Modul

Implementasi Strategi

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 Importance of Implementation
• Strategi yang baik akan bisa menaikkan
kinerja organisasi hanya jika strategi
tersebut dilaksanakan dengan baik
• Pelaksanaan strategi melibatkan seluruh
anggota organisasi
• Perlu menyiapkan infrastruktur
pelaksanaan strategi utk melancarkan
pelaksanaannya

Bambang Riyanto L.S. 3

 Importance of Implementation
• Strategi yang baik akan bisa menaikkan
kinerja organisasi hanya jika strategi tersebut
dilaksanakan dengan baik
• Strategy is easy, but execution is hard
• Survey: 57 % perusahaan gagal
mengimplementasikan strategi (executing
strategic initiatives)
• Good implementation starts with good strategic
input: the soup is only as good as the
ingredients
 Challenges
• Syncronizing the long time horizon of strategic thinking
with the short-term focus required for actions
• During business planning, distinguishing between strategic
fit and what’s most important next
• Maintaining the distinction between ends and tactical
means
• Balancing constancy of purpose with the reality orf
business cycles market perturbations
• Coping with the fact that strategy implementation is both
deterministic and emergent
 From Strategy to Implementation

Mission Statement

Strategies and Plans

- Corporate objectives
- SWORT analysis
-Training, development, and
retention policies
Management Acc. Inf
Action Planning: Systems:
- Operational Objectives - Feedback/Feedforward loop
- Key tasks and Responsibility - Performance information set
- Resource allocations -Timely reporting for decision
- Performance target setting making
-Agreement and performance - Suggestion box
contracting

Performance Recognition
- Measuremen of Performance
- Reward and Sanction
- Training Needs Assessment
 Challenges
Agenda
Implementasi Strategi

Designing Operasionalisasi Visi

Infrastructure - Visi
- Organisasi/struktur - Tujuan
- Sistim dan prosedur - Ukuran
- Alokasi usmber daya - Target
- Best practice /TQM - Inisiatif (Program)
- Reward - Cascading
- Budaya
- Kepemimpinan
 Pengembangan Infrastruktur
Build A Resource
Strategic
Strong ORg Allocation
Leadership

Strategy Well Crafted

Culture & Impementation Policies
Work Envmnt Agenda

Reward & Comm and Best Practices

Incentives Inf. System & TQM

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 Implementation Issues
• Faktor yang mempengaruhi kelancaran
pelaksanaan strategi
 Organisasi yang kuat (e.g., people,
Structure)
Kecakapan manajemen
(Management’s Skills)
Staffing dan pengembangan
kompetensi staff

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 Pengembangan Infrastruktur
• Faktor yang mendukung pelaksanaan..
 Alokasi sumberdaya ke strategy
crictical activities
 Mengembangkan kebijakan yang
mendukung strategi (strategy
supportive policies)

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 Pengembangan Infrastruktur
• Menerapkan best-practices dan mendorong
terjadinya continuous improvement
• Menerapkan sistim informasi, sistim
komunikasi, dan sistim operasi yang
memungkinkan karyawan malaksanakan
peran strategik mereka dengan lancar

Bambang Riyanto L.S. 11

Pengembangan Infrastruktur
 Menerapkan Sistem Pemberian
Penghargaan (Reward system) yang
menghubungkan kinerja karyawan
dengan tujuan strategik perusahaan
 Mengembangkan budaya yg sesuai
dengan strategi (condusive)

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 Pengembangan Infrastruktur

• Menerapkan strategic
leadership yang diperlukan
untuk mendorong
kelancaran implementasi

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 Struktur Organisasi
• Struktur membantu mengidentifikasi aktivitas-
aktivitas kunci/utama organisasi dan cara
pengkoordinasian aktivitas tersebut untuk
mencapai tujuan organisasi
• Struktur menujukkan recurring of activities
organisasi
• Struktur akan mempengaruhi perilaku organisasi

Bambang Riyanto L.S. 14

 Struktur Organisasi
• Aktivitas keputusan utama dalam mendesain
struktur:
 Pembagian tugas (division of labor): tingkat
spesialisasi tinggi ---- rendah
 Departementalisasi (departementalization):
homogeen ---- heterogeen
 Rentang pengendalian (span of control): jumlah
bawahan narrow ---- wide
 Pendelegasian wewengan: tersentralisasi ----
terdesentralisasi

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 Jenis Struktur
• Fungsional: organisasi dibagi ke dalam satuan-satuan yang
bertanggung jawab atas pelaksanaan aktivitas fungsional
• Geographic: organisasi dibagi ke dalam satuan-satuan unit yang
bertanggung jawab atas daerah geografis
• Divisional: organisasi dibagi ke dalam divisi-divisi yang
bertanggunjawab atas sekelompok konsumen atau produk
• Strategic business unit: organisasi dibagai ke dalam satuan-satuan unit
yang bertanggungjawab atas satu kelompok bisnis tertentu
• Matrix organisasi: unit-unit yang ada dalam organisasi
bertanggungjawab terhadap ‘dua atasan’

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 Desain Struktur
• Faktor yang menentukan sturktur:
 Size
 Teknologi
 Strategi

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 Kepemimpinan Organisasi
• Kepemimpinan menyangkut upaya untuk
menggunakan ‘ pengaruh ’ untuk memotivasi
anggota organisasi mencapai tujuan
• Tantangan utama dalam memimpin organisasi
adalah memupuk komitmen anggota organisasi
untuk mengadapi perubahan (embracing change)
dan melaksanakan strategi yang diperlukan untuk
menghadapi perubahan tersebut

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 Tugas Pemimpin
• Menjelaskan dan mensosialisasi strategic intent
• Membangun organisasi (building an organization)
• Menjamin terjadinya kesamaan pengertian
mengenai prioritas strategik
• Menjabarkan batas tanggung jawab kepada para
manajer

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 Tugas Pemimpin
• Empowering dan delegasi wewenang
• Memecahkan masalah koordinasi dan komunikasi
dalam organisasi
• Memupuk komitmen setiap anggota organisasi
terhadap visi dan misi
• Senantiasa mengetahu apa yang terjadi di dalam
organisasi
• Shaping organization culture
• Assignment of Key Persons

Bambang Riyanto L.S. 20

 Culture
• Budaya organisasi merupakan sistem nilai dan
asumsi yang dianut oleh semua anggota organisasi
• Budaya organisasi merupakan identitas organisasi,
sesuatu yang mendasar yang membedakan satu
organisasi dengan organisasi yang lain
• Secara umum budaya terdiri dari: artifacts, norms,
beliefs and values, dan basic assumptions
• Organisasi yang sehat adalah organisasi yang
mempunyai strong culture (budaya organisasi lebih
kuat daripada budaya unit organisasi)

Bambang Riyanto L.S. 21

 Reward Systems
• Sistem reward harus disesuaikan atau dihubungkan dgn
strategic performance
• Reward merupakan salah satu sarana penting untuk
menumbuhkan komitmen terhadap organisasi
• Jenis Reward:
– Extrinsic reward: reward yang diberikan oleh pihak
eksternal (superior) yang berupa gaji, promosi, dan
tunjangan
– Intrinsic reward: reward yang merupakan bagian dari
pekerjaan itu sendiri yang bisa berupa tanggung jawab,
tantangan, dan feeback yang melekat

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 Non-Traditional Reward..
• Cafetaria-style fringe benefits: karyawan diberi
pilihan mengenai tunjangan yang diterimanya
• Banking time-off: jika target tercapai, maka
karyawan akan diberi ‘tabungan’ liburan (cuti)
• Skill-based pay: besarnya upah dihitung/ditentukan
berdasarkan tingkat keahlian (skill) yang dimiliki
atau ditunjukkan oleh karyawan
• Gainsharing: sistem insentif yang ditentukan
berdasarkan suatu rumus tertentu; karyawan akan
memperoleh bagian dari ‘ keuntungan ’ yang
diperoleh

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Operasionalisasi Visi dan
Strategi:
The Balanced Scorecard

Bambang Riyanto L.S. 24

 From Strategy to Implementation

Mission Statement

Strategies and Plans

- Corporate objectives
- SWORT analysis
-Training, development, and
retention policies
Management Acc. Inf
Action Planning: Systems:
- Operational Objectives - Feedback/Feedforward loop
- Key tasks and Responsibility - Performance information set
- Resource allocations -Timely reporting for decision
- Performance target setting making
-Agreement and performance - Suggestion box
contracting

Performance Recognition
- Measuremen of Performance
- Reward and Sanction
- Training Needs Assessment
 Pengertian
Balanced Scorecard
• Sistim penilaian kinerja yang menunjang
kelangsungan hidup dan sustainability of growth
perusahaan
• Sistim penilaian kinerja yg dikembangkan
berdasarkan strategi perusahaan
• Sistim penilaian kinerja yang mengintegrasikan
aspek finansial dengan aspek lain yg penting bagi
perusahaan

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 Pengertian Balanced Scorecard

• Basic Philosophy of Control:

 Jika anda tidak bisa mengukur, maka
Anda tidak bisa mengendalikannya
 If you cannot measure, you cannot control
• Target control: mengarahkan keputusan dan
perilaku agar menunjang pelaksanaan
strategi

Bambang Riyanto L.S. 27

 Aspek Kinerja yg Diukur

Financial

Customer Internal Business

Learning & Grwth

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 Aspek Kinerja yg Diukur

Financial

Customer Visi & Internal Business

Strategi

Learning & Grwth

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Why “Balanced”?

The Balanced Scorecard menjabarkan

strategi ke dalam sistim yg tergintegrasi yg
mencakup:
 Outcomes (lag indicators) and Performance
drivers (lead indicators)
 Internal and External Perspectives
 Qualitative and Quantitative Information
 Limited number of indicators

Bambang Riyanto L.S. 30

 BSC Concept

BSC Overview
Scorecard (kartu skor) adalah kartu yang digunakan untuk mencatat skor
performance seseorang.Kartu skor juga dapat digunakan untuk
merencanakan skor yang hendak diwujudkan oleh seseorang di masa depan.

Balanced Scorecard
Kata balanced (berimbang) berarti adanya keseimbangan antara
performance keuangan dan non-keuangan, antara performance jangka
pendek dan performance jangka panjang, dan antara performance
yang bersifat intern dan performance yang bersifat ektern.

Bambang Riyanto L.S. 31

Financial
ROCE

Customer
Customer
Loyality

On-time delivery

Internal/Business/Process
Process Process Cycle
Quality Time

Learning and Growth

Employee
Skills

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 BSC Concept

BSC Perspectives
Model

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 ANOTHER PERFORMANCE MANAGEMENT FRAMEWORK

Critical
Strategic Strategic Action
Vision perspectives Success
Aims Measures Plan
Factors

Financial

Customer

Vision
Internal &
Business
Procesess

Learning
& Growth

Bambang Riyanto L.S. 34

 Strategic Map
Maximize Financial Returns

FI Increase Revenue Growth Productivity

Increase New Revenue Sources Increase Cust. Val. Prop (CVP) Improve Cost Structure Improve Asset Utilization

Increase Market Share Increase Price Maintain Profit Margin Reduce Admin Cost Reduce Avg W/H VAlue

Trusted, Friendly, convenient and affordable Popular Model Only

CU
Easy Parking Available and knowledgeable staff Friendly and welcoming staff
Professional
service and complaint
Affordable Financing Quality furniture Fast credit approval Delivery within 24 hrs handling

Sufficient staff in Handle credit

shop at all times requests in 10 Deliver the right Handle all complaints on the spot
IP minutes product to the right
address within 18 hrs Reduce no of items in selection

No item in selection at over 250$ Keep quality complaints 4 week selection

a month financing at minimum turn - over max

All staff members through selection training Reduce a number of admin employees
LG
All staff members through Basic Sales Training All staff members through
SWA Operating Training Using Technology to improve process effectiveness

Bambang Riyanto L.S. 35

BALANCE SCORECARD - STRATEGIC VIEW

Balance
scorecard

Internal Financial* Customer Innovation

business perspective perspective & Learning

Staff: Our staff is our biggest asset

Customer: Our success rest on

satisfying consumer needs

Innovation: Innovation is our key

to future growth

Excellence: Excellence is our way

of life
Bambang Riyanto L.S. 36
 Strategic Planning with BSC

Strategic Objective & Measures

Strategic Objectives Measures

FI Maximize Financial Return IRR, NPV

ROCE
Revenue Growth Revenue Growth (%)
Increase New Revenue Sources
Increase Market Share Market Share (%)
Increase CVP
Increase Price Price Growth (%)
Maintain Profit Margin Profit Margin (%)
Productivity
Improve Cost Structure
Reduce Admin Cost Admin Cost ($)
Improve Asset Utilization
Reduce Average Warehouse Value Average Warehouse Value ($)

Bambang Riyanto L.S. 37

 Strategic Objectives & Measures
Strategic Objectives Measures

FI Maximize Financial Returns IRR, NPV

ROCE
Revenue Growth Revenue Growth (%)
Increase New Revenue Sources
Increase Market Share Market Share (%)
Increase CVP
Increase Price PriceGrowth (%)
Maintain Profit Margin Profit Margin (%)
Productivity
Improve Cost Structure
Reduce Admin Cost Admin Cost ($)
Improve Asset Utilization
Reduce Average Warehouse Value
Bambang Riyanto L.S.
Average Warehouse Value ($) 38
 Strategic Objectives & Measures
Strategic Objectives Measures
CU “Trusted, friendly, convenient and affordable”
Friendly and welcoming staff Customer Staff Friendlyness Rating (%)
Available and knowledgeable staff Customer Staff Availabity Rating (%)
Customer Staff Knowledge Index (%)
Professional service & complaint handling Customer Service Level Index (%)
Easy parking Customer Parking Availability Index (%)
Delivery within 24 hrs Customer Delivery Rating (%)
Fast credit approval Customer Credit Approval Rating (%)
Quality furniture Customer Furniture Quality Rating (%)
Affordable financing Customer Financing Rating (%)

Popular Models Only Customer Selection Rating (%)

Bambang Riyanto L.S. 39

 Strategic Objectives & Measures
Strategic Objectives
IP Sufficient staff in shop at all times
Handle all complaints on the spot
Always a free parking spot
Deliver the right products to the right
address within 18 hrs
Handle credit requests in 10 minutes
Keep quality complaints at minimum
No item in selection at over 250$ a month
financing
4 week selection turn-over max.
Reduce no of un-pop. of items in selection
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Measures
Staff in Shop (#.)
Complaint Handled on the spot (%)
Hours with no parking spot available (hours)
No. of products deliver more than 18 hrs (#)
Credit Request Handled in 10 minutes (%)
Quality complaint per 100 purchases (#)
Items with more than $250 per month financing
(#)
No. of items above 4 week turn-over limit (#)
No. of un-pop items in selections (#)
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 Strategic Objectives & Measures
Strategic Objectives
LG All staff members through Basic Sales
Training
All staff members through Selection Training
Reduce number of admin employees
Using Technology to improve process
effectiveness
All staff members through SWA Operating
Training
Note: SWA = Store Workflow Automation
Bambang Riyanto L.S.
Measures
Percentage of employees with Basic Sales
Training Certificate (%)
Percentage of employees with current
Selection Certificate (%)
Number of Admin Employees (#)
Percentage of Overhead Cost Reduction (%)
Cost Effectiveness (%)
Percentage of employees with SWA
Certificate
41
 Key BSC terminology
Strategy Map: Diagram of the
cause-and-effect relationships
between strategic objectives

Strategic Theme: Statement of How success

Operating Efficiency what strategy in achieving The level of Key action
Financial
must achieve the strategy performance programs
Profitability and what’s will be or rate of required to
critical to its measured and improvement achieve
More success tracked needed objectives
Fewer planes
customers

Customer
Flight Lowest
Is on time prices

Objectives Measurement Target Initiative

Internal
• Fast ground • On Ground Time • 30 Minutes • Cycle time
Fast ground turnaround • On-Time • 90% optimization
turnaround Departure

Learning

Ground crew
alignment

Bambang Riyanto L.S. 42

Balanced Scorecard Example
Strategic Theme:
Objectives Measurement Target Initiative
Operating Efficiency
Financial
Profitability • Profitability • Market Value • 30% CAGR
• More • Seat Revenue • 20% CAGR
More Customers
Fewer Planes
Customers • Plane Lease • 5% CAGR
• Fewer planes Cost
Customer • Flight is on - • FAA On Time • #1 • Quality
Flight Lowest time Arrival Rating management
Is on Time Prices • Lowest prices • Customer • #1 • Customer
Ranking (Market loyalty
Survey) program
Internal • Fast ground • On Ground Time • 30 Minutes • Cycle time
Fast Ground turnaround • On-Time • 90% optimization
Turnaround Departure program

Learning • Ground crew • % Ground crew • yr. 1 70% • ESOP

alignment trained yr. 3 90%
Ground Crew yr. 5 100%
• Ground crew
Alignment • % Ground crew training
stockholders

Bambang Riyanto L.S. 43

The End……….

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