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ABOUT THE FACILITATOR
Suwardi Luis
• MBA, B.of Psy (Summa Cum Laude), Univ. of Texas, Austin
• Managing Director of GML Performance Consulting (Asia)
• Has led various consulting projects in Singapore, Malaysia, Indonesia in:
• Strategy Management
• Balanced Scorecard
• Business Process Reengineering
• Productivity Improvements
• Corporate Culture
• HR Audit
• Performance Management
p g more than 250 Strategy
• Directed Board of Directors in developing gy Maps
p in both Public
and Private Sectors
• Active Clients include: Astra, BHP, Bank Mandiri, Bank Indonesia, BPK, CitiBank,
DBS Bank, DHL, Henkel, Heineken, Inco, Kresna Securities, Kompas-Gramedia
Group Mitsubishi,
Group, Mitsubishi Orang Tua Group,
Group etc.
etc
2
WORKSHOP
O S O FACILITATOR
C O
Adhie Adriansyah
• Management Consultant of GML Performance Consulting,
• Graduated
G d t d from
f Economic
E i Faculty
F lt in
i M
Managementt Study,
St d Prof.DR.
P f DR
Moestopo University, Jakarta.
• Extensive experience in Consulting Industry,
Industry for more 11 years
years,
especially for Strategic Management & Business Process Management.
• Extensive experience with Productivity Improvement Project
Project, Strategic
Service Initiative project, Business Process Improvement Project,
Strategic Planning, Balanced Scorecard and Change Management
3
Need for Strategy and Performance
Focused Organization:
Course Agenda
4
SUSTAINABLE SUCCESSFULL COMPANY
BALANCE
People Customer
Shareholder
People Process
(Empowering and Modeling)
EXECUTION
Perspiration : 99 %
Strategy Process
(Pathfinding)
Inspiration : 1 %
Source : “ Execution. The Discipline of Getting Things Done ” , Larry Bossidy & Ram Charan
6
EXECUTION OF STRATEGY HAS BECOME
THE CORPORATE CHALLENGE OF OUR TIMES!
7
Organizations Often Have A Gap Between Strategy & Action
STRATEGIC OUTCOMES
8
The Balanced Scorecard Is A Bridge To Close That Gap
STRATEGIC OUTCOMES
9
FIVE PRINCIPLES OF
STRATEGY AND PERFORMANCE FOCUSED
ORGANIZATION (SPFO)
MOBILISE CHANGE
(Direction Leadership and Accountability)
(Direction,
Strong commitment from Top Mgt.
Strong leadership across
organizations in driving change.
P
Presence off St
Strategy
t M
Managementt Offi
Office.
TRANSLATION OF
STRATEGY TO MOTIVATE
OPERATIONS
Defining vision,
vision mission,
mission
Strategy INDIVIDUALS TO
ACHIEVE STRATEGY
strategies, targets and
strategic initiatives (Balanced Performance
Scorecards). Communication and training of
Integrating strategy to Focused strategy to every level.
planning and budgeting.
budgeting Linking strategy to goal and
O
Organization
i ti reward setting for individuals.
ALIGN UNITS
TO THE MAKE STRATEGY
COMPANY A GOVERNANCE
STRATEGY PROCESS
Division vertical alignment • Regular strategic performance
review ((monthly, quarterly,
against company strategy.
strategy and
d annually)
ll
Cross-divisional, business-support • Organizational Learning –
function, horizontal Corrective Action from Review
alignment. Meetings. 10
Journey in becoming Strategy and
Performance Focused
Organization
11
COURSE OUTLINE
2. Strategy Analysis
3. Strategy
gy Formulation
5. 2.
Monitor,
Strategy
Learn &
Mapping
M i
Adapt Leadership
Commitment
in Becoming
an SPFO
11. Operational
Improvement
Methodology 8. Vertical & Horiontal
12 Effective Planning &
12. Alignment
Organizing 9. Individual Alignment
4. 3. 10. Change Management
Operational Organization
Planning
g Alignment
g
12
UNDERSTANDING
VISION MISSION &
VISION,
VALUE STATEMENT
13
John F.
F Kennedy Vision...
Vision
Kennedy first made the goal for landing a man on the moon in speaking to
a Joint Session of Congress on May 25, 1961, saying:
14
VISI DAN MISI
15
DEFINISI
DEFINISI
16
HUBUNGAN ANTARA VISI,
STRATEGI PERENCANAAN
STRATEGI,PERENCANAAN,
DAN ANGGARAN
17
MANFAAT VISI, MISI
DAN NILAI DASAR
19
Pernyataan
y MISI Organisasi
g
A 19th CENTURY US SHIPYARD MISSION
Misi menyatakan tujuan atau alasan
keberadaan organisasi yang paling
We shall build good ships.
utama secara eksplisit.
At a profit, if we can.
Misi menyatakan secara eksplisit atau
At a loss, if we cannot.
implisit segmen pasar pelanggan yang
disasar. But always good ships.
20
21
Pernyataan VISI Organisasi
Keberhasilan masa depan yang diinginkan.
Fokusnya adalah jangka panjang.
Merupakan inisiatif pendirinya, CEO,
Disney’s VISION:
pemimpin, namun mempunyai dukungan
dari semua karyawan. “Creating a place where people
Sebagai tanggapan dari evaluasi mereka can feel like kids again.”
terhadap ancaman dan peluang.
Hal tersebut berdasarkan kepada
keinginan/mimpi pribadi, kemampuan, sifat
pribadi, nilai-nilai
nilai nilai yang dianut, serta
sumberdaya.
Dikomunikasikan khususnya kepada
stakeholder internal (karyawan dan Coca-Cola’s VISION:
shareholders). “A Coca-Cola within arm’s reach
Susah dirubah (10, 20, bahkan 50 tahun). of everyone in the world.”
22
Visi dan Misi
O
Organisasi Non Profit
i i N P fi
VISI
“Tujuan
Tujuan akhir kami adalah menciptakan dunia tanpa HIV/AIDS”
HIV/AIDS
MISI
“Misi dari AIDS Service Organization adalah membantu orang
yang terkena atau merasakan dampak dari HIV/AIDS dengan
memastikan
tik terpenuhinya
t hi dukungan
d k nutrisi
t i i dan
d kesehatan
k h t
untuk meningkatkan kualitas hidup mereka.”
23
Avoid “benefits to shareholders” (embedded in mission)
Adapted from: Leading Change, John P. Kotter 24
Slogan atau Misi?
25
PERNYATAAN DESTINASI
28
KERANGKA VISI, MISI, DAN
PERNYATAAN NILAI DASAR
29
STEP BY STEP IN DEVELOPING
VISION
MISSION and VALUE
30
LANGKAH – LANGKAH DALAM
MENYUSUN VISI, MISI, DAN NILAI DASAR
Shareholders
Management
Pelanggan:
Karyawan Mitra Usaha Family &
Corporate
Masyarakat
y
STEP 1 32
Conduct Interviews and Record Expectations of
Your Customers
Your Customers
STEP 1
33
Mengidentifikasi poin utama & “frase” kunci
dari interview yang perlu Dimasukkan ke dalam VMV
STEP 2
STEP 2
34
STEP 3
35
STEP 3
36
STEP 3
37
First draft Vision Mission Destination
and Value state
and Val e stat
and Value stat
state
ements and
and their specific descriptions
their specific descriptions
By end of 2009,
we will achieve the following:
Total integrated sales of: USD xx
STEP 4
38
“Leading family and business security-service provider…” PT. Sekurindo
memutuskan hanya akan berfokus pada produk security related, dan tiak akan masuk
ke bisnis lain di luar core competence mereka.
“…in Asia…” Sejalan dengan akan berakhirnya beberapa kontrak besar di tahun 2009,
PT. Sekurindo perlu siap untuk mendiversifikasi usaha mereka untuk mempertahankan
pertumbuhan dengan memasuki pasar regional.
“…first class services to our customers…” PT. Sekurindo menyadari bahwa mereka
harus meningkatkan pelayanan kepada pelanggan mereka kalau ingin mempertahankan
pelanggan tersebut seiring dengan pertumbuhan persaingan dan berkurangnya jaringan
dengan “penguasa”. Pelayanan yang baik juga dapat mengurangi biaya terkait dengan
penalti yang cukup tinggi dari pelanggan.
“…motivated team…” PT. Sekurindo percaya bahwa pelayanan yang baik kepada
pelanggan tidak akan mungkin tercapai secara berkesinambungan tanpa karyawan yang
termotivasi.
“…first
“ f class return off investment to our shareholders…” Dengan segala tantangan
yang ada, PT. Sekurindo berkomitmen untuk mengembalikan investasi yang tinggi
kepada pemegang saham.
39
Melakukan workshop bersama Top and Senior Management Team
untuk me-review dan finetune Format Visi,
Visi Misi,
Misi dan Nilai Dasar
Note: Macam-macam simulasi dan permainan dapat ditambahkan untuk menciptakan suasana
yang menyenangkan serta kreatif selama workshop berlangsung.
40
NOW WHAT...
HOW DO YOU IMPLEMENT
VISION AND MISSION?
41
APAKAH ANDA MEMILIKI MASALAH
SEPERTI INI???
42
EXECUTION OF STRATEGY HAS BECOME
THE CORPORATE CHALLENGE OF OUR TIMES!
“The problem is that our age’s fascination with strategy and vision feeds
the mistaken belief that developing the right strategy will enable a
company to rocket past competitors. In reality, strategy is less than half
the battle. .. In the majority of cases – we estimate 70% – the real problem
isn’t [bad strategy]…. It’s bad execution.”
Why CEO’s Fail
Ram Charan and Geoffrey
Colvin
Fortune (6/21/99)
43
44
MEDIA KOMUNIKASI
45
SAMPLE OF COMMUNICATION TOOLS:
Awareness Level
46
SAMPLE OF COMMUNICATION TOOLS:
K
Knowledge
l d Level
L l
47
SAMPLE OF COMMUNICATION TOOLS:
B h i Level
Behavior L l
• C
Cascaded allll VMS tto iindividual
di id l objectives
bj ti
through training
• Demand departmental reviews on periodic
basis
• Audit the departmental VMS cascading
• Link individual objective achievement to
performance appraisal and rewards
48
“Remember 5 Cs in your
communication be: Continuous
communication,
(Terus menerus), Consistent
(Konsisten) Clear (Jelas)
(Konsisten), (Jelas),
Constructive (Bertujuan
membangun bukan untuk
membangun,
menjatuhkan), and Candid (Jujur)”
49
“A reall decision
d i i is i measured d by
b
the fact that you’ve taken a new
action. If there
there’s
s no action, you
haven’t truly decided.”
Tony Robbins
50
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