Strategic Management

1. Strategic Management Dr. Jangkung Handoyo Mulyo,M.Ec.

2. Strategic management process.. • “An eight-step process encompassing strategic planning, implementation and evaluation”. Identify the Opportunities And threats Identify Organization’s Current mission, Objective and strategies Analyze the Environment Formulate Strategies ImplementStrategies Analyze the organization’s resources Analyze the organization’s resources Evaluate results

3. Identify the Opportunities And threats Analyze the Environment Identify Organization’s Current mission, Objective and strategies Formulate Strategies ImplementStrategies Analyze the organization’s resources Identify the sthrengths & weaknesses Evaluate results Strategic Management Process

4. 1. Identify Organization’s Current mission, Objective and strategies • Every organization need a mission that defines its purposes and answers the question: “ What is our reason for being in business?” • Defining the organization's mission forces management to identify the scope of its products or services carefully. • A mission is formal statement as to the purpose of the venture. It defines the nature of the venture, what it aims to achieve and how it aims to achieve it.

5. 2. Analyzing the External Environment • External environment is a primary constraint on a manager’s action. It is a crucial step in the strategy process. Why • Because an organization’s environment , to a large degree, defines management’s available options. • A successful strategy will be one that aligns well the environment

6. 3. Identifying Opportunities and Threats • After analyzing the environment, management needs to assess what it has learned in terms of opportunities that the organization can exploit and threats it faces. • Opportunities are positive external environmental factors. Threats are negative external environmental factors . • Keep in mind that the same environment can present opportunities to one organization and pose threats to another in the same industry because of their different management of resources. • What an organization considers an opportunity or threat depend on the resources it control.

7. 4. Analyzing the organization’s resources • Management has to recognize that every organization, no matter how large or powerful, is constrained in some way by the resources and skills it has available. • What skills and abilities do the organization’s employee have? • What is the organization cash flow? • How do consumers perceive the organization and the quality of its products or services?

8. 5. Identifying strengths and weaknesses • Strengths: activities the firm does well or resources it control. • Weaknesses: activities the firm does not do well or resources it needs but does not have. • Distinctive competence: the exceptional or unique skills and resources that determine the organization’s competitive weapons.

9. SWOT analysis • The merging of step 3 and 5 results in an assessment of the organization's internal resources and abilities; and opportunities and threats in its external environment. • This is frequently called SWOT analysis, that is analysis of an organization’s strengths and weaknesses, and its environmental opportunities and threats.

10. 6. Formulating strategies • The formulation of the strategy follows the decision making process. ((Decision making process is a set of eight steps that include identifying a problem, identifying decision criteria, allocating weights to criteria, development of alternatives, analyzing of alternatives, selecting the alternative, implementing the alternative, evaluation decision effectiveness)) • Management needs to develop and evaluate strategic alternatives and then select that are compatible and that allow the organization to best capitalize on its strengths and environmental opportunities. • Step 6 is complete when management has developed a set of strategies that will give the organization competitive advantage.

11. 7. Implementing strategies • No matter how effectively a company has planned its strategies, it can not succeed if the strategies are not implemented properly. • Top management leadership is a necessary ingredient in a successful strategy.

12. 8. Evaluating results • The final step in the strategic management process is evaluating results. How effective have our strategies been? What adjustments, if any, are necessary? • The strategic adjustments are developed after assessing the results of previous strategies and determining that changes were needed.

13. Strategi Dalam Perencanaan • 1. Perencanaan Sedikit Demi Sedikit: • (Camel head in the fent) atau tindakan infiltrasi. Bila keseluruhan mungkin ditolak, lalu digunakan cara menawarkan sedikit atau sebagian kecil saja sehingga bagian itu dapat disetujui. Kemudian diteruskan sebagian lagi, sebagian lagi sampai akhirnya semua dapat dilaksanakan.

14. Strategi Dalam Perencanaan • 2. Menebarkan Bibit di Tanah Subur (Sowing seeds on fertile ground) : menggunakan sebagian anggota kelompok yang respektif terhadap rencana yang ditawarkan, mereka diberi penjelasan, diajak untuk mengerti, dijawab semua pertanyaannya, dijelaskan keuntungannya dan sebagainya. Akhirnya melalui mereka maka keseluruhan kelompok bisa menerima.

15. Strategi Dalam Perencanaan • 3. Penyerangan Secara Terkonsentrasi (Mass – concentrated offensive) : melaksanakan aksi total secara menyeluruh yang dianggap perlu agar rencana secara cepat dapat dilaksanakan. • 4. Kacaukan Isu yang Bersangkutan (Confuse the issue) : diusahakan agar mengalihkan perhatian kelompok dengan jalan mengajukan pertanyaan atau menekan cara-cara yang tidak ada hubungannya sama sekali dengan persolan yang sedang dibicarakan.

16. Strategi Dalam Perencanaan • 5. Gunakan Taktik Keras Hanya Bila Perlu (Use strong tactics only when necessary) : sebaiknya tidak menggunakan lebih banyak energi dan motivasi, simpan untuk cadangan dan digunakan pada situasi-situasi tertentu. • 6. Lepaskan Tanggung Jawab (Pass the buck) : tanggung jawab atau kesalahan dilimpahkan pada pihak lain. Rencana yang dibuat memungkinkan untuk pihak lain melaksanakan tugas-tugas yang diinginkan.

17. Strategi Dalam Perencanaan • 7. Waktu Merupakan Alat Penyembuh yang Mujarab (Time is great healer) : dengan berlangsungnya waktu banyak tindakan-tindakan yang terlaksana dengan sendiri. Oleh karena itu, untuk problem-problem tertentu waktu merupakan pemecah terbaik. • 8. Laksanakan Tindakan Pada Saat yang tepat (strike while the iron is hot) : terapkan rencana dengan segera bila terlihat gejala bahwa orang tidak menentang.

18. Strategi Dalam Perencanaan • 9. Hasil Pemikiran Beberapa Orang Lebih Baik dari Hasil Pemikiran Sekarang (Two heads are better than one) : perlu ada teman dan perlu menerapkan tindakan-tindakan secara bergabung. • 10. Lakukan Tindakan Memecah-Belah (Devide and rule, devide et impera) : pimpinan berusaha memecah belah anggota sehingga dia tetap kuasa, ini akan efektif. Namun demikian kerja sama bisa terhambat dan kepemimpinan dinamis juga akan terhambat.