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Certified Strategy Execution Professional

(CSEP)

Need for Strategy and


P f
Performance F
Focusedd
Organization
July 31, 2009
JW Marriott Hotel
Surabaya

Speaker :

Mr. Suwardi Luis


Managing Director
GML Performance Consulting (Asia)

Mr. Adhie Adriansyah


Management Consultant
GML Performance Consulting ( Asia )

Head Office:
Artha Gading Niaga Blok G No.19. Jl.Bulevar Artha Gading, Kelapa Gading Barat, Jakarta 14240
Phone : +62 21 4585 0861 ( Hunting ), Fax :+62 21 4585 0862 Email : gml@gmlperformance.co.id

Branch Office :
Medan, Jl.
Medan Jl Asia Raya Blok MM No
No.7,Komp
7 Komp Asia Mega Mas,Medan
Mas Medan 20216 – Indonesia
Phone :+62 61 735 2042, Fax :+62 61 732 5926 Email : gmlmedan@gmlperformance.co.id

www.gmlperformance.com
This document is strictly confidential and intended solely for the informationof the client to whom it is addressed
No part of this document may be reproduced without prior written from the client and1GML
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

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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

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Need for Strategy and Performance
Focused Organization:

Course Agenda

Š Sustainable competitive advantage in the 21st Century


Š Principles of Strategy and Performance Focused
Organization
• Journey in becoming Strategy and Performance
F
Focused
d Organization
O i ti
• Developing Mission, Vision & Value Statement

4
SUSTAINABLE SUCCESSFULL COMPANY

A company is sustainable only if it delivers balanced


superior
p value to win the heart and mind of its three most
important markets i.e .: Commercial Market, Competence
Market and Capital Market.

BALANCE
People Customer

Shareholder

“The Value Enterprise”, J. Donovan; R. Tully; B. Wortman.


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WHAT DOES IT TAKE
Sustainable high performance of a company takes three
imperative processes

People Process
(Empowering and Modeling)

EXECUTION
Perspiration : 99 %
Strategy Process
(Pathfinding)
Inspiration : 1 %

Operation Process (Synchronizing)

Source : “ Execution. The Discipline of Getting Things Done ” , Larry Bossidy & Ram Charan
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EXECUTION OF STRATEGY HAS BECOME
THE CORPORATE CHALLENGE OF OUR TIMES!

• “The greatest strategy is doomed if it’s implemented badly”


Bernard Reimann

• “Less than 10% of strategies effectively formulated are


effectively executed”
Fortune Magazine

• “The problem is that our age’s fascination with strategy and


vision feeds the mistaken belief that developing the right
strategy
t t will
ill enable
bl a company tot rocket
k t pastt competitors.
tit In
I
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)

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Organizations Often Have A Gap Between Strategy & Action

Strategy Is a Step In a Continuum


MISSION
Why we exist
VALUES
What’s important to us
VISION
What we want to be
STRATEGY
Our game plan

STRATEGIC OUTCOMES

Community Delighted Efficient and Effective Motivated & Prepared


CONFIDENCE CUSTOMERS PROCESSES WORKFORCE

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The Balanced Scorecard Is A Bridge To Close That Gap

Strategy Is a Step In a Continuum


MISSION
Why
y we exist
VALUES
What’s important to us
VISION
What we want to be
STRATEGY
Our game plan
The Balanced Scorecard
Implementation & Focus
STRATEGIC INITIATIVES
What we need to do
PERSONAL OBJECTIVES
What I need to do

STRATEGIC OUTCOMES

Satisfied Delighted Efficient and Effective Motivated & Prepared


COMMUNITY CUSTOMERS PROCESSES WORKFORCE

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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

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COURSE OUTLINE
2. Strategy Analysis
3. Strategy
gy Formulation

1. Need for SPFO


4. Destination Statement &
Strategy Mapping
1. g
5. Measures & Target
Strategy 6. Initiative Management
13. Strategy Review
14. Review with
Development 7. Integrating Enterprise Risk
Management
QPR Automation

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

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UNDERSTANDING
VISION MISSION &
VISION,
VALUE STATEMENT

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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:

"First, I believe that this nation should commit itself


t achieving
to hi i the th goal:l before
b f this
thi decade
d d is
i out,
t off
landing a man on the Moon and returning him back
safely to the earth.
earth ”

JFK was assasinated in 1963

Men landed on the Moon on July 20, 1969.

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VISI DAN MISI

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DEFINISI
DEFINISI

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HUBUNGAN ANTARA VISI,
STRATEGI PERENCANAAN
STRATEGI,PERENCANAAN,
DAN ANGGARAN

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MANFAAT VISI, MISI
DAN NILAI DASAR

œ Membawa orang bersama-sama ke dalam mimpi yang sama.


œ Mengkoordinasikan berbagai pekerjaan yang dilakukan oleh orang
yang berbeda.
b b d
œ Membantu setiap orang dalam mengambil keputusan.
œ Menjadi
M j di landasan
l d perencanaan bisnis.
bi i
œ Menantang bagi yang berada di posisi mapan untuk melakukan
inovasi.
œ Mampu menyelaraskan perilaku yang tidak sesuai menjadi lebih
jelas.
“The best way to predict the future
f
is to invent it.”
Alan Kay, scientist, inventor
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ELEMENTS OF EFFECTIVE
VISION & MISSION
STATEMENTS

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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.

Misi menyatakan produk atau jasa


utama yang digarap.
digarap GENERAL MOTORS MISSION

Misi menyatakan keyakinan, asumsi,


“G.M. is a multinational corporation engaged in
nilai (budaya) yang dianut.
socially responsible operations, worldwide. It
Misi dikomunikasikan terutama untuk is dedicated to provide products and services
stakeholders eksternal (pelanggan, of such quality that our customers will receive
supplier, dan masyarakat umum) dan superior value while our employees and
berikutnya baru ke stakeholders internal business partners will share in our success
(pemegang saham, karyawan, dan lain- and our stockholders will receive a sustained
lain). superior return on their investment.

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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.”

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Visi dan Misi 
O
Organisasi Non Profit
i i N P fi

BILOXI AIDS SERVICE ORGANIZATION

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.”

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Avoid “benefits to shareholders” (embedded in mission)
Adapted from: Leading Change, John P. Kotter 24
Slogan atau Misi?

Slogan adalah seperti di bawah ini:

“We are customer obsessed.”


“All students can learns; all students can achieve,
always.”

Slogan seperti di atas fokus untuk memberi perhatian, tidak


mengkomunikasikan
k ik ik alasanl keberadaan
k b d suatu
t organisasi.
i i
Mengapa organisasi tersebut terobsesi kepada pelanggan?
Slogan tidak memiliki kekuatan jangka panjang seperti Misi.
Misi

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PERNYATAAN DESTINASI

Adalah suatu snapshot dari apa yang diharapkan dalam


Visi dan Misi untuk jangka waktu 3-5 tahun.

Merupakan suatu perjalanan untuk mencapai Visi.

Pernyataan harus tangible dan nyata.

Beberapa elemen adalah angka nyata (e g market share


(e.g. share, sales)
sedangkan yang lainnya dapat dijelaskan secara deskriptif.

Adapted from 2CG Conference, 2004


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BUDAYA, NORMA, DAN NILAI

Tujuan pembuatan kalimat


Pernyataan Nilai Dasar
sebenarnya adalah untuk
“menormakan” keyakinan
yang harus dipegang dan
dil k k oleh
dilakukan l h semua karyawan
k

Beda Norma dan NIlai:


9 Norma: - hal-hal yang menurut hukum boleh atau tidak boleh dilakukan
dilakukan.
- bersifat formal dan tertulis.
9 Nilai: - cermin dari kepribadian, keyakinan seseorang yang berkaitan
dengan hal-hal yang boleh dan tidak boleh dilakukan.
- tidak bersifat formal dan tidak tertulis
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BCA Finance’s Value Statements

28
KERANGKA VISI, MISI, DAN
PERNYATAAN NILAI DASAR

29
STEP BY STEP IN DEVELOPING
VISION
MISSION and VALUE

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LANGKAH – LANGKAH DALAM
MENYUSUN VISI, MISI, DAN NILAI DASAR

Melakukan wawancara dan mendokumentasikan


1 harapan utama dari stakeholder Anda

Mengidentifikasi poin utama dan “frase” kunci dari interview


2 yang perlu dimasukkan ke dalam Visi, Misi, dan Nilai-nilai
Nilai nilai Anda

3 Melakukan kuesioner pemetaan nilai atau urutan prioritas

Mengembangkan rancangan pertama Visi, Misi, Pernyataan


4 Destinasi dan Nilai-nilai, serta penjelasan spesifik masing-masing

Mengadakan workshop dengan Tim Manajemen Utama & Senior


5 untuk memeriksa kembali dan menyesuaikan rancangan VMV

Merencanakan dan mengimplementasikan


6 rencana komunikasi VMV
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Conduct Interviews and Record 
Expectations of Your Customers

Stakeholders Coverage in Vision and Mission

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

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Mengidentifikasi poin utama & “frase” kunci
dari interview yang perlu Dimasukkan ke dalam VMV

STEP 2
STEP 2

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STEP 3

35
STEP 3

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STEP 3

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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

No. 1 Market share leader in Indonesia

Profitable operations in Singapore, Malaysia, and


3 other select countries
OUR VISION AND MISSION:
• Customer Satisfaction Index higher than
To become the leading family and competitors in all aspects
business security-service provider in • Deduction rate of less than USD XX per customer
A i b
Asia by providing
idi fi
firstt class
l services
i
Full implementation of:
to our customers through our first • Performance Management and Reward
class, motivated team in order to systems for all employees
• World
World-class
class people development
development, career and
deliver first class return of investment succession planning
to our shareholders.
Positive EVA

STEP 4
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“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.

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Melakukan workshop bersama Top and Senior Management Team
untuk me-review dan finetune Format Visi,
Visi Misi,
Misi dan Nilai Dasar

Usulan Agenda workshop(1.5 hari or 12,5 jam):


ƒ Memahami konsep p dan definisi dari visi,, misi,, dan nilai (60
( menit))
ƒ Analisa Harapan Stakeholder (60 menit)
ƒ Draf Visi, Misi, Nilai Dasar (30 menit)
ƒ Diskusi Bag I, Perbaikan dan penyelarasan persepsi VMV: dibagi ke dalam
kelompok-kelompok
kelompok kelompok terdiri dari 4 4-5
5 orang
- Group Critique (90 menit)
- Presentasi dari setiap kelompok (60 menit)
- Konsolidasi Visi, Misi, dan Nilai Dasar (90 menit)
STEP 5
ƒ Diskusi Bag II,
II Mendefinisikan Indikator Nilai Perilaku: dibagi ke dalam kelompok
kelompok-
kelompok terdiri dari 4-5 orang
- Diskusi kelompok (60 menit)
- Presentasi dari setiap kelompok (60 menit)
- Diskusi
Di k i penyamaan persepsii dan d penyelarasan l (60 menit)
it)
ƒ Diskusi Bag III, Membangun rencana mengkomunikasikan VM dan Nilai Dasar:
dibagi ke dalam kelompok-kelompok terdiri dari 4-5 orang
- Diskusi kelompok (60 menit)
- Presentasi dari setiap kelompok (60 menit))
- Diskusi dan penyelarasan persepsi (30 menit)
ƒ Menyusun action plan dan mempersiapkan komunikasi (30 menit)

Note: Macam-macam simulasi dan permainan dapat ditambahkan untuk menciptakan suasana
yang menyenangkan serta kreatif selama workshop berlangsung.
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NOW WHAT...
HOW DO YOU IMPLEMENT
VISION AND MISSION?

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APAKAH ANDA MEMILIKI MASALAH
SEPERTI INI???

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EXECUTION OF STRATEGY HAS BECOME
THE CORPORATE CHALLENGE OF OUR TIMES!

“The greatest vision and strategy is doomed if it’s implemented badly.”


Bernard Reimann

“Less than 10% of strategies effectively formulated are effectively


executed”
Fortune
Magazine

“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
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MEDIA KOMUNIKASI

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SAMPLE OF COMMUNICATION TOOLS:
Awareness Level

• Make screen saver program in each


personal computer
• Socialization through internal portal
• Make equipment office like as pen or
anything else to remember Corp Vision,
Mission, Strategy
• Make Sticker, banner or poster
• Make T T-Shirt
Shirt with Corp Vision,
Vision Mission
Mission,
Strategy (VMS)
• Insert Corp VMS in agenda, calendar or
block note
• Set
S meeting to socialize VMS S directly to
employee
• Design mascot as figure to describe VMS

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SAMPLE OF COMMUNICATION TOOLS:
K
Knowledge
l d Level
L l

• Design training to communicate VMS


• Evaluate after training and make feedback
• Make video to describe VMS using real
employee as actors
• Ceremonial launch of VMS

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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

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“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)”

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“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

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