session 1 -2
DESCRIPTION
Session 1 -2. Executive Class Strategic Leadership Suhartono MBA., MA., PhD (cand) Contemporary Strategic Knowledge & Leadership Nature Source: Rainey (2010); Laljani (2009); Kaplan & Norton (2004); Yukl (2010). Fenomena dengan Perubahan Lingkungan yg Cepat dan Tak Terduga. - PowerPoint PPT PresentationTRANSCRIPT
Session 1 -2
Executive Class Strategic Leadership
Suhartono MBA., MA., PhD (cand)
Contemporary Strategic Knowledge & Leadership NatureSource: Rainey (2010); Laljani (2009); Kaplan & Norton (2004); Yukl (2010).
Fenomena dengan Perubahan Lingkungan yg Cepat dan Tak Terduga
• Perencanaan sering berubah• Visi Misi jadi tidak jelas (sering diganti)• Pemimpin dianggap plin-plan• Pemimpin dianggap tidak punya strategi• Koordinasi sering tidak jelas• Lain-lain
Makna PerencanaanUrgent
Important
Low
Low
High
High
Iseng Kebelet
KrisisPerencanaan
X
S T R A T E G I “Cara-cara yang harus dilakukan untuk lebih unggul ”
‘The Way We Create Competitiveness’
ForecastingNow
Past Now Future
Values and
Foresight VISION
Missioning / Soothsaying
Refle
ction
Past Performance is a baseline for deciding What we do for the
future now
Strategy is Creating
SEEING IS
BELIEVING
BELIEVINGIS
SEEING
ForecastingNow
Past Now Future
Values and
Foresight VISION
Missioning / Soothsaying
Refle
ction
Strategic is
Believing
• Menciptakan masa datang.• Top-down -- Bottom-up• Membimbing perilaku
manajemen• Berfokus pada customer
eksternal lebih dulu• Efektivitas• Penekanan pada proses• Proaktif
• Memperpanjang masa kini (biasanya lebih pendek dp perencanaan strategis)
• Bottom-up / staff-generated• Tidak membimbing perilaku
manajemen• Berfokus pada customer
internal dulu• Efisiensi• Penekanan pada rencana • Reaktif
Perencanaan lain :
Perencanaan strategis :
Kategori Perusahaan
a. Perusahaan yang sukses dimasa lalu dan mengagung-agungkan masa lalu.
b. Perusahaan yang hidup di masa kini dan cukup sukses.c. Perusahaan yang mempersiapkan diri untuk masa
depan dan mempromosikan diri mereka menghadapi waktu berbeda.
d. Perusahaan yang menciptakan masa depan dengan merubah segala kemungkinan, peluang hasil yang bisa diproses, bahkan kondisi lingkungan (alam).
(Harper C. Stephen) Forward-Focused Organization.
Empat Kategori Perusahaan Dalam Melihat Masa Depan
Theory of Strategy and Change Dynamics
Strategy is Cycles of Age
Strategy is Concensus
(Dissatisfaction – Search – Envision – Implementation)
Strategy is Competition
Strategy is Exchange
Passive Active
Closed System
Opened System
We shape the environment / industry
Competitor is the Enemy
Competitor is my friend
• Co-Existing• Co-Operating• Co-Learning• Co-Producing
Enterprise-wide Strategic Management (ESM- Rainey, 2010)
• Business is not about winning the battles in the short term at the expense of destroying relationships in the long term or failing to sustain success.
• ESM focuses on finding unique opportunities and creating innovative solutions that are more attractive and enduring from business and market perspectives as well as economic, social, technological, and environmental ones
• It is about leading, creating, developing, integrating, building, deploying, and succeeding. It also involves the search, discovery, and cure of weaknesses, defects, problems, burdens, and negative impacts across the extended enterprise.
How we see the Man –Made
wolrd
How we see the Nature-
world
Why ESM
Why ESM
Why ESM
Why ESM
Paradigm Shift of Value-Added (1) Investment vs
Development
Paradigm Shift of Value-Added (2) Transformations / Transitions
Paradigm Shift of Value Added (3) Operational
Secondary Value-Added
Value Equation ESM
ESM dan Strategic Planning
By ESM, more Emergent and
Descriptive variables get in the business
designs
Chiquita Lesson Learnt
• Mission: solution for healthiness• Resources: Natural Material (Farming)• Production Facilities: Environmental
Friendliness• Working Climate: transformational, ethical,
Values-Based Leadership
Organizational Element Model (OEM)Value-Added system Analysis
Input Processes
Product
Output Outcome
Kulit Benang
Lem Mesin dan SDM
Sepatu Kelengkapan
berdandan
• Gengsi• Wibawa• Sehat
Dipakai untuk keperluan apa oleh konsumen / masyarakat?
Bermanfaat untuk
apa untuk konsumen
/ masyaraka
t
Produk Potensial
Produk Augmentasi
Produk ekspektasi
Produk generik
Value Added Product Analysis
Benefit inti
END OF FIRST SESSION
Strategic Management
• Above Average Return• Strategic Competitive Advantage• Sustainable Competitiveness
Alternative Models of Superior Returns
Resource-BasedModel
Industrial Organization Model
The External Environment
An Attractive Industry
Strategy Formulation
Assets and Skills
Strategy Implementation
Superior Returns
Resources
Capability
Competitive Advantage
An Attractive Industry
Strategy Implementation
Superior Returns
Strategic Fit
Strategic Stretch
Alternative Models of Superior Returns 1Industrial Organization Model (Market Focus)
The External Environment
An Attractive Industry
Strategy Formulation
Assets and Skills
Strategy Implementation
Superior Returns
Competing is Boxing
Bigfoot
Generic Strategy
Average Cost in
Industry
Average Price in Industry
Cost Leadership
Differentiation Successful
Stuck in the Middle
Blue Ocean Strategy Fit dan Stretch
Blue Ocean vs. Red Ocean Strategy
• Create uncontested market space
• Make the competition irrelevant
• Create and capture new demand
• Compete in existing market space
• Beat the competition
• Exploit existing demand
Blue Ocean Strategy Red Ocean Strategy
Blue Ocean vs. Red Ocean Strategy
• Break the value- cost trade off
• Align the whole system of a firm’s activities with its strategic choice of differentiation and low cost
• Make the value-cost trade off
• Align the whole system of a firm’s activities with its strategic choice of differentiation or low cost
Blue Ocean Strategy Red Ocean Strategy
Two Strategic Logic
• Industry Assumptions: Industry’s conditions are given
• Strategic Focus: A company should build competitive advantages. The aim is to beat the competition.
• Customers: A company should retain and expand its customer base through further segmentation and customization. It should focus on the differences in what customers value.
• Assets and Capabilities: A company should leverage its existing assets and capabilities.
• An Industry’s traditional boundaries determine the products and services a company offers. The goal is to maximize the value of those offerings.
• Industry’s conditions can be shape.
• Competition is not the benchmark. A company should pursue a quantum leap in value to dominate the market.
• A value innovator targets the mass of buyers and willingly lets some existing customer go. It focuses on the key commonalities in what customers value.
• A company must not be constrained by what it already has. It must ask, what would we do if we were starting anew?
• A value innovator thinks in terms of the total solution customer seek, even if that takes the company beyond its industry’s traditional offerings.
Conventional Logic Value Innovation Logic
Blue Ocean Strategy Tools
Strategy Canvas
• A diagnostic tool for building a compelling blue ocean strategy
• It captures the current state of play in the known market space
• Allow you to understand :• where the competition is currently investing• the factors the industry currently competes
on in product, service and delivery• what customers receive from existing
competitive offerings on the market
Four Action Framework
Eliminate
Reduce
Raise
Create
Four Action FrameworkThe Case of Cirque du Soleil (A Circus Company)
• Theme• Refined environment• Multiple productions• Artistic music and dance
Eliminate Reduce
RaiseCreate
• Star performers• Animal shows• Aisle concession sales• Multiple show arenas
• Fun and humor• Thrill and danger
• Unique venue
Alternative Models of Superior Returns 2
Resource-BasedModel
Resources
Capability
Competitive Advantage
An Attractive Industry
Strategy Implementation
Superior Returns
Competing is Racing
Core CompetenciesResources• Inputs to a firm’s production
process
Core Competence• A strategic capability
Synergi
Does the capability satisfy the criteria of sustainable competitive advantage? YES
NO
Capability• A non-strategic team of
resources
Capability• Integration of a team
of resources
Criteria ofSustainableAdvantages
ValueChain
Analysis
ValuableRareCostly to ImitateOrganized to be exploited
*
**
*
•Voice of Customers
•Voice of Engineering
• Voice of Competencies
From Resources to
Core Competencies
Resources* Tangible* Intangible
CapabilitiesSynergy of Resources
CoreCompetencies
DiscoveringCore
Competencies
CompetitiveAdvantage
Sustained CompetitiveAdvantage
Resources* Tangible* Intangible
A core competency is a capability that is:
Organized to be Exploited
The firm must be organized appropriately to obtain full benefits of the resources in order to realize a competitive advantage.
Rare Possessed by few, if any, current and potential competitors.
Valuable Allows a firm to neutralize threats or exploit opportunities in its external environment.
Costly toImitate
When other firms either cannot obtain them or must obtain them at a much higher cost.$
*
CapabilitiesTeams of Resources
CoreCompetencies
YES NO YESYESTemporary
CompetitiveAdvantage
Temp Above AverageReturns
YES NO NO YES CompetitiveParity
AverageReturns
NO NO NO NOBelow
AverageReturns
CompetitiveDisadvantage
AboveAverageReturns
YES YESYESSustainableCompetitiveAdvantage
YES
Valuable Rare Costly to Imitate
Org. to be Exploited
Competitive Consequences
Performance ImplicationsValuable
The VRIO Framework
• Opportunity rarely knocks on your door. Knock rather on opportunity's door if you ardently wish to enter.
– B. C. Forbes, 1880-1954, Scottish-born Financial Journalist and Author
Ardently (full-heartedly, passionately)
Toyota Human Touch
Bambegers
Fit to Stretch 2ASPEK FIT STRETCH
1 Bagaimana Perusahaan membangun COMPETITIVE ADVANTAGE
Mengoreksi Positioning Produk menghadapi perubahan-perubahan yang terjadi di pasar
???? Perbedaan Competency dibangun agar menciptakan sesuatu yang berbeda sehingga bisa tercipta kebutuhan baru di pasar
????
2 Bagaimana MEMPERTAHANKAN BAGIAN PASAR (MARKET SHARE)
Mencari celah pasar / pasar baru dan mempertahankannya.
???? Merubah cara / arti berbisnis (rule of the game) di pasar.
????
3 Bagaimana usaha-usaha yang dilakukan dalam MENGURANGI RESIKO?
Menambah porfolio produk / bisnis
???? Membangun portfolio Competencies
????
4 DUKUNGAN INVESTMENT yang diusahakan / yang sering disetujui
Investasi untuk bersaing di pasar yang berubah dan menambah divisi / subdivisi
???? Investasi untuk meningkatkan dan menambah Competencies.
????
Lesson Learnt• Every Business has it desires to achieve Best-Cost
position (Efficient but simultaniously Innovative), as soon as possible. Blue Ocean Strategy, with Value Innovation
thinking, over the solution.
• Sustaining the position it needs Outcome oriented Missions and Goals, with Enterprise-Wide Strategic
Management framework; not only is exploring at the level of Man-Made-World or Social Capital issues, but also is at the level of Nature World or Natural Capital or Values
Capital issues.
• Still, Strategic Fit for short-term oriented needed for now, while Strategic Stretch orientation is our way for
long-term sustaining our business.