STRATEGY ANALYSIS Inggang Perwangsa Nuralam, SE., MBA. 1 This chapter is about four aspects of strategy analysis: 1. Understanding what strategy is and why it is important – the assumption being that strategy is important; 2. Exploring some ideas about how strategy is developed; 3. Implementing strategy; 2 THE CONTEXT FOR STRATEGY Pertanyaan: Mengapa perusahaan harus memikirkan strategi? Keuntungan apa yang mereka dapatkan dalam bertindak demikian? Mayoritas akan menjawab: 1. Bisnis semakin berkembang dan berubah diluar dugaan yang dapat menciptakan turbulensi. 2. Revolusi IT dan Ekonomi Digital telah berubah secara dramatis. 3. Keterkaitan waktu sebuah bisnis perusahaan layaknya sebuah kartu domino. 3 “There are some big CHANGES that organisations face and that strategy development tries to moderate”. 1. There are the changes to the ways we are employed 2. Organisation structures, decentralise decision-making and give more freedom to individuals to solve the problems. 3. Society has also changed. There is greater freedom of expression and of thought Organisation respons by increasing their flexibility and responsiveness Employement Cost 4 The world is full of contradictions • Global Vs Local • Centralised Vs Decentralised organisation structures • Hard and Soft Management Q: How we can create, formulate, build, and implement a strategy in a coherent way? 5 WHAT IS STRATEGY? Goal / Mission George Steiner (1979): • is what top management does; • is about direction; • sets in motion the important actions necessary to achieve these directions • is what the organisation should be doing. Johnson, Scholes and Whittington (2008): Timeframe Environment Resources Strategy is the direction and scope of an organisation over the long term, which achieves advantage for the organisation through its configuration of resources within a changing environment and to fulfil stakeholder expectations. 6 Strategic decisions concern The direction Implementation and management of change Strategic decisions Matching to the environment The capability 7 STRATEGY CREATION Johnson, Scholes and Whittington (2008) as seeing strategy development through three different lenses; design lens, the experience lens and the ideas lens. 8 EXTERNAL ENVIRONMENT ANALYSIS 9 INTERNAL ENVIRONMENT ANALYSIS 10 11 IMPLEMENTING STRATEGY Isu yang harus dibangun: • Time: how quickly does the new strategy need to be implemented? What pace of change is needed? • Scope: how big is the change? Is the new strategic direction transformational or incremental? • Capability: is the organisation used to change? Are the experiences of change positive or negative? Are the change implementers skilled? • Readiness: is the whole organisation, or the part of it to be affected, ready to make the change? • Strategic leadership: is there a strategic leader? 12