Pengembangan Rencana strategis Dan Implikasi rencana IS/IT

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Pengembangan Rencana strategisDan Implikasi
rencana IS/IT
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Tinjauan

• Peran IS/IT berubah dari dukungan menjadi enabler
• Konteks strategis sistem informasi
• Menjelajahi permintaan IS/TI
• Rencana IS/IT dalam konteks Indonesia,
• di mana kita?

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Tujuan

• Memahami bagaimana merumuskan rencana strategis
• Memahami bagaimana merumuskan strategi bisnis
• Memahami bagaimana merumuskan tujuan bisnis
• Memahami implikasi dari rencana strategis untuk
  IS / IT rencana

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Agenda

• Perencanaan Strategis
• Krangka Strategis
• Mengembangkan strategi bisnis
• Implementasi strategi bisnis
• Implikasi strategi bisnis ke strategi IS/IT
• Pandangan strategi berbasis sumber daya

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Apa perencanaan strategis ?

• - Proses untuk menetapkan prioritas pada apa yang
• anda akan capai di masa depan
• Memaksa Anda untuk membuat pilihan tentang apa
  yang akan Anda lakukan dan apa yang Anda tidak
  akan melakukan
• Menarik seluruh organisasi bersama-sama sekitar
• permainan tunggal rencana eksekusi
• - Garis besar di mana sumber daya akan dapat
  teralokasi

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Pertanyaan Dasar untuk ditanyakan

• - Dimana kita sekarang? (Penilaian)
• - Dimana kita perlu? (Gap/perbedaan)
• - Bagaimana kita akan menutup kesenjangan
• (Rencana Strategis)
• - Bagaimana kita akan memonitor kemajuan kita
• (Balanced Scorecard)

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Rencana Strategis Model A B C D E
Bagaimana akan Melakukannya
Bagaimana Mlakukannya
Dimana kita ingin menjadi
Dimana kita
Penilaian
Dasar
Komponen
spesifik
Evaluasi

• Scan lingkungan

• Situasi sekarang, sebelum, sesudah

• Visi dan Misi

• Pengukuran kinerja

• Kinerja Manajemen

• Latar belakang Informasi

• Significant masalah

• Nilai / Prinsip membimbing

• Target / standar kinerja

• Tinjauan kemjuan Balanced Scorecard

• Analisis situasi

• Selaras/ sesuai dengan kemampuan

• Tujuan utama

• Inisiatif dan proyek

• Tindakan koreksi

• Tanggapan umpan balik revisi rencana

• Rencana tindakan

• SWOT Strengths, Weaknesses, Opportunities,
  Threats

• Tujuan spesific

• Kesenjangan

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Model lain perencanaan strategis
Membuat arah strategis
Menetapkan Strategi
Mencapai Strategi
Umpan balik
Rencana Strategis dari Opsi terpilih
-Tentukan misi dan tujuan- Menilai situasi dan
pilihan- Pilih opsi
Menerapkan strategi
Strategis berpikir dan Peluangpengambilan
keputusan
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Penilaian Model S W O T
Penilaian
Penilaian Internal Aset organisasi, sumber daya,
orang, budaya, sistem, kemitraan, pemasok,. . .
Penilaian Eksternal Pasar, pesaing, tren sosial,
teknologi, lingkungan regulasi, siklus ekonomi.
SWOT
SWOT
Kemungkinan kesalahan
Good Points
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Mengapa membuat Dasar ?

• Menempatkan segala sesuatu tentang organisasi
• ke dalam konteks tunggal untuk perbandingan
• dan perencanaan.
• - Deskriptif tentang perusahaan serta
  keseluruhan
• Lingkungan
• - Menyertakan informasi tentang hubungan
• pelanggan, pemasok, mitra.
• - Format yang lebih disukai adalah Profil
  Organisasi

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Profil OrganisasiLINGKUNGAN OPERASI

• Produk dan Layanan - Pemasok, Pengiriman,
• Saluran, Kontrak, Pengaturan,. . .
• Budaya Organisasi - Hambatan, Kepemimpinan,
•     Komunikasi, Keterpaduan. . . .
• Produktivitas Tenaga Kerja tingkat skill,
• keragaman,  kontraktor , penuaan tenaga
  kerja,. .
• -  Infrastruktur - Sistem, teknologi, fasilitas,
• Peraturan - Produk / Layanan Peraturan, ISO
• Standar Kualitas, Keselamatan, Lingkungan,. .

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Profil OrganisasiHUBUNGAN BISNIS

• Struktur Organisasi - Unit Usaha, Fungsi, Dewan,
  Lapisan Manajemen,. .
• Hubungan Pelanggan - Persyaratan, Kepuasan,
  Loyalitas, Harapan,. . .
• Rantai Nilai - Hubungan antara orang-orang dalam
  rantai nilai. . . .
• Mitra Hubungan - Aliansi, jangka panjang
•     pemasok, kemitraan pelanggan,. . .

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Profil OrganisasiKATAGORI KUNCI KINERJA

• Pelanggan
• Produk dan layanan
• KeuanganHuman CapitalOperasionalEksternal
  (Regulatory Compliance, SosialTanggung jawab,. .
  . )

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Analisis kesenjangan
Tantangan / SWOT
Dasar / Profil org
Kesenjangan dasar Untuk perencanaan strategis
jangka panjang
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Komponen utama Rencana Strategis
Mission
Mengapa kita saat ini
Vision
Apa yg kita inginkan
Goals
Apa yg kita harus capai utk jadi sukses
Tujuan
Khusus dinyatakan dalam hasil terukur
O1
O2
Rencana Tindakan untukmencapai Tujuan
Initiatives
AI3
AI2
AI1
Indikator dan indikator keberhailan
Tindakan
M1
M2
M3
Target
T1
T1
T1
Tingkat kinerja yg diinginkan dan jadwal
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Pernyataan Misi

• - Menangkap esensi dari mengapa organisas
• ada - Siapa kami, apa yang kita lakukan
• Menjelaskan kebutuhan dasar yang dibutuhkan
• Mengungkapkan nilai-nilai inti organisasi
• Harus singkat dan to the point
• Mudah untuk memahami
• Jika memungkinkan, cobalah untuk menyampaikan
  sifat unik dari organisasi anda dan perannya yang
  membedakan dari orang lain

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Contoh Benar dan salahPernyataan misi
NASA
To Explore the Universe and Search for Life and
to Inspire the Next Generation of Explorers
Melakukan pekerjaan yang baik untuk
mengekspresikan nilai-nilai inti organisasi. Juga
menyampaikan kualitas yang unik tentang
organisasi tersebut.
Walt Disney
Terlalu samar dan tidak jelas. Butuh informasi
lebih jelas tentang apa yang membuat organisasi
menjadi khusus.
To Make People Happy
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Visi

• Bagaimana organisasi ingin dianggap di masa depan
• apa yang tampak seperti keberhasilan
• Sebuah ekspresi keadaan akhir yang diinginkan
• Tantangan setiap orang untuk meraih sesuatu
• signifikan - menginspirasi masa depan yang
  menarik
• - Memberikan fokus jangka panjang untuk
  seluruh organisasi

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Memandu Prinsip dan Nilai

• - Setiap organisasi harus dipandu oleh
  seperangkat nilai-
• nilai dan keyakinan
• - Memberikan kerangka dasar untuk membuat
  keputusan
• bagian dari budaya organisasi
• - Nilai sering berakar pada tema etis, seperti
  kejujuran,
• kepercayaan, integritas, rasa hormat,
  kejujuran,. . . .
• - Nilai harus berlaku di seluruh organisasi
• - Nilai mungkin cocok untuk yang terbaik
  tertentu
• manajemen praktek - terbaik dalam hal
  kualitas,layanan pelanggan yang luar biasa, dll

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Examples of Guiding Principles and Values
Components
We obey the law and do not compromise moral or
ethical principles ever! We expect to be
measured by what we do, as well as what we say.
We treat everyone with respect and appreciate
individual differences. We carefully consider
the impact of business decisions on our people
and we recognize exceptional contributions.
We are strategically entrepreneurial in the
pursuit of excellence, encouraging original
thought and its application, and willing to take
risks based on sound business judgment.
We are committed to forging public and private
partnerships that combine diverse strengths,
skills and resources.
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Goals

• Menjelaskan akhir kondisi masa depan - hasil yang
  diinginkan
• yang mendukung misi dan visi.
• Membentuk cara di depan dalam hal
  ditindaklanjuti.
• Paling baik diterapkan di mana ada pilihan jelas
  tentangmasa depan.
• Menempatkan fokus strategis ke dalam organisasi -
  spesifikkepemilikan tujuan harus diserahkan
  kepada seseorang dalam organisasi.
• Mungkin tidak bekerja dengan baik di mana hal-hal
  yang berubah cepat- Tujuan cenderung jangka
  panjang bagi lingkungan yang memiliki pilihan
  terbatas tentang masa depan.

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Mengembangkan Goals

• Jenjang dari atas Rencana Strategis, Misi, Visi,
  prinsip membimbing.
• Lihatlah analisis strategis Anda - SWOT,
• Lingkungan Scan, Kinerja masa lalu, Kesenjangan.
• Batasi sedikit kritis - seperti 5-8 gol.
• Luas partisipasi dalam pengembangan tujuan
• Konsensus dari atas - beli-in di eksekusi
  tingkat.
• Harus mendorong tingkat yang lebih tinggi kinerja
  dan menutup kesenjangan kinerja kritis.

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Examples of Goals
Components
Reorganize the entire organization for better
responsiveness to customers
We will partner with other businesses, industry
leaders, and government agencies in order to
better meet the needs of stakeholders across the
entire value stream.
Manage our resources with fiscal responsibility
and efficiency through a single comprehensive
process that is aligned to our strategic plan.
Improve the quality and accuracy of service
support information provided to our internal
customers.
Establish a means by which our decision making
process is market and customer focus.
Maintain and enhance the physical conditions of
our public facilities.
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Objectives
Components

• Relevant - directly supports the goal
• Compels the organization into action
• Specific enough so we can quantify and measure
  the results
• Simple and easy to understand
• Realistic and attainable
• Conveys responsibility and ownership
• Acceptable to those who must execute
• May need several objectives to meet a goal

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Goals vs. Objectives
Components
GOALS OBJECTIVES
Very short statement, few words Longer statement, more descriptive
Broad in scope Narrow in scope
Directly relates to the Mission Statement Indirectly relates to the Mission Statement
Covers long time period (such as 10 years) Covers short time period (such 1 year budget cycle)
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Examples of Objectives
Components
Develop a customer intelligence database system
to capture and analyze patterns in purchasing
behavior across our product line.
Launch at least three value stream pilot projects
to kick-off our transformation to a leaner
organization.
Centralize the procurement process for
improvements in enterprise-wide purchasing power.
Consolidate payable processing through a P-Card
System over the next two years.
Monitor and address employee morale issues
through an annual employee satisfaction survey
across all business functions.
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What are Action Plans?

• The Action Plan identifies the specific steps
  that will be taken to achieve the initiatives and
  strategic objectives where the rubber meets the
  road
• Each Initiative has a supporting Action Plan(s)
  attached to it
• Action Plans are geared toward operations,
  procedures, and processes
• They describe who does what, when it will be
  completed, and how the organization knows when
  steps are completed
• Like Initiatives, Action Plans require the
  monitoring of progress on Objectives, for which
  measures are needed

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Criteria for Good Measures
Integrity Complete useful inclusive of
several types of measure designed to measure the
most important activities of the
organization Reliable Consistent Accurate -
Correct Timely Available when needed designed
to use and report data in a usable
timeframe Confidential and Secure Free from
inappropriate release or attack
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Examples of MeasurementsLead Indicators

• Average time to initiate customer contact gt
  shorter time should lead to better customer
  service
• Average response time to incident gt below
  average response times should lead to increased
  effectiveness in dealing with incident
• Facilities that meet facility quality A1 rating
  gt should lead to improved operational readiness
  for meeting customer needs

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Targets

• For each measurement, you should have at least
  one target
• Targets should stretch the organization to higher
  levels of performance
• Incremental improvements over current performance
  can be used to establish your targets
• Targets put focus on your strategy
• When you reach your targets, you have
  successfully executed your strategy

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Examples of Targets
Average Time to Process New Employee Setups in DB 65 days Year 2007 60 days Year 2008 55 days Year 2009
Utilization Rate for Rental Housing Units 90 for Year 2007 92 for Year 2008 95 for Year 2009
Toxic Sites meeting in-service compliance 55 for Year 2007 70 for Year 2008 95 for Year 2009
Personnel Fully Trained in Safety and Emergency 65 by 2rd Quarter 75 by 3th Quarter 90 by 4th Quarter
Open Positions Filled after 30 day promotion period 75 positions Sept 2007 100 positions Jan 2008 135 positions July 2008
Reduction in Orders Filled Short in 1st Cycle 50 by Year 2008 65 by Year 2009 85 by Year 2010
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Continuous Feedbackthrough the Balanced Scorecard

• Cascade and align from the top to create a
  Strategic Management System.
• Use the Balanced Scorecard framework to organize
  and report actionable components.
• Use the Scorecard for managing the execution of
  your strategy.
• Scorecard forces you to look at different
  perspectives and take into account cause-effect
  relationships (lead and lag indicators)
• Improves how you communicate your strategy
  critical to execution.

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Evolution of Strategic Planning
Effectiveness of strategic decision making
Well defined strategic framework Strategically
focused organization Widespread
strategic thinking capability Reinforcing
management processes Supportive value system and
climate
Multi-year budgets Gap analysis Static allocation
of resources
Situation analysis and competitive
assessments Evaluation of strategic options Dynami
c allocation of resources
Annual budgets Functional focus
Stage 1 Stage 2 Stage 3 Stage
4 Financial Forecast-based Externally
Strategic planning planning oriented manageme
nt (meet budget) (predict the (think (create
the future) strategically) future)
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Strategic Framework for Strategic Planning
External Environments
Economic Political Ecological Technological Socia
l Legal
Pressure Groups
Values Objectives Identify current
Identify future Threats and strategies
strategies opportunities Evalu
ate Analyze Evaluate feedback
internal strategies
resources Monitor Implement
Select Strategies Strategies
Strategies
Customers Suppliers Shareholders Employees Unions
Government Public
Competitors Customers Suppliers Shareholders Emplo
yees Unions Public Media Financial Ins.
Stake Holder
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Input to Strategic Planning

• External environments - sources of important
  signals to organizations
• Pressure groups - demand recognition and rapid
  management response
• Stakeholders - demand fair share of created
  wealth
• Business planning is usually carried out for each
  strategic business unit
• A unit that sells a distinct set of products or
  services, serve a specific set of customers, and
  competes with a well-defined set of competitors

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Definition of Business Strategy

• Definition of business strategy
• An integrated set of actions aimed at increasing
  the long-term well-being and strength of the
  organization relative to its competitors

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Technique to Develop Business Strategy
Competitive Forces in Industry (Porter, 1980)
Threat of new entrants
Rivalry among existing competitors
Bargaining power of suppliers
Bargaining power of buyers
Threat of substitute product
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Factors Affecting The Impact of Competitive Forces

• New entrants
• Capital requirements
• Patents and specialists skill required
• Distribution channels available
• Achieved/required economies of scale and
  resultant cost advantages
• Number and size of existing rivals and intensity
  of competition
• Differentiation and brand establishment/loyalty
• Access to raw materials/critical resources etc.

Business strategy how to discourage new
entrants to come into the business
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Strategic Choices Factors Affecting The Impact
of Competitive Forces

• Substitute products/services
• Customer awareness of needs and means of
  satisfaction
• Customer sensitivity to value for money and
  ability to compare
• Existing loyalty of customerimpact of industry
  promotion
• Ability to differentiate products etc.

Business strategy how to create a loyal
customers?
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Strategic Choices Factors Affecting The Impact
of Competitive Forces

• Competitive rivalry will be intensified by
• Market growth slow (or in decline)
• Small number of similar sized competitors
  dominate
• High fixed costs and/or high exit barriers for
  all rivals
• Overcapacity and/or capacity increments are large
  units
• Commodity-like, undifferentiated products.

Business strategy how to differentiate your
products?
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Strategic Choices Factors Affecting The Impact
of Competitive Forces

• Buyers power will be increased by
• Concentrated/few buyers making high volume and/or
  high value of purchases
• Low switching costs across suppliers
• Price sensitive and many alternative sources of
  supply
• Weak brand identities, products not
  differentiated
• Buyers capable of backward integration due to low
  entry cost.

Business strategy how to make the buyers depend
on your business
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Strategic Choices Factors Affecting The Impact
of Competitive Forces

• Suppliers power will be increased by
• Few suppliershigh switching costs for rivals and
  suppliers deal with many small customers
• Potential substitute supplier/resources not
  easily available
• Supplied goods make up large part of firms costs
• Suppliers capable of forward integration or
  bypass to customers

Business strategy how to make the suppliers
depend on your business
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Generic Competitive Strategy
Low Cost
Competitive Advantage
Differen- tiation
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Characteristics of Generic Strategies
Generic Strategies Commonly Required Skills and Resources Commonly Organizational Requirements
Overall cost leadership Sustained capital investment and access to capital Process engineering skills Intense supervision of labor Tight cost control, frequent, detailed control reports. Structured organization and responsibilities. Incentives based on meeting strict quantitative targets
Differentiation Strong marketing abilities and creative flair. Product engineering skills. Strong capability in basic research. Corporate reputation for quality or technological leadership. Strong cooperation from distribution channels. Strong coordination among functions in RD, product development, and marketing. Subjective measurement and incentives instead of quantitative measures (market based incentives). Amenities to attract highly skilled labor or creative people. Looser, more trusting organizational relationships.
Focus Combination of the above policies directed at the particular strategic target. Combination of the above policies directed at the particular strategic target.
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Exercise Your Thought

• Explain the development processes of strategic
  planning?
• What are the components of strategic planning?
• How to develop business strategy?
• How external forces influence business strategy
  and IS/IT strategies?
• Business strategy imply IS/IT strategy?