MANAJEMEN STRATEGIK #1 Rudy Suryanto, SE.,M.Acc.,Ak.,CA

MANAJEMEN STRATEGIK Membahas cara-cara yang ditempuh perusahaan atau organisasi untuk mencapai tujuan jangka panjang Manajemen strategik bisa diterapkan di perusahaan besar, instansi pemerintah, organisasi nirlaba, kawasan/desa dan start-up (perusahaan pemula)

PENERAPAN MANAJEMEN STRATEGIK MANAJEMEN STRATEGIK START UP BUSINESS/ ORGANIZATIONAL DEVELOPMENT REORGANIZATION/RE -ENGINEERING ENTERPRISING

Strategi dan Fungsi lain STRATEGI MARKETINGFINANCEOPERATIONALHRD

ENTREPRENEURSHIP 1.Business Sensing 2.Creative Thinking 3.Business Creation 4.Business Development / Functional Integration 5.Collaboration 6.Coaching 7.Run the Business 8.Business evaluation 9.Extended/Exit Strategy

Business Sensing 1.Bagaimana membaca peluang? 2.Melakukan analisa eksternal dan internal untuk membaca peluang? 3.Melakukan value chain analysis untuk menghitung profitabilitas dan melihat peluang 4.Menggunakan strategic canvass / blue ocean strategy?

Creative Thinking 1.Bagaimana memunculkan keunikan dan keunggulan (sustainability competitive advantage) 2.Melakukan observasi dan brain storming (keberanian dan kemampuan mengemukakan gagasan) 3.Berpikir kritis

Business Creation 1.Menggunakan Business Model Generation untuk menyusun model bisnis

Business Development 1.Membuat business plan 2.Membuat anggaran 3.Menggunakan pendekatan Balanced Scorecard (BSC) 4.Melakukan integrasi fungsi keuangan, pemasaran, operasional dan SDM 5.Menentukan indikator perusahaan dan masing-masing bidang untuk memudahkan pengukuran

Collaboration 1.Mencari mitra / partner 2.Membahas model-model kerjasama

Coaching 1.Menyusun SOP 2.Melatih staff melaksanakan SOP

Run the Business 1. Menjalankan bisnis

Business evaluation 1.Menyusun laporan keuangan 2.Melakukan analisa laporan keuangan untuk melakukan evaluasi strategi 3.Melakukan analisa balanced scorecard untuk melihat area-area perbaikan

Extended/Exit Strategy 1.Melakukan replikasi bisnis 2.Melakukan perubahan strategi

KOMPETENSI IV-2 Evaluates an entity’s strategies IV-2.1 Understands the entity’s strategic plan and planning processes Level B Communicates the goals and objectives of strategy development Understands and explains the critical components of an effective strategic plan, e.g., vision, mission, critical success factors, ethical considerations Understands and assesses the need for different types of strategies to support the entity’s mission, vision and objectives, e.g., finance, IT, taxation, human resources, marketing Identifies missing elements of the entity’s strategic plan

V-2.2 Gains an understanding of the entity’s mission, vision and strategies Level B Gains an understanding of the connection between the entity’s mission, vision and strategies and its operating environment Identifies any inconsistency between the stated mission, vision and strategies and the entity’s operating environment and decision-making processes Explains the important role of the mission, vision and strategies to an entity that does not have them

IV-2.3 Identifies and evaluates opportunities and risks Level A Identifies and evaluates significant risks and opportunities associated with the entity’s external and internal environment Assesses the entity’s stakeholders’ risk tolerance and its balance with opportunity Identifies and evaluates risks related to business process modifications Identify the need for change management Identifies significant environmental shifts and assesses their implications for the entity’s exposure to risk, its opportunities, and its capacity to fulfill its strategies

IV-2.4 Identifies key elements of the entity’s value system Level B Identifies the existence of tools such as a code of conduct, a code of ethics, and training and reward systems used to communicate, reinforce, and renew the entity’s stated values Identifies the key components of corporate culture and the impact on the entity’s pursuit of its mission and strategies, e.g., tone of the entity’s leadership, human resources policies, management-union relationship, corporate social responsibility Evaluates, on a preliminary basis, the implications of these findings with regard to the entity’s pursuit of its mission and strategies Identifies signs of incongruence of either the mission and strategies or the policies and day-to-day operations with the stated ethical values

IV-2.5 Evaluates the adequacy of the entity’s IT strategy Level B Evaluates, on a preliminary basis, the suitability and alignment of the entity’s IT strategy Identifies, analyzes and discusses, on a preliminary basis, some of the key factors, such as: the efficiency and effectiveness of the entity’s IT solutions in meeting its IT needs and in helping to solve common business problems, based on the entity’s overall strategy the manner in which the entity uses IT to obtain, create, disseminate information that helps achieve its various strategies the development of an appropriate IT structure, including committees to address the entity’s IT needs Suggests possible improvements to the entity’s existing IT strategy

IV-2 Evaluates an entity’s strategies IV-2.6 Identifies the factors that impact the entity’s financial strategies Level B Understands the nature of capital markets and how they operate Identifies the types of information required by the entity for its financial decision-making Identifies the general macro-economic factors that impact the various strategies of the entity, e.g., domestic and international capital markets, inflation, political stability Explains, in general terms, the effect of macro-economic factors on the financial strategies of an organization Explains, in general terms, the effects of industry-specific issues on the financial strategies of the entity, e.g., the effects of its competitors’ or its suppliers’ businesses, sustainability

IV-2.7 Evaluates the entity’s performance measurement and reporting strategy Level A Evaluates the entity’s approach to monitoring financial and non-financial performance (external and internal, quantitative and qualitative) Evaluates the nature and timeliness of the entity’s distribution and use of information and the effects on financial and non-financial performance Evaluates the strategy’s adequacy in meeting the entity’s and its stakeholders’ needs and in meeting legal and regulatory requirements

POKOK BAHASAN 2. Strategy Definition of strategy Vision and mission Entity values Stakeholders External environment Internal environment Strategic planning processes Goals and objectives of strategy development Components of a strategic plan Key stakeholders of an entity and their roles Shareholders and lenders Suppliers Customers Employees Public interest External influences on an entity’s strategy development Economy Competitive environment Social Political Technological

POKOK BAHASAN Internal influences on an entity’s strategy development Entity’s leadership Human resource policies Industrial relations Entity level controls (code of conduct, etc.) Corporate culture

Professional Accountant 1.Functional Competencies 2.Information Technology Competencies 3.Broad Business Perspective Competencies 4.Personal Competencies 5.Distinctive Competencies

Broad Business Competencies Strategic and Critical Thinking Business Fundamental System Analysis and Design Strategic Information Management Managerial Accounting Performance Management Tool Business System Development Industry Perspective Business Fundamental Introduction to Enterprise Framework and Information Analysis Financial Management I, II Financial Reporting Analysis International Perspective Service Oriented Architecture Enterprise Assets Management ERP Customer Relationship Management Resource Management Financial Management I, II Marketing Management Operation and Production ManagementEnterprise Asset Management ERP Legal & Regulatory Perspective Business and Environmental Law Taxation

Functional Competencies Decision modeling Business Fundamental Mathematics for Economics Cost Accounting Managerial Accounting Performance Management Tools Enterprise Asset Management Risk analysis Financial Statement Analysis Financial Management I Financial Management II Measurement Accounting TheoryTaxation Reporting AuditingEffective Communications subject related to decision making support information Research Statistics for BusinessResearch MethodologyProject Feasibility StudyFinal Project

Personal Competencies Professional Demeanor Business Ethics Religion Addapted to Workplace Team Effectiveness Problem Solving and Decision Making Subject related to decision making Addapted to Workplace Team Effectiveness Interaction Addapted to Workplace Team Effectiveness Leadership Addapted to Workplace Team Effectiveness Communication Effective Communication English Addapted to Workplace Team Effectiveness Project Management Principles of Management Project Feasibiliy Study

Information Technology Competencies Office Automation System MS Office Introduction to Strategic Information Management Enterprise Resource Planning ERP IT Fundamental Service Oriented Architecture SOA Relational Database Design & Implementation Transaction Processing System Principles Accounting IPrinciples Accounting IIIntermediate AccountingAdvanced AccountingEnd User OS UsageERP Management Information System Introduction to Strategic Information Management Enterprise Assets ManagementERP End User OS Usage Customer Relationship Management Decisions Support System ERP Introduction to Strategic Information Management End User OS Usage Expert System Introduction to Strategic Information Management End User OS Usage ERP Customer Relationship Management Marketing Management Introduction to Strategic Information Management CRM Managerial Accounting End User of OS

PENILAIAN 1.Materi / Knowledge (4 kali Test) 2.Technical Skills (2 kali penugasan) 1.Analytics : PEST, Michael Five Porter, Value Chain 2.Framework : Business model generation, Balanced Scorecard 3.Softskills (1 Proyek) 1.Creative Thinking and Problem Solving 2.Reporting skills 3.Communication skills

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