Berikut terminologi yang saya cuplik dari Baldrige, perbedaan antara Values - Mission dan Strategic Objectives yang di tanya sayu. Semoga bisa membantu.
Vision
The term “vision” refers to the desired future state of your organization. The vision describes where the organization is headed, what it intends to be, or how it wishes to be perceived in the future.
Mission
The term “mission” refers to the overall function of an organization. The mission answers the question, “What is this organization attempting to accomplish?” The mission might define customers or markets served, distinctive competencies, or technologies used.
Values
The term “values” refers to the guiding principles and behaviors that embody how your organization and its people are expected to operate. Values reflect and reinforce the desired culture of the organization. Values support and guide the decision making of every employee, helping the organization to accomplish its mission and attain its vision in an appropriate manner. Examples of values might include integrity and fairness in all interactions, exceed customer expectations, value employees and diversity, protect the environment, and performance excellence every day.
Strategic Objectives
The term “strategic objectives” refers to an organization’s articulated aims or responses to address major change or improvement, competitiveness issues, and business advantages. Strategic objectives generally are focused both externally and internally and relate to significant customer, market, product, service, or technological opportunities and challenges (strategic challenges). Broadly stated, they are what an organization must achieve to remain or become competitive and ensure the organization’s long-term sustainability. Strategic objectives set an organization’s longer-term directions and guide resource allocations and redistributions.
Note:
Untuk tugas Strategic Objectives, mungkin harus memantau Laporan untuk Investor atau dokumen hasil RUPS. Selamat berselancar, semoga lancar... ;-)
Wednesday, September 21, 2005
Tuesday, September 20, 2005
170905-Class Overview
Di minggu ketiga, dibahas lebih dalam tentang tahapan pengelolaan strategik berbasis model 5 sequential task. Beberapa contoh dari Visi, Misi dan Objektif perusahaan diberikan dipaparan ini. Mungkin sekiranya konten dari perusahaan sudah out of date bisa dikomentari untuk di update, plus dengan evidence dari portal resmi.
Jadwal semula, seharusnya minggu ke-3 ini membahas framework BSC, namun saya melihat bahasan Pengelolaan Strategy ini cukup banyak untuk dibicarakan. So, kita geser jadwal semula sebagai reaksi dari perubahan. Untuk minggu depan, saya sudah share satu file contoh bab buku BSC nya Kaplan lewat USB salah seorang siswi (I know that you know what I mean). Perkara minggu depan kita akan mulai BSC atau disisipin materi lain kita lihat saja nanti.
Jadwal semula, seharusnya minggu ke-3 ini membahas framework BSC, namun saya melihat bahasan Pengelolaan Strategy ini cukup banyak untuk dibicarakan. So, kita geser jadwal semula sebagai reaksi dari perubahan. Untuk minggu depan, saya sudah share satu file contoh bab buku BSC nya Kaplan lewat USB salah seorang siswi (I know that you know what I mean). Perkara minggu depan kita akan mulai BSC atau disisipin materi lain kita lihat saja nanti.
Baidu.com
Search engine paling popular di China, Baidu.com, saat ini banyak diperbincangkan orang. Saham Baidu.com yang yang bulan lalu listed di Nasdaq, bursa-nya perusahaan non traditional, sudah mencapai angka US$87 juta. Pertanyaannya kenapa perusahaan search engine berbahasa China ini punya persepsi yang cukup bagus buat investor ? Beberapa alasan antara lain :
- Menurut survey China Internet Network Information Center yang dilakukan di tiga kota besar China, saat ini Baidu.com mendominasi pasar dengan angka 47.8% dibandingkan Google di angka 33% sisanya dibagi kecil-kecil untuk Sohu, Sina termasuk Yahoo.
- Meski konsumer China relative tidak lebih berduit dibanding konsumer US atau Eropa, namun ada sekitar 1,3 milyard populasi China dengan pertumbuhan ekonomi sekitar 9% pertahun. Diperkirakan sekitar 30 juta yang masuk golongan kelas menengah keatas, khususnya di kota Shanghai dan Guangzhou, menjadi potensial konsumer di bisnis internet sebagai pembeli barang-barang mewah. Angka itu bisa tumbuh menjadi 100 juta dalam 3 tahun kedepan yang mampu melebihi Jepang.
- Meski pendapatan Baidu di US$8.4 juta masih jauh dibanding Google (US$1.38 milyar), Baidu masih menjadi situs berbahasa China yang paling banyak dikunjungi di seluruh dunia (termasuk penduduk Chinatown di banyak kota besar dunia). Google pun memiliki beberapa saham di Baidu.com meski tidak disebutkan berapa persen.
- Koneksi dengan perusahaan lokal dan bisnis rumahan menjadi keunggulan Baidu yang tidak mensyaratkan kartu kredit untuk pembelian dibandingkan Google. Pendapatan Google di China tahun lalu masih dibawah US$6.1 juta, karena konsumer harus menggunakan kartu kredit sementara orang China jarang menggunakan kartu kredit.
- Baidu lebih terbiasa dengan aturan sensor pemerintah terkait dengan issue politik, namun untuk sebagian pengguna internet di China yang serius di bisnis justru diuntungkan dengan hasil searching yang lebih fokus dibandingkan search engine lain yang seringkali memunculkan seluruh kemungkinan pencarian meski tidak relevan.
(dicuplik dari berita - Baidu: Not Just "China's Google" ).
Kesimpulannya, faktor jumlah penduduk yang potensial masih dominan untuk bisnis semacam Baidu.com. Tidak saja jumlah populasi yang besar namun diimbangi dengan pertumbuhan ekonomi yang tinggi. Mungkin seperti juga bisnis lain (contoh seluler) setelah sukses di China, India bisa menjadi pasar bagus. Sehingga portal berbahasa India bisa jadi punya persepsi bagus, apalagi penduduk India yang merantau ke negara lain juga cukup banyak. Selain aspek bahasa, kebiasaan penggunanya juga harus menjadi perhatian.
Bagaimana dengan Indonesia ? aspek populasi cukup mendukung, namun bagaimana dengan aspek daya beli ? Apalagi melihat kebiasaan pengguna kita yang cenderung mencari yang gratisan. Lalu, strategi apa yang musti dilakukan untuk portal Indonesia, Plasa.com misalnya ...
Complaint Response
Komentar Spirity bener sekali, terlalu banyak tugas yang di minta jadi nggak fokus, hasilnya asal-asalan, dan jadi banyak alasan buat nggak ngerjain.
Ada konsep yang kontroversial di sekolah dasar. Satu sekolah memberikan banyak PR dengan tujuan untuk men'drill siswa, dan membiasakan dari sisi penerimaan tugas, kedisiplinan, dll. Sekolah yang lain, dengan asumsi SD masih layak untuk bermain, kalau toh ada PR relatif bukan tugas drilling yang membosankan, namun tugas membuat karangan dari opini, pengamatan dsb.
Mana yang bagus, tergantung..... Sekolah pertama bisa jadi malah membuat siswa boring, belum lagi kalau tugasnya relatif memungkinkan untuk dicontek. Tapi kalau saya lihat anak saya (SD) yang punya PR, sebenarnya nggak terlalu banyak namun membosankan, relative membiasakan anak untuk berlatih sabar, tekun dan menjaga emosi untuk tetap konsisten menjaga diri untuk menyelesaikan tanggung jawabnya. Sekolah Kedua boleh jadi punya konsep bagus, untuk anak lebih terbiasa mengamati, menganalisa, mengkaji, dan membuat kesimpulan sendiri. Materi thematic, atau model lain yang sejenis memungkinkan untuk proses belajar seperti itu. Namun, tetangga saya yang anaknya masuk di sekolah berkonsep seperti itu mulai cemas juga, khawatir pada saat melanjutkan ke sekolah konservatif dengan model PR. Kejadian yang muncul pada saat sekolah tersebut mencoba menyiapkan si anak dengan PR, relative anak-anak tersebut tidak terbiasa, tidak nyaman, dan akhirnya mogok.
Jadi, kita sepakat tugas tidak terlalu banyak. Seingat saya, saya hanya memberikan tugas sekali seminggu, nggak banyak kan?... ;-)
Mungkin kemaren ada misunderstanding, tugas Visi-Misi-Objective untuk dua minggu disisipin tugas resume ditengah minggu tersebut, jadi masih tetap seminggu sekali yaa..
Anyway, thanks for your complaint.
Monday, September 12, 2005
Memanfaatkan web-blog sebagai media kolaborasi, bisa nggak ?
Project kita tahun ini adalah bagaimana judul diatas bisa mendukung media pembelajaran di SI-516. Sebagai media komunikasi, blog memberi jawaban lewat sharing ide/opini/pesan yang bisa langsung dikomentari pemirsa. Gambar pun, sekarang bisa juga di tampilkan untuk di share. Cuman satu yang belum (atau saya belum tahu?), bagaimana men-share dokumen lain ? Blogspot belum ngasih feature untuk itu, someday maybe..... kecenderungannya kita semakin dimanjakan dengan banyak fitur-fitur yang disediakan. as long as free of course..... ;-)
Untuk persoalan sharing dokumen, akhirnya kita perlu media lain, yang kita masih bisa manfaatkan dengan percuma (alias gratis) melalui Yahoo briefcase. Ini mungkin synergi antara Yahoo-Google yang sedikit kita paksain. Bagaimana prosesnya ?
Untuk akses briefcase, partisipan cukup login yahoo-id: si_516 ke Yahoo, pergunakan password yang sudah dijelaskan di minggu lalu. Setelah dipastikan masuk ke portal Yahoo, akses briefcase bisa langsung diakses melalui alamat http://f1.pg.briefcase.yahoo.com/m_miqdad. Disana partisipan bisa langsung download, terutama dokumen di folder SI-516. Update informasi file akan diinformasikan melalui klasmaya.
Isn't that simple ?
Untuk persoalan sharing dokumen, akhirnya kita perlu media lain, yang kita masih bisa manfaatkan dengan percuma (alias gratis) melalui Yahoo briefcase. Ini mungkin synergi antara Yahoo-Google yang sedikit kita paksain. Bagaimana prosesnya ?Untuk akses briefcase, partisipan cukup login yahoo-id: si_516 ke Yahoo, pergunakan password yang sudah dijelaskan di minggu lalu. Setelah dipastikan masuk ke portal Yahoo, akses briefcase bisa langsung diakses melalui alamat http://f1.pg.briefcase.yahoo.com/m_miqdad. Disana partisipan bisa langsung download, terutama dokumen di folder SI-516. Update informasi file akan diinformasikan melalui klasmaya.
Isn't that simple ?
100905-Class Overview
Di minggu kedua, kita telah sedikit membahas (sebenarnya ini adalah materi minggu-1) sedikit tentang model, proses, framework, dan tahapan dari pengelolaan strategi. Kalau disimak, meski istilah atau judul yang disebut penggagas berbeda, namun konsepsi, materi dan kontennya ada banyak kesamaan yang bisa digeneralisir.
Selentingan tentang analisis (misal model BCG) juga telah sedikit diulas sebagai awal dari materi pembahasan khusus mengenai analisis, meski lebih banyak untuk analisis SWOT nya (SWOT gittuu lohh). Model BCG sebenarnya saya pernah bahas di 513 lalu, meski demikian saya pikir kalau ada waktu bisa dibahas lebih lanjut di sessi depan. Terkait dengan BCG, minggu lalu juga sudah saya share file Strategic Planning yang menjelaskan pendekatan BCG tersebut.
Tugas dari minggu lalu terkait dengan Visi, Misi, dan Sasaran Perusahaan. Materi ini akan dibahas minggu sesi depan. Tugas nya adalah:
1. Mencari contoh Visi, Misi dan Sasaran Perusahaan dari minimal dua perusahaan di industri yang sama. Misalnya industri Retail, Perbankan, Telekomunikasi, Otomotif dll. Sebaiknya perusahaan-perusahaan yang dipilih adalah perusahaan yang setara (global/domestik/lokal), sehingga kita bisa bandingkan visi-misi-sasaran tersebut dengan fair.
2. Mencari contoh evolusi dari arah perusahaan dengan mencari visi-misi-sasaran perusahaan minimal 2 periode perubahan. Perusahaan yang dipilih lebih baik (tidak harus) perusahaan yang sama dengan point satu, agar mempermudah pencarian.
Tugas dijadwalkan untuk disubmit minggu depan, tgl 24 bulan ini. Untuk minggu ini, agar ada sesuatu yang bisa dideliver (meski kemarin kelewat), saya beri tugas membaca file strategic-planning.pdf dan membuat summary untuk analisa bisnis portfolio, seperti pendekatan BCG, GE, Model Levi Strauss, dan persoalan pendekatan berbasis matrix. Tugas dikumpul di kelas tanggal 17 depan di ruang basement 106? (we are moving).
Ada masalah ?
Selentingan tentang analisis (misal model BCG) juga telah sedikit diulas sebagai awal dari materi pembahasan khusus mengenai analisis, meski lebih banyak untuk analisis SWOT nya (SWOT gittuu lohh). Model BCG sebenarnya saya pernah bahas di 513 lalu, meski demikian saya pikir kalau ada waktu bisa dibahas lebih lanjut di sessi depan. Terkait dengan BCG, minggu lalu juga sudah saya share file Strategic Planning yang menjelaskan pendekatan BCG tersebut.
Tugas dari minggu lalu terkait dengan Visi, Misi, dan Sasaran Perusahaan. Materi ini akan dibahas minggu sesi depan. Tugas nya adalah:
1. Mencari contoh Visi, Misi dan Sasaran Perusahaan dari minimal dua perusahaan di industri yang sama. Misalnya industri Retail, Perbankan, Telekomunikasi, Otomotif dll. Sebaiknya perusahaan-perusahaan yang dipilih adalah perusahaan yang setara (global/domestik/lokal), sehingga kita bisa bandingkan visi-misi-sasaran tersebut dengan fair.
2. Mencari contoh evolusi dari arah perusahaan dengan mencari visi-misi-sasaran perusahaan minimal 2 periode perubahan. Perusahaan yang dipilih lebih baik (tidak harus) perusahaan yang sama dengan point satu, agar mempermudah pencarian.
Tugas dijadwalkan untuk disubmit minggu depan, tgl 24 bulan ini. Untuk minggu ini, agar ada sesuatu yang bisa dideliver (meski kemarin kelewat), saya beri tugas membaca file strategic-planning.pdf dan membuat summary untuk analisa bisnis portfolio, seperti pendekatan BCG, GE, Model Levi Strauss, dan persoalan pendekatan berbasis matrix. Tugas dikumpul di kelas tanggal 17 depan di ruang basement 106? (we are moving).
Ada masalah ?
Wednesday, September 07, 2005
What is & Who does Strategy ?
Artikel ini suntingan dari debat di situs Europe Business Forum yang ditulis oleh Alistair Fulton Head of Strategy dari BT Cellnet.
Define what it is and who does it
by Alistair Fulton
The word ‘strategy’ is probably one of the most misused and abused words in modern
business parlance. Strategy is a word whose meaning varies according to the context in
which it is used and who the speaker is.
It has been employed to describe truly visionary ideas and to provide the kind of window dressing to appease worried investors that was all too common in the dot-com boom. It’s a word that’s very much in vogue in these uncertain economic times, and one which is in common use by decision makers at all levels within organisations.
I’ve heard speakers use the word to justify decisions, to reassure audiences that the vision pursued is clear, to blind analysis, to describe ideas, actions and even objects (I’ve yet to meet a strategic vending machine but I’m sure it won’t be long).
Whether or not strategy matters depends upon what it is, and more importantly who does it.
What is strategy?
Strategy is defined in the Chambers dictionary as “the art of guiding, forming or carrying out a plan.” Traditionally it was all about building forecasts of future market environments and using these to evaluate alternative courses of action. Usually with a comforting spreadsheet somewhere in the background, the answer came supported by a range of graphs which
gave the reviewer the reassurance that the forecast future was a near certainty.
In markets which are, or at least were, relatively predictable these techniques are an effective way of forecasting market drivers and reducing the risk inherent in business choices. However in recent years and in newer markets, particularly those where technology plays a key role, these techniques are less useful. A lower level of certainty about what’s going to happen – what technology will bring, what customers will want and what competitors will offer, mean that
the only guaranteed outcome is that you will get the answer wrong, just how wrong is the question.
More flexible methods like scenario planning have been developed in response to some of these problems and have been used to good effect. By giving companies the opportunity to build and test alternative approaches it’s possible to factor in some of the uncertainty inherent in more fluid markets. By accepting this uncertainty, decision makers have been given the chance to explore a fuller range of outcomes, and to build a more comprehensive knowledge of their current environment.
Flexibility, learned and built into business plans, has helped companies to recognise, and respond to, changes in their environments and to react more quickly and more efficiently to the
needs of customers. The effectiveness (and importance) of strategy doesn’t really depend upon how good individual answers or strategies actually are, it depends on how good the process of
adapting is. A strategic choice may serve to generate advantage at a particular point in time, but the benefit is likely to be temporary unless you build a process to repeatedly refresh it.
There’s a difference between strategy and shared vision or direction, though the two are often confused. A shared vision is as central to the success of an organisation as the ability to make
strategic choices, acting as the collective corporate consciousness which informs each choice that is made. Companies have been successful in part because they have a process by which they develop and continuously review the choices they make, and in part because they have a shared vision of where they are going. This does not mean they always get it right, but it does mean that they have a process of coping when they get it wrong.
Who does strategy?
If you take the above definition of strategy literally everyone in your organisation does it, from purchasing manager to managing director, even if the choice they are making is not to plan for the future.
Many companies choose to ignore this fact, and ‘outsource’ the development of strategy to the ‘strategy department’, at least one of which you can find in most larger companies. Sometimes termed ‘strategy’, or ‘planning’ or even something more exotic like ‘futurology’, the traditional role for these units is to ‘develop the strategy’, usually in close conjunction with the board or
CEO, helping the organisation both make choices but also to create the all important shared vision. Once agreed by the senior management team, these high level decisions and a description of the vision and goals of the company are cascaded down through the business to ensure that decisions are made on a consistent basis.
This approach has been and continues to be very effective for many companies, allowing as it does a high level of focus on the definition of mid to long range planning, relying on the types of
forecasting techniques discussed above. In faster moving and less predictable environments this approach can slow an organisation’s speed of response and limit flexibility, denying as it does the need for often quite junior decision makers to make big choices about the future.
This doesn’t mean that corporate strategists are out of a job (or that strategy doesn’t matter), it just means that the approach needs to change. Strategists need to focus on the process of developing strategy rather being the owner of the ‘answer’, working within organisations to develop better decision making capabilities with which to tackle the future.
Does strategy matter? Yes, getting your strategy right matters, but you’ll only repeat the trick by building the right processes and developing a shared vision of the future.
Define what it is and who does it
by Alistair Fulton
The word ‘strategy’ is probably one of the most misused and abused words in modern
business parlance. Strategy is a word whose meaning varies according to the context in
which it is used and who the speaker is.
It has been employed to describe truly visionary ideas and to provide the kind of window dressing to appease worried investors that was all too common in the dot-com boom. It’s a word that’s very much in vogue in these uncertain economic times, and one which is in common use by decision makers at all levels within organisations.
I’ve heard speakers use the word to justify decisions, to reassure audiences that the vision pursued is clear, to blind analysis, to describe ideas, actions and even objects (I’ve yet to meet a strategic vending machine but I’m sure it won’t be long).
Whether or not strategy matters depends upon what it is, and more importantly who does it.
What is strategy?
Strategy is defined in the Chambers dictionary as “the art of guiding, forming or carrying out a plan.” Traditionally it was all about building forecasts of future market environments and using these to evaluate alternative courses of action. Usually with a comforting spreadsheet somewhere in the background, the answer came supported by a range of graphs which
gave the reviewer the reassurance that the forecast future was a near certainty.
In markets which are, or at least were, relatively predictable these techniques are an effective way of forecasting market drivers and reducing the risk inherent in business choices. However in recent years and in newer markets, particularly those where technology plays a key role, these techniques are less useful. A lower level of certainty about what’s going to happen – what technology will bring, what customers will want and what competitors will offer, mean that
the only guaranteed outcome is that you will get the answer wrong, just how wrong is the question.
More flexible methods like scenario planning have been developed in response to some of these problems and have been used to good effect. By giving companies the opportunity to build and test alternative approaches it’s possible to factor in some of the uncertainty inherent in more fluid markets. By accepting this uncertainty, decision makers have been given the chance to explore a fuller range of outcomes, and to build a more comprehensive knowledge of their current environment.
Flexibility, learned and built into business plans, has helped companies to recognise, and respond to, changes in their environments and to react more quickly and more efficiently to the
needs of customers. The effectiveness (and importance) of strategy doesn’t really depend upon how good individual answers or strategies actually are, it depends on how good the process of
adapting is. A strategic choice may serve to generate advantage at a particular point in time, but the benefit is likely to be temporary unless you build a process to repeatedly refresh it.
There’s a difference between strategy and shared vision or direction, though the two are often confused. A shared vision is as central to the success of an organisation as the ability to make
strategic choices, acting as the collective corporate consciousness which informs each choice that is made. Companies have been successful in part because they have a process by which they develop and continuously review the choices they make, and in part because they have a shared vision of where they are going. This does not mean they always get it right, but it does mean that they have a process of coping when they get it wrong.
Who does strategy?
If you take the above definition of strategy literally everyone in your organisation does it, from purchasing manager to managing director, even if the choice they are making is not to plan for the future.
Many companies choose to ignore this fact, and ‘outsource’ the development of strategy to the ‘strategy department’, at least one of which you can find in most larger companies. Sometimes termed ‘strategy’, or ‘planning’ or even something more exotic like ‘futurology’, the traditional role for these units is to ‘develop the strategy’, usually in close conjunction with the board or
CEO, helping the organisation both make choices but also to create the all important shared vision. Once agreed by the senior management team, these high level decisions and a description of the vision and goals of the company are cascaded down through the business to ensure that decisions are made on a consistent basis.
This approach has been and continues to be very effective for many companies, allowing as it does a high level of focus on the definition of mid to long range planning, relying on the types of
forecasting techniques discussed above. In faster moving and less predictable environments this approach can slow an organisation’s speed of response and limit flexibility, denying as it does the need for often quite junior decision makers to make big choices about the future.
This doesn’t mean that corporate strategists are out of a job (or that strategy doesn’t matter), it just means that the approach needs to change. Strategists need to focus on the process of developing strategy rather being the owner of the ‘answer’, working within organisations to develop better decision making capabilities with which to tackle the future.
Does strategy matter? Yes, getting your strategy right matters, but you’ll only repeat the trick by building the right processes and developing a shared vision of the future.
Monday, September 05, 2005
First RFO
Hari ini saya a bit surprise pas ngelihat ada setidaknya 6 komentar dari posting sebelumnya, saya pikir partisipan, untuk menyebutkan peserta 516, sudah begitu antusias buat ngasih komen. Padahal kemarin saya janji hari Senin untuk update blog ini, sehingga sejak selasa partisipan mulai bisa ber-komentar, ber-opini, atau memberikan inputan ide-ide segar.
Namun setelah ditengok, ternyata komentar (saya pikir) automatic, buat sekalian promosi situs lain... Tak apalah, ini mungkin salah satu konsekuensi dari situs terbuka.
Minggu ini, saya request for opinion (RFO) untuk dua issues :
1. Issue pertama menyangkut opini partisipan, terkait dengan media ini. Feel free lah untuk menjawab berikut alasan, kajian (kalau ada), dan analisa dari opini tersebut.
2. Issue kedua terkait dengan tugas minggu lalu mengenai simulasi. Saya berharap ada opini terkait lesson learned dari proses simulasi yang sudah dilakukan.
Satu hal lagi, yang kemarin lupa dibahas, di media ini saya pake alias, terserah untuk para partisipan apakah akan menggunakan alias juga atau tidak, yang penting ada clue yang bisa dikenali.
Selamat ber opini....
Namun setelah ditengok, ternyata komentar (saya pikir) automatic, buat sekalian promosi situs lain... Tak apalah, ini mungkin salah satu konsekuensi dari situs terbuka.
Minggu ini, saya request for opinion (RFO) untuk dua issues :
1. Issue pertama menyangkut opini partisipan, terkait dengan media ini. Feel free lah untuk menjawab berikut alasan, kajian (kalau ada), dan analisa dari opini tersebut.
2. Issue kedua terkait dengan tugas minggu lalu mengenai simulasi. Saya berharap ada opini terkait lesson learned dari proses simulasi yang sudah dilakukan.
Satu hal lagi, yang kemarin lupa dibahas, di media ini saya pake alias, terserah untuk para partisipan apakah akan menggunakan alias juga atau tidak, yang penting ada clue yang bisa dikenali.
Selamat ber opini....
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