UT (Indonesia – Manca
sdh ada ke wilayah geografis
Pasar Negara)
baru
Telkom (Mbah Surip,
lagu Tak Gendong)
Meningkatkan penjualan dgn
Pengembangn Nokia (HP → Notebook)
memperbaiki produk yg ada
Produk
atau membuat baru Klinik 79
Penerbangan Indonesia
STRATEGI DEFINISI CONTOH
Diversifikasi Menambah produk baru Hotel (full day &
Konsentrik tapi masih terkait hourly)
Menambah produk baru,
Diversifikasi Rumah Sakit, Real
tidak terkait dan untuk
Konglomerat Estate
pelanggan baru
Menambah produk baru,
Diversifikasi
tidak terkait dan untuk Superindo (mart)
Horizontal
pelanggan yang sudah ada
Rasionalisasi Meresturkturisasi dg cara
Goro
Biaya mengurangi biaya & aset
Menjual suatu divisi atau Tyco Int’l menjual
Divestasi
bagian dari suatu organisasi divisi plastik
Menjual semua aset
Likuidasi Bank2 Krismon
organisasi
80
Strategi Korporasi: menggambarkan arah perusahaan secara
keseluruhan mengenai sikap perusahaan secara umum terhadap arah
pertumbuhan & manajemen berbagai bisnis dan lini produk untuk
mencapai kesimbangan portfolio produk & jasa.
Keputusan berkenaan dengan:

• tipe2 bisnis yg sebaiknya terlibat;
• arus keuangan & sumber daya lain dari & ke divisi2 perusahaan;
• hubungan anatara perusahaan dengan kelompok2 utama dalam
lingkungan.
Alat Analisis Alternatif Strategi:

* SWOT * Stabilitas
* BCG Matrix * Pertumbuhan
* GE Matrix * Pengurangan
* Grand Strategy Matrix
81
Strategi Fungsional: dikembangkan pada level departemen, dan
menekankan pada pemaksimalan sumber daya produktivitas.
Keputusan berkenaan dengan:

• Optimasi atau maksimasi sumberdaya departemen dalam mencapai
tujuan departemen.
Alat Analisis & Alternatif Strategi :

Contoh: TQM, Zero Inventory, CRM, Kaizen, GKM, 6Sigma, ABC
Costing, dll.
82
Strategi Generik
1. Cost Leadership
Menekankan pd pembuatan produk standar dengan biaya per unit
rendah untuk konsumen yang peka terhadap perubahan harga.
2. Differentiation
Bertujuan untuk membuat produk & menyediakan jasa yang dianggap
unik di seluruh industri & ditujukan kpd konsumen yang relatif tidak
terlalu peduli pada perubahan harga.
3. Focus
Membuat produk & jasa yang memenuhi keperluan sejumlah
kelompok kecil konsumen.
83
WINNING STRATEGIES THROUGH VALUE CREATION
Competitive Strategy Competitive Strategy
Competitive Competitive
Advantage Advantage
Distinctive
Competencies Generic Strategy
Organizational Competitive Position

Capabilities
Resource Available: Market Attractiveness

Tangibles, Intangibles, HR
Resource Based Strategy Market Based Strategy
84
Berbagai
Perspektif
Strategi
85
(Mintberg, 1998: 358)
FAKTOR KUNCI
KEBERHASILAN
INDUSTRI
DAYA SAING STRATEGI
KAPABILITAS ORGANISASI
COLLECTIVE LEARNING
KOMPETENSI
TANGIBLE INTANGIBLE SDM
FISIK KEUANGAN TEKNOLOGI REPUTASI BUDAYA KETRAMPILAN & KOMUNIKASI & MOTIVASI
PENGETAHUAN KHUSUS INTERAKTIF
SYARAT : AKSES KE PASAR

TIDAK MUDAH DITIRU
KONTRIBUSI KE STAKE HOLDER
86
Kriteria
Pemilihan
School of
Thought
87
Referensi Proses Perencanaan/Strategy Planning
Complexity
Low High
Slow RATIONAL IMPLEMEN-
MODEL TATORS
FORMULATE
Rate of
Change
FORMULATOR RADICAL
IMPLEMENT MODEL
Fast
88
IMPLEMENTASI STRATEGI
7S McKenzie Framework
Style
Leadership within an
organization,
characteristics of the
Staff leadership
Number and qualifications Systems working within
of the staff upon entry, the organization
description of work, level of Information system,
awareness of local policies monitoring and evaluation
system, rules and policies
on members
Superordinate Goal
Assessment of the collective

sum of the six plus the
shared values of the staff
towards the attainment of
Structure Vision, Mission and Goals
Composition, functions, Skills
physical, financial and Skills of the existing manpower
manpower resources, complement, relevant trainings
linkages with other before entry, relevant on-the-
organizations job trainings attended, plans for
staff development
Strategy
Approaches used to
meet the vision, 89
mission and goals
Source: McKinsey Consulting Co. 89
Balanced Scorecard membantu menterjemahkan strategi
1 Memahami visi 2 Menterjemahkan 3 Membangun &

Anda di masa depan visi Menyatukan
program & kegiatan.
Balanced Scorecard Shareholder
Financial Perspective Value
Activity
"How do we look Based
to our Costing
shareholders?" Customer
Satisfaction
Business
Jobs of the Process
Vision/ Customer Perspective Business Processes Future Reengineering
"How do we "What business
Mission look to our processes are the
Total
Quality
customers?" value drivers?"
I/T Time Based
Empowered Management
Organisation Learning Core Process

Organisation
" Are we able to Core
sustain innovation, Competencies
change &
improvement?" Continuous
Improvement
Double-Loop Management: Membuat Strategi sebagai
Proses Berkelanjutan
85% tim managemen
menghabiskan waktu kurang
Strategi dari 1 jam per bulan untuk
membahas isu-isu strategis
Update Strategi
Strategic Learning Loop
Test Hipotesis
Balanced Scorecard 92% organisasi tidak

melaporkan indikator2
Budget penyebab
Pendanaan Management Control Loop Pelaporan
Performance
INPUT OUTPUT
(Resources) Initiatives & Program (Hasil)
Membangun Balanced Scorecard
Vision Menjadi organisasi macam apa di masa depan?

Corporate Scorecard
Strategy Bagaimana organisasi mencapainya?
Strategic Bagaimana mencapainya ditinjau dari

Objectives 4 perskpektif?
Financial Customer Internal Learning &

Growth
Measures Apa detail ukuran guna mengarahkan

pada pencapaian strategi?
Lead Lag Ukuran mana sebagai sebab dan akibat?
Strategic Learning Stretch Targets Apa target masing-masing ukuran?
Initiatives Apa program kerjanya supaya target

tercapai?
Linkages:
Theory of doing
Apakah scorecard-nya sudah
Business mencerminkan keadaan organisasi
sebenarnya?
Implementation 92
(Deployment)
1. Vision
Defined 2002 Vision:
Charlotte Residents Live In A Safe, Prosperous, Family
Oriented City That They Can Be Proud Of
• Explosive Population 2. Themes
“Economic “Restructuring
Created
• Shifting of City Boundaries “Community Safety” “City Within a City” “Transportation” Development” Government”
• Widening Income Gap Mission: Develop a
Mission: The City will Mission: This focuses
system of roads,
• Dramatic Increase In Violent Crime build problem-solving
partnerships with our
on comprehensively
dealing with the
transit, and air
transport that is Mission: The City will
citizens to prevent the economic development Mission: The City will
• Inadequate Transportation next crime and to and quality of life issues
balanced and
coordinated in order
deliver quality
deliver quality
services at
enhance the quality of in Charlotte’s older, services at
to offer citizens and competitive costs
Infrastructure life throughout our
community, always
urban neighborhoods,
including both
businesses safe,
competitive costs
acceptable, and
treating people with residential and business
fairness and respect. areas
timely work travel and
mobility 5. Measures
(Lead and Lag)
3. Performance 4. Objectives Identified
Model Created Defined
Objective Measure Actual Target Initiative
Customer Reduce
Increase
Increase
• The “Community Safety” Theme focuses on “preventing the next (FY) 94 95 96 97 98 99
Reduce Perception
Perception
The City of Charlotte Perspective Crime
Crime ofofSafety
Safety crime” and increasing the public’s perception of safety by leveraging Reduce Crime Crime Rate 22/ 20/ 18/ Community
Increase Perception of 1000 1000 1000 Watch
City and community resources to more effectively fight crime
Safety Citizen Surveys
+5% +5%
City Clerk Mayor
Mayor && City
City Council
Council City Attorney • “Not only do people need to be safe, they need to feel safe.”
Expand Non-City Funding Leverage Fund
Funding Raising
City
City Manager
Manager
Financial
Accountability
Expand
Expand
Non-City
Non-City
Funding
• The City should expand and leverage its financial resources by
partnering with other public and private sources 6. Targets
Strategy
Perspective Funding
Secure Funding/ Number of Partners
Key Leadership
Leadership Team
Team • Partnering is the key:
Service Partners Leverage Prospects Set
Key Business
Business Units
Units Key
Key Support
Support Units
Units Improve Repeat Offender Arrests
Deputy
DeputyCity
City Manager
Manager Time
– To more effectively using private, community, state, and Federal Productivity Time Allocation
Assistant
Assistant City
City Managers
Managers Management
• Aviation • Budget and Evaluation resources Code Enforcement
Executive Programme
• Fire ExecutiveAssistant
Assistant • Business Support Services Internal Secure Increase
NBPS Usage 100
Secure Improve Increase – To more effectively using internal resources (i.e., targeting
• Neighborhood Development Assistant
Assistant to
toCity
City Manager
Manager – Communication and Process Funding/Service Improve Positive Increase Positive Customer Surveys
Funding/Service Productivity Positive
– Community Development Information Services (CIS) Partners Productivity Contacts repeat offenders) Contacts
Perspective Partners Contacts
– Community Relations – Contracts Administrator
• Corporate Communications
– Equipment Services
• Increasing positive interactions with community members can impact
– Economic Development Officer
– Employment and Training – Internal Audit the perception and reality of safety Enhance Knowledge Information Access
• Customer Service Center
– Neighborhood Services – Internal Consulting Management Capabilities IT Infrastructure Awareness
• Training Team
• Planning – Public Service and Training
• Urban Projects Coordinator Close Skills Gap Skills Gap Coverage
• Police Information • To succeed we must support employees with the training and
• Public Facilities and Engineering
• Solid Waste Services
– Purchasing
• Finance
Learning and
Growth
Enhance
Enhance
Knowledge
Knowledge
Management
Management
Close
Close
Skills
SkillsGap
Gap
Achieve
Achieve
Positive
Positive
Employee
Employee
technical resources to solve community problems
• Care must be taken to prevent “burn-out” by promoting an Achieve Positive
Training
Employee Climate Survey

7. Initiatives
40 hrs 40 hrs
• Transportation • Human Resources Perspective Capabilities Climate

Capabilities Climate Employee Climate Employee Goal Alignment
• Utilities environment which instills pride and motivation in the workforce
Mapped &
“Rapid Created
Development” -
High Involvement Police Department
Mission: The Charlotte Mecklenburg Police Department will build problem-solving
Process partnerships with our citizens to prevent the next crime and to enhance the quality of life
throughout our community, always treating people with fairness and respect.
Employed Customer
Perspective
Strengthen
Strengthen
Neighborhoods
Neighborhoods
Reduce
Reduce
Crime
Crime
Increase
Increase
Perception
Perception
ofofSafety
Safety
Objective
Secure Funding/Service
Lag Measure
Number of Partners: #, type and role of partners
Lead Measure
Partners assisting in achieving the objectives (e.g., # active

neighborhood and business watch programs
Process Mapping: # process mapping projects
Leadership Workshop III: completed Process Mapping: # targeted projects
Internal
Workshop I Workshop II Financial Expand Improve Productivity
Customer Surveys: Results of survey of customers
Team Executive Briefing Expand
Non-City
Accountability Non-City concerning quality of contacts with CMPD officers
Workshops Perspective
Funding
Funding
Increase Positive Contacts Neighborhood Problems: # of problems worked on
8. Framework Promote Community Based

Teams: # Problem-solving teams; Ratio of time
spent on administrative tasks versus time spent in
community problem solving activities
Core Team
Develop
Measurement
Define Define
Develop Stretch
Targets;
Cascaded To Internal
Process
Promote
Promote
Community
CommunityBased
Secure
Secure
Funding/Service
Improve
Improve
Increase
Increase
Positive
Problem Solving
Enhance Knowledge Information Access: % of officers effectively using IT Infrastructure: # of laptops issued and #
Learning & Growth

Based Funding/Service Productivity Positive
Strategic Strategic Perspective Prob.
Prob.Solving
Solving Partners
Partners
Productivity Contacts
Contacts Management Capabilities technology (lap top computers), change in time officers trained to use
Activities Program Assist Development
Architecture
Objectives Measures
of Pilot BSCs Departments Close the Skills Gap
spent on administrative tasks
Training: # hours of training for sworn and non-
sworn staff, improvement in skills available versus
Training: Survey of employees to identify training
needs; % of needs with training opportunities
skills identified as needed identified and provided
Achieve Positive Employee Employee Climate Survey: % of employees satisfied Employee Involvement: # employees recognized
Enhance
Enhance Achieve
Achieve Climate with jobs per employee feedback survey; in employee recognition program
Learning and
Knowledge
Knowledge Close
Close Positive
Positive absenteeism rates
Growth Skills
Management
Management SkillsGap
Gap Employee
Employee
Develop Pilot Perspective Capabilities
Capabilities Climate
Climate
Extended
93
Introduction BSCs:
Team and Objectives,
Activities Workshops Measures,
Targets
City of Charlotte
Customer
Perspective Reduce Increase Strengthen Enhance Maintain Provide Safe, Promote
Crime Perception Neighbourhoods Service Competitive Convenient Economic
of Safety Quality Tax Rates Transportation Opportunity
Financial
Accountability Expand Maximise Grow Tax Maintain
Perspective Noncity Benefit / Cost Base AAA
Funding Rating
Internal
Process Secure Streamline Promote Improve Increase Increase
Perspective Funding/Service Customer Community-Based Productivity Positive Infrastructure
Partners Interactions Problem Solving Contacts Capaciy
Learning and
Growth Enhance Knowledge Close Skills Achieve Positive
Perspective Management Gap Employee
Capabilities Climate
Objectives in grey are aligned to the

94
Department of Transportation
95

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Teori Organisasi Lanjutan

Sesi 5 STRATEGI ORGANISASI

Dr. A. Wahyudi Atmoko 1

Culture Structure Technology

• Merespon lingkungan (kompetitif, kompleks, un/certain).

| Large-scale, future-oriented plan

| Strategic issues are future-oriented

| Strategic issues require considering the

Corporate-level | Corporate level: board of directors,

Business-level | Business level: business and corporate

Functional-level | Functional level: Product, geographic,

| Often carry greater risk, cost, and profit

| Longer time horizons

| Choice of businesses, dividend policies,

| Help bridge decisions at the corporate

| Implement the overall strategy

| Modest costs: depend upon available

| Formality is the degree to which

| Entrepreneurial Mode – most small

| Adaptive Mode – most medium size

| Idealstrategic team includes decision

| Strategic decisions coincide with

| Businesses vary in formulation and other

Pengamatan Perumusan Strategi Implementasi Strategi Evaluasi &

Lingkungan Sosial Tujuan

Karakteristik Misi Yang Efektif:

Menjalankan fasilitas perawatan kesehatan bermutu tinggi,

• Prime interest rates

Present in the external environment:

Political constraints on firms:

| Includes a rich mix of competitive strategies that companies

use in pursuing strategic competitiveness and above-

| Access to distribution channels

| Cost disadvantages independent of scale

| Product differentiation | Capital Requirements

| Access to Distribution Channels

| Cost disadvantages independent of scale

Low entry barriers

Suppliers and buyers

High entry barriers

Suppliers and buyers

| Also called competitive or task environment

| Sequential process of value-creating activities

Human resource management

Inbound Outbound Marketing

Inbound Associated with receiving, storing and

Operations y Appropriate level of automation in

Inbound Associated with collecting, storing, and

Inbound Associated with purchases of products and

Inbound Associated with providing service to

General Typically supports the entire value chain

General Related to a wide range of activities and

| Importance of relationships among value activities

Tangible Relatively easy to identify, and include

Tangible Relatively easy to identify, and

Tangible Difficult for competitors (and the firm itself) to

Tangible Difficult for competitors (and the firm itself)

Competencies or skills that a firm employs

Is the resource or capability… Implications

Rare • Neutralize threats and exploit

Organizational resources can be a source of competitive

Organizational resources also possessed by competitors

Difficulty in imitating resources is key to value creation

There must be no strategically equivalent valuable

Employee Climate Survey