Transcript Document
Slide 10.1
CHAPTER 10 MANAJEMEN PERUBAHAN (CHANGE MANAGEMENT)
Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Slide 10.2
Tugas
Paparkanlah sebuah ide viral marketing yang dapat Anda lakukan untuk e-commerce Anda. TULIS TANGAN Kriteria penilaian:
90-100 Ide original, penjelasan baik dan dapat dipahami
70-80 40-60 20-30 Ide original, namun penjelasan kurang baik atau penjelasan baik namun ide kurang fresh Ide dan penjelasan kurang baik Anda memberi contekan atau menyalin teman Anda Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Slide 10.6
Tantangan Transformasi e-business
Faktor sukses perubahan: Keikutsertaan manajemen Manajemen proyek yang efektif Langkah-langkah untuk menarik dan menjaga karyawan yang tepat mencapai perubahan Kepemilikan perubahan oleh karyawan Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Figure 10.1
Key factors in achieving change
Slide 10.8
Diskusi
Bayangkan apabila ada perubahan yang diinformasikan oleh CEO pada 4 hal di bawah ini, di mana perusahaan Anda adalah B2C. Apakah yang akan menjadi reaksi Anda dan apa peran Anda apabila Anda adalah: Marketing Manager Warehouse Manager HR Manager IS Manager Karyawan Call Center Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Slide 10.9
Tantangan untuk Sell Side e-commerce
The 7S strategic framework Strategy: Kontribusi dari e-business dalam mempengaruhi dan mendukung strategi organisasi Structure: Perubahan struktur organisasi untuk mendukung e-business Systems: Pengembangan dari proses, prosedur atau sistem informasi untuk mendukung e-business Staff: masalah perubahan staf disebabkan karena perubahan struktur dan sistem. Contoh isu: outsourcing/insourcing, rekrutmen dan retensi, virtual working Style: Bagaimana tingkah laku para manajer dalam mencapai tujuan organisasi dan juga bagaimana budaya perusahaan Skills: Kebutuhan skill set yang berbeda untuk mendukung e-business Superordinate: Masalah supervisi, persepsi mengenai pentingnya dan efektifitas tim e-commerce di antara manajer dan stafnya, khususnya untuk IT dan marketing.
Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Slide 10.10
Tantangan Utama Implementasi e commerce
Strategi: Kemampuan terbatas untuk mengintegrasikan strategi internet ke dalam strategy inti marketing dan bisnis. Hal ini dapat terlihat pada kesulitan mendapatkan budget yang sesuai dengan kebutuhan implementasi e-commerce Struktur: Isu proses dan struktur, terindikasikan dengan kesulitan mendapatkan sumberdaya dan kepemilikan proyek dari fungsi marketing dan IT tradisional Skill & Staff: Terlihat dari kesulitan menemukan staf spesialis atau agen/outsource Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Figure 10.3
The main challenges of managing sell-side e-commerce (
n
= 84)
Source
: E-consultancy (2005)
Slide 10.14
Jenis-jenis Perubahan
Incremental – penyesuaian yang relatif kecil Discontinuous – transformasi besar-besaran (major) Organizational – termasuk incremental maupun discontinuous Anticipatory – Perusahaan proaktif untuk berubah sebelum ada kebutuhan yang mendesak untuk berubah Reactive – Respon langsung terhadap perubahan dari faktor eksternal Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Slide 10.15
Business process management
Peningkatan efisiensi proses dengan bantuan software dengan cara meningkatkan aliran informasi antar manusia pada saat melakukan aktivitas bisnis.
Continuous, incremental change Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Slide 10.16
Business Process Reengineering
Hammer and Champy (1993) defined BPR as: Memikirkan kembali secara fundamental dan mendesain ulang proses bisnis secara radikal untuk mencapai peningkatan dramatis pada pengukuran yang kritis dan kontemporer akan kinerja yaitu biaya, kualitas, layanan dan kecepatan. (cost, quality, service and speed.) Memikirkan kembali secara fundamental– re-engineering berarti perubahan bisnis proses yang signifikan misalnya customer service, sales order processing or manufacturing.
Mendesain ulang secara radikal– re-engineering tidak berhubungan dengan perubahan minor, incremental change atau otomatisasi cara kerja yang sedang berjalan. Reengineering melibatkan pemikiran ulang secara penuh mengenai cara kerja bisnis proses. Peningkatan yang dramatis– Target BPR adalah peningkatan dalam puluhan atau bahkan ratusan persen. Sedangkan otomatisasi hanya dapat meningkatkan sebanyak 1 digit saja. Pengukuran kinerja yang kritis dan kontemporer – pengukuran dari hasil perubahan harus mencakup cost, quality, service and speed.
Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Slide 10.18
Planning Change
E-business projects memerlukan pengelolaan proyek yang baik Effective project management must includes: Estimation Resource allocation Schedule/plan Monitoring and control Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Figure 10.4
Stages in developing an e-business solution
Figure 10.5
An example web site development schedule for The B2C Company
Figure 10.6
Typical structure and responsibilities for a large e-commerce team
Source
: E-consultancy (2005)
Slide 10.25
Outsourcing
Outside-in Inside-out Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Table 10.4
Advantages and disadvantages of the organizational structures shown in
Figure 10.7
Figure 10.8
Options for location of control of e-commerce
Source
: E-consultancy (2005)
Slide 10.37
Risk management/
1.
Manajemen Resiko
Identifikasi resiko, termasuk probabilitas dan dampaknya (impact) 2.
Identifikasi solusi untuk resiko-resiko tersebut 3.
4.
Terapkan solusi untuk resiko yang memiliki dampak yang paling besar dan yang paling mungkin terjadi. Monitor resiko untuk dapat dipelajari untuk assessment resiko di masa depan. Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Slide 10.38
Activity – identify risks for e-business project
Risk
Insufficient senior management commitment High staff turnover/key staff leave Project milestones not met, overrun budget
Probability
5 6 8 Problems with new technology delaying implementation (bugs, speed, compatibility) Staff resistance to change 8 4 Problem with integrating with partner’s systems (e.g. customers or suppliers) New system fails after changeover (too slow or too many crashes) 6 5 6
Impact
7 8 4 8 9
Solution
Education/training/lobbying by e-business manager to achieve buy-in Use monetary incentives and improve working environment Appoint experienced project manager and provide support and resources needed. Manager will perform risk management such as this Allow sufficient time for volume, performance testing Education, training identification of change facilitators amongst staff Tackle these issues early on, identify one contact point/manager for each of partnerships See solution to delayed implementation Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Slide 10.39
Tugas
Anda adalah e-commerce Division Head dari sebuah perusahaan distribusi barang elektronik Bhinneka.co.id. Buat analisa resiko apabila Anda memutuskan untuk insourcing delivery product Anda sendiri, yang tadinya diserahkan kepada JNE. Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Slide 10.40
Summary
1.
2.
Change as a result of e-business needs to be managed on two levels. First, the change that needs to be managed as part of projects to introduce e-business. Second, organization-wide change is required for e-business.
Sound project management is required to achieve change. Traditional project management activities such as estimation, resource allocation, scheduling, planning and monitoring are all important here. A project manager also needs to facilitate change by communicating the need for change Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Slide 10.41
Summary
3.
4.
Traditional lifecycle stages – analysis, design and build – can be used to estimate the tasks required for an e-business implementation. Since most e-business solutions will be based on tailoring off-the-shelf packages, there will be a change in balance between the analysis, design, build and implementation phases in comparison with a bespoke solution. Prototyping is essential to achieve the fast timescales required by e-business Building a team for e-business will require technical, marketing and project management skills. This will be difficult in the face of a competitive marketplace for these scales and high staff turnover. Tactics should be developed to help retain staff in this environment Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Slide 10.42
Summary
5.
6.
To implement e-business, a company will need to partner with a variety of companies. The e-business manager will need to decide whether to outsource activities such as strategy, content development and site promotion at the outset of an e-business project and whether it may be necessary to bring these activities back in-house at a later stage Changes to organizational structures are likely to be required to build the e-business. Coordination of e-business related activities can be achieved through a working party, e-business manager or separate department. Companies may also spin off sell-side e-commerce to a completely separate business Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007
Slide 10.43
Summary
7.
Managing staff responses to change is an important aspect of change. Managers will need to consider how to achieve commitment and action from senior managers and also how to gain staff acceptance of the new system and new working practices. Techniques that may be used are user education, user involvement and achieving support from respected staff. Companies with an outward-looking cultural orientation will be predisposed to e-business-led change while others that have an inward-facing, inflexible cultural orientation may have to consider changes in culture Dave Chaffey,
E-Business and E-Commerce Management,
3 rd Edition © Marketing Insights Ltd 2007