Transcript Perencanaan & Manajemen Stratejik dalam Organisasi Publik Dr. A. Wahyudi Atmoko, MSi.

Perencanaan & Manajemen Stratejik
dalam Organisasi Publik
Dr. A. Wahyudi Atmoko, MSi.
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FENOMENA DALAM STRATEGI MANAJEMEN
Customer
Technology
Competitor
Global Crisis, etc
as a Strategy
2
MODEL DASAR MANAJEMEN STRATEGI
Organisasi
Publik
PERUMUSAN
IMPLEMENTASI
EVALUASI
3
Dynamic Complexity & Strategic Learning
+ Int’l Trade
Issue
Ekspor
+
Penimbunan
+
Panen
+
+
Stok
Nasional +
+
Supply
Penanaman
Tebu
-
+
-
-
Harga
+
+
Minat +
Tanam
Konsumsi
Subsidi
Impor
+
+
Isu
Politik
+
-
+
Spekulan
4
Mengapa Majik Perlu Melibatkan Anggota Organisasi
Hitung
BerapaJumlah
Umur Segitiga!
Wanita dalam Gambar ini?
Apa Arti Gambar ini?
A. Wahyudi Atmoko
5
5
Mengapa Feedback!
6
TAHAP PERENCANAAN STRATEGI
Tahap 1: Masukan
1.
2.
3.
4.
Evaluasi Visi-Misi
Analisis Faktor Eksternal
Analisis Faktor Internal
Analisis Profil Kompetitif
Tahap 2: Pencocokan
1.
2.
3.
4.
5.
Matriks TOWS
Matriks SPACE
Matriks BCG/Posisi Pasar Rel.
Matriks I/E
Matriks Grand Strategy
Tahap 3: Keputusan
1. Matriks QSPM
2. Teknik PHA
3. Skenario
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T1.1: Evaluasi Visi-Misi
Karakteristik Visi Yang Baik Menjawab:
1.
2.
3.
4.
5.
Keberhasilan yang akan dicapai.
Hal yang paling menjadi fokus.
Masa depan yang diinginkan.
Menyerasikan organisasi & waktu.
Bersifat ambisius.
Karakteristik Misi Yang Efektif:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Pelanggan.
Produk.
Pasar.
Teknologi.
Perhatian pada sustainability, growth & profitability
Falsafah.
Konsep diri.
Perhatian pada citra publik.
Perhatian pada karyawan
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T1.2: Analisis Faktor Eksternal
Lingkungan
Jauh/Umum
Lingkungan
Industri
Lingkungan
Dekat/Operasional
Organisasi
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Lingkungan
Jauh/Umum
• Ideologi
• Ekonomi
• Politik/Hukum
• Sosial Budaya
• Demografi
• Teknologi
• Global
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Economic Factors
•
•
•
•
•
•
Prime interest rates
Inflation rates
Trends in the growth of the gross
national product
Unemployment rates
Globalization of the economy
Outsourcing
11
Social Factors
Present in the external environment:

Beliefs & Values

Attitudes & Opinions

Lifestyles
Developed from:

Cultural conditioning

Ecological conditioning

Demographic makeup

Religion

Education

Ethnic conditioning.
12
Political Factors
Political constraints on firms:
•
Fair-trade Decisions
•
Antitrust Laws
•
Tax Programs
•
Minimum Wage Legislation
•
Pollution and Pricing Policies
•
Administrative jawboning
13
Technological Factors



Technological forecasting helps protect and improve
the profitability of firms in growing industries.
It alerts strategic managers to
impending challenges and
promising opportunities.
The key to beneficial forecasting of technological
advancement lies in accurately predicting future
technological capabilities and their probable impacts.
14
Ecological Factors





Ecology refers to the relationships among human
beings and other living things and the air, soil, and
water that supports them.
Threats to our life-supporting ecology caused
principally by human activities in an industrial society
are commonly referred to as pollution
Loss of habitat and biodiversity
Environmental legislation
Eco-efficiency
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International Environment




Monitoring the international environment
involves assessing each non-domestic
market on the same factors that are
used in a domestic assessment.
While the importance of factors will differ, the same set
of considerations can be used for each country.
Economic, political, legal, and social factors are used
to assess international environments.
One complication to this process is that the interplay
among international markets must be considered.
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Lingkungan
Industri
Porter’s 5 Forces
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Industry Environment

Industry Defined

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
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19
The Five Forces of
Competition Model
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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
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Barriers to Entry

Economies of Scale


Marginal improvements in efficiency that a firm
experiences as it incrementally increases its size
Advantages and disadvantages of large-scale
and small-scale entry
22
Barriers to Entry (cont’d)

Product
differentiation

Capital
Requirements

Unique products

Physical facilities

Customer loyalty

Inventories

Products at
competitive prices

Marketing activities

Availability of capital
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Barriers to Entry (cont’d)

Switching Costs

One-time costs customers incur when they buy
from a different supplier

New equipment

Retraining employees

Psychic costs of ending a relationship
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Barriers to Entry (cont’d)


Access to Distribution Channels

Stocking or shelf space

Price breaks

Cooperative advertising allowances
Cost Disadvantages Independent of Scale

Proprietary product technology

Favorable access to raw materials

Desirable locations
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Barriers to Entry (cont’d)


Cost disadvantages independent of scale

Proprietary product technology

Favorable access to raw materials

Desirable locations
Government policy

Licensing and permit requirements

Deregulation of industries
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Barriers to Entry (cont’d)

Expected retaliation

Responses by existing competitors may depend
on a firm’s present stake in the industry (available
business options)
27
Bargaining Power of Suppliers

Supplier power increases when:
 Suppliers are large and few in
number
 Suitable substitute products are
not available
 Individual buyers are not large
customers of suppliers and there are many of
them
 Suppliers’ goods are critical to buyers’
marketplace success
 Suppliers’ products create high switching costs.
 Suppliers pose a threat to integrate forward into
buyers’ industry
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Bargaining Power of Buyers

Buyer power increase when:



Buyers are large and few in
number
Buyers purchase a large portion of an industry’s
total output
Buyers’ purchases are a significant portion of a
supplier’s annual revenues

Buyers can switch to another product without
incurring high switching costs

Buyers pose threat to integrate backward into the
sellers’ industry
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Threat of Substitute Products

The threat of substitute products
increases when:




Buyers face few switching costs
The substitute product’s price is
lower
Substitute product’s quality and performance are
equal to or greater than the existing product
Differentiated industry products that are valued by
customers reduce this threat
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Intensity of Rivalry Among Competitors

Industry rivalry increases when:
 There are numerous or equally
balanced competitors
 Industry growth slows or
declines
 There are high fixed costs or high
storage costs
 There is a lack of differentiation opportunities or
low switching costs
 When the strategic stakes are high
 When high exit barriers prevent competitors from
leaving the industry
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Interpreting Industry Analyses
Low entry barriers
Suppliers and buyers
have strong positions
Strong threats from
substitute products
Intense rivalry
among competitors
Unattractive
Industry
Low profit potential
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Interpreting Industry Analyses
High entry barriers
Suppliers and buyers
have weak positions
Few threats from
substitute products
Moderate rivalry
among competitors
Attractive
Industry
High profit potential
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Competitor Analysis
Components
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Lingkungan
Dekat/Operasional
(Operating Env.)
Operating Environment



Also called competitive or task environment
Includes competitor positions and customer profiling
based on the following factors:

Geographic

Demographic

Psychographic

Buyer Behavior
Also includes suppliers & creditors and HRM
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Analisis Faktor
Lingkungan Eksternal
LANGKAH (No Urut Langkah = Kolom):
1. Identifikasi faktor eksternal kunci. Bedakan
aspek Peluang dan Ancaman.
2. Berikan bobot untuk setiap faktor (total
maks. 1)
3. Berikan peringkat untuk setiap faktor
dengan skala 4 s.d 1 (4=sangat besar; 3=di
atas rata-rata; 2=rata-rata; 1=kecil).
4. Kalikan bobot (kolom 2) dengan peringkat
(kolom 3). Jumlahkan hasil keseluruhannya.
Lihat Contoh dalam Halaman 3.32 (Nugraha, 2009)
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T1.3: Analisis Faktor Internal
Model Analisis Faktor Lingkungan Internal:
1. Value Creation Model
2. Value Chain Model
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Sumber
Daya
Kemampuan
Kompetensi Inti
Keunggulan
Bersaing
Daya
Saing
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WINNING STRATEGIES THROUGH VALUE CREATION
Competitive Strategy
Competitive Strategy
Competitive
Advantage
Competitive
Advantage
Distinctive
Competencies
Generic Strategy
Organizational
Capabilities
Competitive Position
Resource Available:
Tangibles, Intangibles, HR
Market Attractiveness
Resource Based Strategy
Market Based Strategy
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Core
Activities
Entrepreneurship
Business domain . Strategic direction . Product(s)
Primary
Activities
Inbound
Outbound Marketing Service
Operations
Logistics
&
Logistics
Sales
Margin
Procurement
Human Resource Management
Support
Activities
Management Information System
R&D
Margin
Managerial Infrastructure
Activities
Base
Managerial Resources
Technology System/Techno-economic
Paradigm
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Analisis Faktor
Lingkungan Internal
LANGKAH (No Urut Langkah = Kolom):
1. Identifikasi faktor eksternal kunci. Bedakan
aspek Kekuatan dan Kelemahan.
2. Berikan bobot untuk setiap faktor (total
maks. 1)
3. Berikan peringkat untuk setiap faktor
dengan skala 5 s.d 1 (5=sangat baik;
4=baik; 3=rata-rata; 2=di bawah rata-rata;
1=sangat buruk).
4. Kalikan bobot (kolom 2) dengan peringkat
(kolom 3). Jumlahkan hasil keseluruhannya.
Lihat Contoh dalam Halaman 4.28 (Nugraha, 2009)
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T1.4: Analisis Profil Kompetitif
Analisis Profil Kompetitif digunakan untuk mengetahui posisi relatif
organisasi dibandingkan dengan organisasi pesaing. Analisis ini
memberikan informasi bagi organisasi mengenai seberapa besar
kekuatan pesaing.
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Analisis Profil
Kompetitif
LANGKAH (No Urut Langkah = Kolom):
1. Identifikasi faktor-faktor kunci persaingan
untuk dibandingkan dengan pesaing.
2. Berikan bobot untuk setiap faktor (total
maks. 1)
3. Berikan peringkat untuk setiap faktor
dengan skala 1 s.d 4
1=jika organisasi kondisinya sangat lemah
dibandingkan dengan pesaing;
2=jika organisasi kondisinya sedikit lebih
lemah dibandingkan dengan pesaing
3=jika organisasi kondisinya sedikit lebih
kuat dibandingkan dengan pesaing;
4=jika organisasi kondisinya sangat kuat
dibandingkan dengan pesaing.
4. Kalikan bobot (kolom 2) dengan peringkat
(kolom 3). Jumlahkan hasil keseluruhannya.
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Contoh Analisis Profil Persaingan
FAKTOR
STRATEGIS
ORGANISASI KITA
PESAING 1
PESAING 2
BOBOT
RATING
SKOR
RATING
SKOR
RATING
SKOR
Pangsa
Pasar
0,20
3
0,60
2
0,40
2
0,40
Daya Saing
Hrg
0.20
1
0,20
4
0,80
1
0,20
Mutu
Produk
0,40
2
0,80
1
0,40
4
1,6
Loyalitas
Pelanggan
0,10
4
0,40
3
0,40
3
0,30
Posisi
Keuangan
0,10
3
0,30
2
0,20
3
0,30
Total
1
2,3
2,2
2,8
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Strategi Alternatif:
1. Integrasi ke Depan
2. Integrasi ke Belakang
3. Integrasi Horizontal
4. Penetrasi Pasar
5. Pengembangan Pasar
6. Pengembangan Produk
7. Diversifikasi Konsentrik
8. Diversifikasi Konglomerat
9. Diversifikasi Horizontal
10. Rasionalisasi Biaya
11. Divestasi
12. Likudasi
Strategi Integrasi
Strategi Intensif
Strategi Diversifikasi
Strategi Defensif
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STRATEGI
DEFINISI
CONTOH
Integrasi ke Depan
Memiliki/meningkatkan kendali atas
distributor/pengecer
Coca cola (produksi → gerai)
Integrasi ke Belakang
Memiliki/meningkatkan kendali atas
pemasok
Martha T (produksi ← petani)
Kecaap Bangu (idem)
Integrasi Horizontal
Memiliki/meningkatkan kendali atas
pesaing
Bogasari (pasar terigu &
turunannya)
Penetrasi Pasar
Mencari pangsa lebih besar utk produk yg
sdh ada melalui pemasaran yg gencar
Rokok putih (A-Mild)
Pariwisata Malysia (Truly Asia)
Pengembangan Pasar
Memperkenalkan produk yg sdh ada ke
wilayah geografis baru
UT (Indonesia – Manca Negara)
Meningkatkan penjualan dgn memperbaiki
produk yg ada atau membuat baru
Telkom (Mbah Surip, lagu Tak
Gendong)
Nokia (HP → Notebook)
Klinik
Penerbangan Indonesia
Pengembangn Produk
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STRATEGI
DEFINISI
CONTOH
Diversifikasi
Konsentrik
Menambah produk baru tapi masih terkait
Hotel (full day & hourly)
Diversifikasi
Konglomerat
Menambah produk baru, tidak terkait dan
untuk pelanggan baru
Rumah Sakit, Real Estate
Diversifikasi Horizontal
Menambah produk baru, tidak terkait dan
untuk pelanggan yang sudah ada
Superindo (mart)
Rasionalisasi Biaya
Meresturkturisasi dg cara mengurangi
biaya & aset
Goro
Divestasi
Menjual suatu divisi atau bagian dari suatu
organisasi
Tyco Int’l menjual divisi plastik
Likuidasi
Menjual semua aset organisasi
Bank2 Krismon
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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.
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Persyaratan untuk Strategi Bersaing Generik
KETRAMPILAN & SUMBER
DAYA YG DISYARATKAN
PERSYARATAN UMUM
ORGANISASIONAL
Cost Leadership
Investasi Modal Bertahan & Akses
pada Modal
Ketrampilan Teknik Proses
Pengawasan Insentif Tenaker
Produk Yg Dirancang utk
Kemudahan Pembuatan
Sistem Distribusi Rendah
Pengendalian Biaya Ketat
Laporan Pengawasan Sering & Rinci
Tanggungjawab Organisasi Terstruktur
Insentif pada Pemenuhan Target
Diferensiasi
Kemampuan Pemasaran Kuat
Keahlian Teknik Produk
Kemampuan Kuat R&D
Kerja sama Kuat dg Saluran
Distribusi
Koordinasi Kuat antar Fungsi
Pengukuran Subyektif & Insentif
daripada Ukuran Kuantitatif
Fasilitas Menarik Tenaker
Fokus
Kombinasi Diferensiasi dg Target
Strategis Tertentu
Kombinasi Diferensiasi dg Target
Strategis Tertentu
STRATEGI GENERIK
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T2.1: Matriks TOWS
KEKUATAN (S)
1….
2….
10…
KELEMAHAN (W)
1….
2….
10…
PELUANG (O)
1….
2….
10…
STRATEGI SO
Gunakan
kekuatan untuk
memanfaatkan
peluang
STRATEGI WO
Atasi kelemahan
dengan
memanfaatkan
peluang
ANCAMAN (T)
1….
2….
10…
STRATEGI ST
Gunakan
kekuatan untuk
menghindari
ancaman
STRATEGI WT
Minimalkan
kelemahan dgn
menghindari
ancaman
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T2.2: Matriks SPACE (Strategic Position & Action Evaluation)
FS
CA
-6
-5
-4
-3
-2
1
-1
2
3
4
5
IS
6
ES
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Dimensi
FS = Financial Strength
CA = Competitive Advantage
ES = Environtmental Strength
IS = Industry Strenght
Kriteria Penilaian untuk Setiap Faktor dalam setiap Dimensi:
1 = Terburuk; 6 = Terbaik
-1 = Terbaik; -6 = Terburuk
Rumus:
Koordinat Sumbu X= ES + IS
Sumbu Y= CA + FS
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T2.2: Matriks SPACE (Strategic Position & Action Evaluation)
FS
Konservatif
Agresif
• Strategi Intensif
• Strategi Integrasi
• Strategi Diversifikasi
• Penetrasi Pasar
• Pengembangan Pasar
• Pengembangan Produk
• Diversifikasi Produk
CA
-6
-5
-4
-3
-2
1
-1
Defensif
2
3
4
5
IS
6
Bersaing
• Strategi Integrasi
• Intensif
• Rasionalisasi
• Divestasi
• Likuidasi
ES
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T2.3: Matriks BCG
Market Share
High
Industry High20
Sales
Growth
0
Rate
Low
-20
Low
0,5
1,0
0,0
STAR
?
CASH COW
DOGS
Strategi Divisi
? = Strategi Intensif
STAR = Semua Strategi, kec. Defensif
CASH COW = Diversifikasi Konsentrik
DOGS = Strategi Defensif
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T2.4: Matriks I/E
Tumbuh &
Membangun
NILAI IFE
Kuat
4
Tinggi
NILAI
EFE
3
Sedang
2
Lemah
I
II
III
IV
V
VI
VII
VIII
IX
1
3
Sedang
2
Rendah
1
Pertahankan
& Pelihara
Panen atau
Divestasi
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T2.5: Matriks Grand Strategy
PERTUMBUHAN PASAR CEPAT
Kuadaran II:
@ Strategi Insentif
+ Integrasi Horizontal
+ Divestasi
+ Likuidasi
Kuadaran I:
@ Strategi Insentif
@ Strategi Integrasi
+ Diversifikasi Konsentris
POSISI
BERSAING
KUAT
POSISI
BERSAING
LEMAH
Kuadaran III:
@ Strategi Diversifikasi
+ Rasionalisasi
+ Divestasi
+ Likuidasi
Kuadaran IV:
@ Strategi Diversifikasi
+ Usaha Patungan
PERTUMBUHAN PASAR LAMBAT
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T3.1: Matriks QSPM (Quantitative Strategic Planning Matrix)
FAKTOR2
KUNCI
Strategi 1
Strategi 2
BOBOT
AS
TAS
AS
TAS
Peluang:
1…
2…
5…
Ancaman:
1…
2…
3…
Kekuatan:
1…
2…
3…
Kelemahan:
1…
2…
3…
Total
1
AS = Nilai Daya Tarik; TAS = Total Nilai Daya Tarik
57
1 = Tidak Menarik; 2 = Agak Menarik; 3 = Wajar Menarik; 4 = Sangat Menarik
Penerapan AHP sbg Alat Manajemen Strategik
Open University plans to develop organization strategy. Few factors are
believed will affect the organization strategy, namely:
1) Purchasing power for post graduate declines.
2) Skilled labors are more needed.
3) The best of brand name & campus location.
4) High competition in D3 program
Which strategy should be choose among these alternative, namely:
1) Cost Leadership
2) Focus
3) Differentiation
58
Hierarchy
UT STRATEGY DEVELOPMENT
FOCUS:
CRITERIA:
ALTERNATIVES:
Purchasing
Power
Skilled
Labors
Brand Name
& Location
High
Competition
0.29
0.55
0.10
0.06
Cost Lead.
Focus
Differentiation
0.43
0.33
0.24
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T3.3: Skenario
"Scenario planning is a discipline for
rediscovering the original
entrepreneurial power of creative
foresight in contexts of accelerated
change, greater complexity, and
genuine uncertainty"
Pierre Wack, Royal Dutch/Shell, 1984
60
Contoh Kegagalan Permalan
“The phonograph … is not of any commercial value”
~ Thomas Alva Edison, 1880.
“Havier-than-air flying machines are impossible”
~ Lord Kevlin, mathematician, physicist, 1895.
“Who the hell wants to hear actors talk?”
~ Harry Warner, Warner Bros, 1927.
“A severe depresssion like that of 1920-1921 is outside the range of probability”
~ The Harvard Economic Society, 1929.
“I think there is a world warket for about five computers”
~ Thomas Watson, chairman of IBM, 1943.
“There is no reason for any individual to have a computer in their home”
~ Ken Olson, president of Digital Equip. Corp., 1977.
(Maani, 2000)
61
Need of Scenario: Trajectory of Future Condition
62
Identifikasi isu pokok / kebijakan
Key forces dalam lingkungan lokal
Driving forces
Menilai urutan dari asepk pentingnya dan ketidakpastian
Menetapkan logika skenario
Mengkaji skenario terpilih
Implikasi strategi
Memilih indikator utama
Masukan bagi skebario dari konsultan
Menyetujui rencana implementasi
Publikasi skenario
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