1. Arsitektur Strategik
Imam T Saptono

2. Strategi sebagai ilmu dan seni
“Strategi” berasal dari kata Yunani “Stratos” & “Egos”
Strategic management is the art and science of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its objectives

3. Manajemen Strategik membutuhkan Pemikiran Strategik
Strategic Management adalah sebuah proses yang kompleks, hampir seperti menyusun “jigsaw puzzle”, namun :
Dengan beberapa potongan yang hilang
Atau potongan lebih yang tidak relevan
Melibatkan banyak orang dan banyak pihak
Ditengah situasi yang dinamis

4. Perbedaan Manajemen Strategik dengan Perencanaan Jangka Panjang Biasa
Perencanaan Strategik

5. 1
Purpose… Make a believable case for change – ‘Sense of Urgency’
Change !!
An African proverb holds that, each morning a gazelle wakes up knowing it must out-run the fastest lion or be eaten
And every morning, the lion wakes up knowing that it must out-run the slowest gazelle or starve
Gazelle or lion,
Every morning you must run
That’s what change is all about. 5 5

6. 1
Purpose… Make a believable case for change – ‘Sense of Urgency’
…Unfortunately it’s much harder to build the case for change when the discomfort is building slowly!
When do you start to Change?
Government Agencies:
Operating costs growing faster than revenues?
Declining Customer Service?
Loss of Votes in an election?
Telcos: fat margins but deregulation hitting market share
Cut prices or preserve margins?
Airline: steady loss of share, customer service rating?
GE 1982: $2Bn Profit but no growth?
Your Firm??? 6

7. WHAT IS THE ARCHITECTURE?
Project Trouble Shooting
11/28/07
WHAT IS THE ARCHITECTURE?
Chartres
Cathedral 7 7

8. PROCESS ENGINEERING DESIGN ARCHITECTURE
Project Trouble Shooting
11/28/07
PROCESS
ARCHITECTURE
BEGINS WITH FUZZY NEED, REQUIREMENTS ARE PART OF THE TRADEOFFS
FORM BASED – RELATIONSHIP OF ELEMENTS
GOAL: CONCEPTS, FEASIBLE PROBLEM- SOLUTION PAIRS
BASIS FOR VALUE CHOICE
THERE IS NO OPTIMUM
AN INDUCTIVE PROCESS
AN ART FORM:
APPROXIMATE BACK-OF-THE-ENVELOPE ANALYSIS, HEURISTICS, EMPIRICAL GUIDELINES
FOCUS ON SYSTEM DRIVERS, INTERFACE MISFITS
DON’T SWEAT THE SMALL STUFF
ENGINEERING DESIGN
BEGINS WITH CONCEPTS, UNAMBIGUOUS REQUIREMENTS
FUNCTION BASED – MAKE IT WORK
GOAL: OPTIMAL SYSTEM SPECIFICATION, DESIGN CONCEPTS THAT CAN BE BUILT
FUNCTIONAL ALLOCATION
INTERFACES, ‘ILITIES
A REDUCTIONIST DEDUCTIVE PROCESS
A SCIENCE: DETAILED RATIONAL ANALYSIS; ANALYTIC TOOLS DERIVED FROM THE HARD SCIENCES 8 8

9. Definisi Arsitektur Strategi (Hamel & Prahalad 1994)
Cetak biru tingkat tinggi dalam kaitannya dengan aktivitas baru, penguasaan kompetensi baru, atau pengembangan kompetensi yang sudah ada, serta penataan ulang interaksi organisasi dengan pelanggannya di masa depan
Merupakan penghubung antara kondisi saat ini dengan masa depan bagi organisasi

10. Industry Foresight : Jembatan Masa Depan
Industri baru hanya dapat diciptakan melalui suatu kemampuan untuk melihat jauh ke depan, melalui imajinasi dan prediksi terhadap apa yang disebut sebagai wawasan skenario industri masa depan (Industry Foresight).
Hal tersebut tidak hanya membutuhkan komitmen manajemen untuk menciptakan produk baru, tetapi lebih mengarah pada pembentukan kompetensi baru
Industri Foresight menjadi sangat penting terutama untuk mencegah terjadinya suatu miopia pasar, yaitu kondisi dimana organisasi tidak mampu melihat “pasar yang jauh”, yang sebenarnya sangat potensial untuk dijadikan target pasar di masa depan

11. Manfaat Industry Foresight
Analisis Industry Foresight sangat membantu manajemen dalam mengidentifikasi hal-hal berikut ini (Hamel dan Prahalad, 1994).
Manfaat baru yang seharusnya mampu ditawarkan kepada konsumen di masa depan dengan memanfaarkan kompetensi yang dimiliki saat ini
Kompetensi dan fungsionalitas baru yang harus dimiliki organisasi agar mampu memberikan nilai tambah bagi konsumen.
Konfigurasi pasar dan konsumen yang harus dilayani di masa depan

12. Masa Depan dalam Konteks Strategik
Menurut Heijden (1996), skenario adalah manifestasi dari ide-ide bisnis yang muncul sebagai inspirasi dari situasi dan konsidi yang berupa fakta, data, teori, dan isu yang berkembang di lingkungan internal dan eksternal sebuah organisasi. Kemudian, skenario tersebut diterjemahkan ke dalam sebuah strategi untuk mencapai tujuan organisasi di masa depan. Dengan demikian, skenario masa depan bukan merupakan upaya untuk memprediksi sesuatu yang tidak dapat diprediksikan, tetapi hanya berbicara tentang suatu peluang bisnis yang masuk akal bagi organisasi di masa depan, dan sangat bermanfaat terutama untuk menganalisis maupun menyusun visi

13. Masa Depan dalam Konteks Strategik (2)
Hamel dan Prahalad (1994) menyarankan agar mampu menemukan masa depan, sebuah organisasi tidak cukup dengan menjalani proses pembelajaran (learning), tetapi juga harus menjalani proses pelupaan serta meninggalkan kebiasaan dan paradigma lama. Untuk melakukan proses pelupaan, maka diperlukan strategic intent, yaitu impian atau keinginan strategik yang secara sungguh-sungguh ingin diraih oleh organisasi di masa depan.

14. Who is our custommer
What is our products
How do we produce it
Who is our competitor
What kind of competences we should build in

15. Change is an imperative – but managing change is a challenge
“The best way to predict the future is to create the future.”
Peter Drucker
“It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle than to initiate a new order of things.”
Machiavelli - The Prince

16. STRATEGY DEVELOPMENT AND IMPLEMENTATION
Strategic Thinking
Generating Options
What might happen?
Options
Strategic Decision Making
Making choices
What will we do?
Decisions
Strategic Planning
Taking Action
How will we do it?
Actions 16

17. Strategic Decision Making
FUTURES AND STRATEGY
Futures Approaches and Methods
Strategic Thinking
Generating Options
What might happen?
Options
Strategic Decision Making
Making choices
What will we do?
Decisions
We will talk about this a little later on, but the home of futures work in the SDI process is at the strategic thinking phase.
Strategic Planning
Taking Action
How will we do it?
Action 17

18. FUTURES: WHAT IS FUTURES?
I need to digress here, and work through some essential ideas and principles about futures work. 18

19. 19

20. FUTURES PRINCIPLES There is always more than one future.
The future is not pre-determined – we have alternatives.
The future is not predictable – we have choices.
The future can be influenced – there are consequences of our choices and action today for future generations.
Hence, we have a responsibility to act wisely in the present.
Adapted from Amara, and Voros 20

21. FUTURES PRINCIPLES
We cannot ‘know’ the future in the same way that we ‘know’ the present.
There are no future ‘facts’.
Futures work explores ideas about the future, not the future itself.
Stress here that since we cannot ‘know’ the future in the sense that we think we ‘know’ the present, we can only explore ideas about the future. 21

22. FUTURES TIME Near Term Future - Up to one year from now
Short Term Future – 1-5 years from now
Mid-Term Future years from now
Long Range Future years from now
Far Future - 50 plus years from now 22

23. Technology, Demographics, Economics, Science etc
FUTURES PUSH AND PULL
Technology, Demographics, Economics, Science etc
PRESENT
Ideas, Images, Hopes, Fears
FUTURE
CONSTRAINTS
It often seems like the technological world is pushing us into the future, as if it was a driver, rather than an enabler. We need to be in touch with our ideas, images, hopes and fears about the future, so that we can balance the push and pull. 23

24. THE FUTURE AS A STRATEGIC LANDSCAPE
The ‘self’ journeys across the chessboard to the mountain, which lies in the medium term future
The strategic objective:
• A compelling, relevant future
• BHAG—“Big Hairy Audacious Goal” • A concrete, specific goal
• A challenge, but achievable
The strategic environment:
• Strategic implementation and tactics
• Threats and opportunities
• Actions of other strategic actors
• Driving forces
• Mapped and understood using scenarios
The purpose of the organization
• A “future-focused role image”
• Not completed or “used up”
Strategic identity:
• Current reality
• Self-knowledge
• Strengths and weaknesses
• Values
• Preferences and experience
‘The Chessboard’— Issues and challenges we are likely to face
‘The Star’—
Our enduring and guiding social role
‘The Mountain’—
What we hope to achieve
‘The Self’—
Our values and attributes as a strategic player
“Star, mountain, chessboard, self” image © 1999
See prospect #6 Dec2001 for Hardin’s paper describing the rationale for this model. 24

25. TYPES OF FUTURES Potential – all futures, imagined or not yet imagined
Possible - “might” happen (future knowledge)
Plausible – “could” happen (current knowledge)
Probable - “likely to” happen (current trends)
Preferable - “want to” happen (value judgements)
The future is potentially both imaginable and unimaginable.
There are futures that are possible, and that might happen – the beam me up Scotty type of future where the knowledge to make it happen does not yet exist.
There are plausible futures, which could happen, and which are based on knowledge that does exist at the moment – the futures made possible by nanotechnology are only just beginning to emerge.
Probable futures are those which we are beginning to experience now – they are based on current trends that are already happening.
And preferable futures are those we hold dear, those based on value judgements, and those which we want passionately to happen. 25

26. TYPES OF FUTURES Possible Plausible Probable Preferable Time
Scenario
“Wildcard”
See the relevant slides in the Seminar.
Today
Time 26

27. GENERIC FORESIGHT MODEL
Inputs
things happening
Analysis
“what seems to be happening?”
Foresight
Interpretation
“what’s really happening?”
“what might happen?”
Prospection
Re-iterate a slide they should have seen in the Seminar.
“what might we need to do?”
Outputs
Copyright © 2000 Joseph Voros
“what will we do?”
“how will we do it?”
Strategy 27

28. FUTURES: WHY FUTURES? 28

29. WHY THINK ABOUT THE FUTURE?
All our knowledge is about the past, but all our decisions are about the future.
What we don’t know we don’t know
What we know we don’t know
What we know
Let’s return to this slide for a moment.
Most of what we need to know to make good decisions today is outside our comprehension: we don’t even know it’s there. 29

30. BECAUSE THINGS CHANGE!
“We don’t like their sound, and guitar music is on the way out”: Decca Recording Co. rejecting The Beatles, 1962.
“I think there is a world market for maybe 5 computers”: Thomas Watson, Chairman of IBM, 1943
"There is no reason anyone would want a computer in their home”: Ken Olson, founder of Digital Equipment, 1977
“640K [of RAM] ought to be enough for anybody”: Bill Gates, 1981
“The fact that conflicts with other countries [producing civilian casualties] have been conducted away from the U.S. homeland can be considered one of the more fortunate aspects of the American experience”: Quadrennial Defense Review (QDR) for the US Dept of Defence, 2001 30

31. FUTURES AND STRATEGI DIRECTION
What’s happening?
Foresight
What’s really happening?
What might happen?
What seems to be happening?
Strategic Thinking
Generating Options
What might happen?
Options
What might we need to do?
Strategic Decision Making
Making choices
What will we do?
Decisions
What will we do?
Strategic Planning
Taking Action
How will we do it?
How will we do it?
Action 31

32. FUTURES: BUILDING A STRATEGIC FORESIGHT CAPACITY32

33. BUILDING A STRATEGIC FORESIGHT CAPACITY
There will be many, many competing images of the future. Only when those images are articulated can the possibility of a shared view of the future – and a shared strategy - begin to emerge.
You need overt organisational processes to be able to articulate images of the future.
Because images reside in the Upper Left Quadrant, you need processes that engage people as individuals.
Wilber’s Upper Left is often missed in strategic planning processes. 33

34. BUILDING A STRATEGIC FORESIGHT CAPACITY
All individuals have the capacity for foresight – we use that capacity every day.
The aim is to move that individual capacity to a shared, organisational capacity. 34

35. BUILDING A STRATEGIC FORESIGHT CAPACITY
Strategic Foresight is:
conscious
explicit
collective
Individual foresight is:
unconscious
implicit
solitary
Individuals recognise and build their foresight capacity
Individuals begin to talk about and use futures approaches in their work
Individual capacities generate organisational capacity (through structures & processes)
Adapted from the work of Joseph Voros and
Richard Slaughter 35

36. BUILDING A STRATEGIC FORESIGHT CAPACITY
Generates a challenge: strategic foresight takes time to develop because:
we are dealing with how people think,
we are asking people to question their thinking and to surface the assumptions upon which their thinking is based – this is often scary and uncomfortable. 36

37. BUILDING A STRATEGIC FORESIGHT CAPACITY
And, in today’s ‘business’ environment, it is easy to dismiss the need to think about the future.
“I am too busy dealing with the here and now to think about the future” (University Council member).
“I think about the future every day, and it’s an insult that you are here to teach me how to think” (Deputy Vice-Chancellor).
“I don’t get paid to think about the future, I get paid to produce results” (Corporate Director). 37

38. BUILDING A STRATEGIC FORESIGHT CAPACITY
In our jobs, we are rewarded not for thinking about the future, but for results in the present.
We are rewarded for certainty in the present, not uncertainty about the future.
We can speak confidently about the past and the present (or seem like we are), but it is difficult to speak confidently about the future. 38

39. BUILDING A STRATEGIC FORESIGHT CAPACITY
But, strategy is about the future.
Thinking about the future is thinking about uncertainty.
How do we incorporate thinking about uncertainty, and hence, thinking about the future, into our decision making processes?
How do we demonstrate the value of taking time out in the present to consider long term issues to inform decision making today? 39

40. New Vision & Navigation Map
Transformation
Build a strong platform to maintain sustainable growth
Re-branding and improving Corporate Identity
Strengthening distribution channel
Improving risk management
Revitalize profit-generated sources
SBU Corporate Banking
SBU SME Banking (UMKM)
SBU Consumer Banking
SBU Transactional Banking
SBU Treasury and Financial Services
SBU Shari’a Finance and Banking
SBU International Banking
SBU Subsidiaries
Apr-Jun 2004
Appointment of CEO and management team
Problem mapping & determine priority
Redefine Vision, Mission, Strategy and Target
Restore public confidence and trust
Implement risk management more effectively
Aggressive NPL management
Handle fraud case
Zero Fraud Operation
Improve profitability to pre-crisis level
Strengthening Good Corporate Governance
Improve human resources management and policy
IT Roll-out
Launch Service Level Quality Improvement Program
Launch maritime sector loan
Intensify Cross-Selling Program
Stabilization
Recovery
Jan-Mar 2004
2004—2008
2008—2013
2014—2018
Maximizing Performance
A Bank that All Indonesians can be Proud of
Maximize performance of profit-generated sources
Develop competence to strengthen competitive advantage, by
Organic (internal) development
Non organic development, through merger and acquisition
Redefine profit-generated sources based on prevailing economic, social & business environmental conditions
Selective business expansion to international market
“A Leading Bank in Performance”
“A Bank that All Indonesians can be Proud of Leading in Services and Performance”
“A Leading Bank in Services”
To achieve the vision, three five-year stages have been formulated
Page 40
Page 40

41. The longer term plan Strategic Intent
The best managed bank in Indonesia, leading in payments,
consumer and SME/Commercial segments
GROW AGGRESSIVELY
Build franchises and generate value
CREATE ADVANTAGE
Create competitive advantages in key product/ customer segments
onward
INVEST AND BUILD
Invest in capability, build the platform for sustainable long-term growth
Leverage the brand
Establish market leadership in key segments and products
Expand franchises aggressively
Deliver best-in-class operating and financial performance
Become the “banking partner of choice” for customers
Grow the brand
Expand distribution footprint
Become the emerging market leader in key segments and products – payments, consumer, SME/Commercial
Increase market share and build franchise
Build a performance–oriented culture, enabled by supporting structure and process
2005
Invest in key capabilities and infrastructure
Redesign go-to-market strategy and model
Strengthen the brand
Redesign management model, structure and process for performance transparency
Engage people for success
Berikut adalah ilustrasi dari roadmap strategy PermataBank hingga tahun 2012, dimana pada tahun 2005 PermataBank masuk dalam fase investasi dan pengembangan yang dicirikan dengan langkah-langkah penyusunan landasan pertumbuhan kedepan termasuk didalamnya aspek infrastruktur organisasi.
Fase berikut di tahun adalah pengembangan keunggulan atau kapabiliti, yang dicirikan dengan penajaman keunggulan dalam hal produkserta segmentasi pasar yang efektif. Juga pembangunan organisasi yang berbasiskan pada budaya kinerja yang dicerminkan dengan perbaikan struktur dan proses
Selanjutnya dalam 5 tahun kedepan PermataBank akan masuk kedalam fase pertumbuhan yang aggressive dengan mengembangkan franchise value yang telah dimiliki.
By 2012, we will command 10% market share in the segments that we compete in

42. Arsitektur Strategik PT BFM

43. The intent is to share how leaders like Jack Welch achieved GE’s transformation: revenues up 370%, value up 3900%, FTE down 15%
1982
Low Margin, low growth appliance focused business
#1 or 2 in all businesses: good margins and growth
2000
Agenda
Bureaucratic/milit ary style organisation
Slow decisions
Structurally cumbersome
45 SBUs/9-11 layers
Two global businesses
400K+ employees
Financials
Sales US$27.2 Bn
Income US$1.6 Bn
Market Cap $13.1 Bn
Dynamic corporation
Clear accountability
Rapid decisions
Flat structure
10 SBUs/4-5 layers
All business global
340K employees
Financials
Sales US$127 Bn
Income $12 Bn
Market Cap $521 Bn
GE Share Price vs. Index GE
Dow Jones
S&P 500
You may also recall he said in 1999 he didn’t think he could do your job: Why?

44. Ilustrasi : Industry Foresight & Arsitektur Strategik
Sales USD mio
Market share
Our product : Conventional Banking Services
Our product : Financial Solution for Agribusiness
Our customer :
Institutional /Corporate Banking
Our product : Universal customer in Agribusiness
Our coverage : Big cities mainly Jakarta & Surabaya
Our product : All Indonesia & regional
Strategic Intent : To be come outstanding financial service provider , lead in agribusiness sector with superior service & financial performance
Transformation
Sharpening target segment
Build capabilities
Expanding market coverage 44

45. “Plans are useless, Planning is priceless”
- Dwight Eisenhower
Strategy Execution is a Key to Success

46. Planning & Execution Saling Bergantung
Corporate Strategy
Corporate Structure
Organizational
Culture
Business Strategy/ STO
Leadership
Business Structure
Incentive & Controls
Change Management

47. Right Enabling Infrastructure
High Performance Organisation...
Once the ‘right’ strategy is established the design of an aligned ‘High Performance Organisation’ can begin 1 10
Corporate
Change
Strategy 2
Management
Training &
Management
Business 9
Development
Unit l.
Right Strategy
Strategy 3
lll.
Right Execution
Reward And
Business
Recognition
ll.
Right Enabling Infrastructure
Process
Redesign 8 4
Performance
Measures IT
Capability 7
Resource
Organisation
Requirement
Structure 5 6

48. Business Architecture
Detail : Engineering
Business Architecture
Year
2007
Transformation :
Re-visioning : Vision & Mission
Organization Structure
People Development & Commitment
2008
Sharpening target market
Identify agribusiness potential market
Size and profitability each segment
Building infrastructure
2009
Building Capabilities
dst

49. Strategy is like a mapping
“If you don’t know where you want to be, then it doesn’t matter which way you go”
The Cheshire Cat, Alice in Wonderland, Lewis Carroll
External: Key Trends C
Opportunities and Threats
‘Sector’ Trends: Case
Economic: Impact on Government
Regulatory framework
Technology Trends and Implications
Strategic Intent
Aspirations
Current Situation A B
Vision
What do we aspire to be?
Objectives
What must we measure to know if we made it?
Goals
For each measure, what are the time-phased targets and milestones?
Stakeholders… Expectations?
Mission and Purpose
What is our ‘Charter’?
Where in the ‘eco-system’
Values and Beliefs
Business model
Customer segments?
Distinctive services?
Pricing strategy?
Channel strategy?
Technology strategy? F
Challenges and Issues:
SW/OT
Initiatives/Actions
Enablers
Orgn/Governance
People and Culture E
Discuss each step of the process briefly
Strengths, Weaknesses and Capabilities
Internal: Capabilities D
What are our distinctive capabilities? KPI’s?
Impact of Information Age on required capabilities: Case 49