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Arsitektur Strategik Imam T Saptono. 2 “Strategi” berasal dari kata Yunani “Stratos” & “Egos” Strategic management is the art and science of formulating,

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Presentation on theme: "Arsitektur Strategik Imam T Saptono. 2 “Strategi” berasal dari kata Yunani “Stratos” & “Egos” Strategic management is the art and science of formulating,"— Presentation transcript:

1 Arsitektur Strategik Imam T Saptono

2 2 “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 Strategi sebagai ilmu dan seni

3 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 4 Perbedaan Manajemen Strategik dengan Perencanaan Jangka Panjang Biasa Perencanaan Strategik Perencanaan Jangka Panjang

5 5 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. Purpose… Make a believable case for change – ‘Sense of Urgency’ 1 5 Change !!

6 6 …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??? Purpose… Make a believable case for change – ‘Sense of Urgency’ 1

7 7 7 WHAT IS THE ARCHITECTURE? Chartres Cathedral

8 8 8 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

9 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 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 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 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 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 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 15 “The best way to predict the future is to create the future.” “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.” Peter Drucker Machiavelli - The Prince Change is an imperative – but managing change is a challenge

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

17 17 FUTURES AND STRATEGY Strategic Thinking Generating Options What might happen? Strategic Decision Making Making choices What will we do? Strategic Planning Taking Action How will we do it? Options Decisions Action Futures Approaches and Methods

18 18 FUTURES: WHAT IS FUTURES?

19 19

20 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

21 21 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. FUTURES PRINCIPLES

22 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

23 23 FUTURES PUSH AND PULL Technology, Demographics, Economics, Science etc PRESENT Ideas, Images, Hopes, Fears FUTURE CONSTRAINTS

24 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

25 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)

26 26 TYPES OF FUTURES Time Today Possible Plausible Probable Preferable Scenario “Wildcard”

27 27 Inputs Strategy Outputs Analysis Interpretation “what might we need to do?” “what will we do?” “how will we do it?” “what’s really happening?” “what seems to be happening?” things happening Foresight “what might happen?” Prospection Copyright © 2000 Joseph Voros GENERIC FORESIGHT MODEL

28 28 FUTURES: WHY FUTURES?

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

30 30 “We don’t like their sound, and guitar music is on the way out”: Decca Recording Co. rejecting The Beatles, “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 BECAUSE THINGS CHANGE!

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

32 32 FUTURES: BUILDING A STRATEGIC FORESIGHT CAPACITY

33 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.

34 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.

35 35 BUILDING A STRATEGIC FORESIGHT CAPACITY Individual foresight is: unconscious implicit solitary Strategic Foresight is: conscious explicit collective 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

36 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.

37 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).

38 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.

39 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?

40 Page 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 — — —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

41 The longer term plan 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 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 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 INVEST AND BUILD Invest in capability, build the platform for sustainable long-term growth CREATE ADVANTAGE Create competitive advantages in key product/ customer segments GROW AGGRESSIVELY Build franchises and generate value onward By 2012, we will command 10% market share in the segments that we compete in The best managed bank in Indonesia, leading in payments, consumer and SME/Commercial segments Strategic Intent

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% GE Share Price vs. Index Dow Jones S&P 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 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 2000 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 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 Agenda Low Margin, low growth appliance focused business #1 or 2 in all businesses: good margins and growth You may also recall he said in 1999 he didn’t think he could do your job: Why? GE

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

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

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

47 47 Once the ‘right’ strategy is established the design of an aligned ‘High Performance Organisation’ can begin High Performance Organisation Corporate Strategy Business Unit Strategy Business Process Redesign ITCapability Organisation Structure Resource Requirement Reward And Recognition Change Management 8 8 Performance Measures Training & Management Development l. Right Strategy ll. Right Enabling Infrastructure lll. Right Execution

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

49 49 Strategy is like a mapping Current Situation  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?  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? Aspirations  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?  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? Challenges and Issues: SW/OT Challenges and Issues: SW/OT Strategic Intent  Initiatives/Actions  Enablers –Orgn/Governance –People and Culture External: Key Trends  ‘Sector’ Trends: Case  Economic: Impact on Government  Regulatory framework  Technology Trends and Implications  ‘Sector’ Trends: Case  Economic: Impact on Government  Regulatory framework  Technology Trends and Implications Internal: Capabilities  What are our distinctive capabilities? KPI’s?  Impact of Information Age on required capabilities: Case  What are our distinctive capabilities? KPI’s?  Impact of Information Age on required capabilities: Case Opportunities and Threats Strengths, Weaknesses and Capabilities A A D D B B C C F F E E “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 “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


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