Creating Competitive Advantage Through Knowledge Management Ir. Rudy Siahaan, MM Certified Knowledge Manager –  www.sveiby...
Cummings & Worley, 8e (c)2005 Thomson/South-Western 20-2 Organization Learning:  An Integrative Framework Organization Cha...
Knolwedge Mangement (KM) <ul><ul><li>Knowledge Management </li></ul></ul><ul><ul><ul><li>What is Knowledge Management </li...
Knowledge Related issues <ul><ul><li>Information Overload </li></ul></ul><ul><ul><li>Lack of Creativity </li></ul></ul><ul...
What is Knowledge (Data, Information and Knowledge) <ul><ul><li>Definisi Data:  </li></ul></ul><ul><ul><ul><li>Facts about...
What is Knowledge Data – Information – Knowledge - Wisdom wisdom knowledge people focus <ul><ul><li>Dapat mengambil keputu...
What is Knowledge Data – Information – Knowledge - Wisdom <ul><ul><li>Data Import dari Australia ke Indonesia : </li></ul>...
Organizational Respond <ul><ul><li>Gaining competitiveness through knowledge and learning </li></ul></ul><ul><ul><ul><li>K...
What is Knowledge Management <ul><ul><li>Mobilize knowledge </li></ul></ul><ul><ul><li>Create value </li></ul></ul><ul><ul...
What is Knowledge Management Knowledge Track Knowledge=Object Knowledge=Process Organization Individual System Theory,  Co...
Paradigm Shift: Transition from industrial era  to  Knowledge Based Economy
Knowledge Based Company Nokia
Paradigm Shift The Increasing importance of Intangible Assets (Kaplan and Norton, 2003) If an organization Intangible Asse...
Knowledge Assets FP Assets : I Assets = 1 : 3 Organizational wealth Intangible Assets Financial & Physical Assets 1 3 Huma...
The Solution <ul><ul><li>&quot;What sets GE apart is a culture …….At the heart of this culture is an understanding that an...
The Solution <ul><ul><li>Sebelum dapat meningkatkan kinerja maka harus lebih dahulu melalui proses pembelajaran  </li></ul...
The Solution 3 4 Continous improvement 2 1 Knowledge  Chaotic Knowledge  Aware Knowledge  enabled Knowledge  managed 6 5 K...
The Power of Knowledge and Improvement <ul><ul><li>Boeing 747 Overhaul </li></ul></ul><ul><ul><ul><li>7,000 job cards </li...
<ul><ul><li>Level dari PIO: </li></ul></ul><ul><ul><ul><li>Administrative </li></ul></ul></ul><ul><ul><ul><li>Strategjik (...
<ul><ul><li>Jargon 2008 (Ambi dari kuliah strategi): </li></ul></ul><ul><ul><ul><li>Sustainable competitive advantage suda...
Cummings & Worley, 8e (c)2005 Thomson/South-Western 1-21 1950 1960 1970 1980 1990 2000 Today Five Stems of OD Practice Cur...
Strategy = Diferensiasi
Knowledge Management Strategic Level Tactical Level Operational Level Individual LEvel
KM Level pada  Strategic Management <ul><li>Stra Formulation (SWOT Analysis): </li></ul><ul><ul><li>Mem Formulasikan alter...
Menyelaraskan K-Strategy dan Business Strategy Knowledge Strategy, Zack, 1999 Company must  know (how) Company  knows What...
Strategic Thinking (Kenichi Ohmae, 1990) Company Competitor Customer Differentiation Distinct Competence
Distinct Competence (Montgomery, 2005) 2/23/2010 Demand Appropriation (Profitable) Scarce/Unique
Distinctive Value Creation  Needs Diff Comb Cost red
19 March 03 rs Information Flow 1. Pendahuluan – MIS Information Management –  external and internal environment Eocnomic ...
Contoh TOWS Matrix Indonesia IT Strategy <ul><li>Strengths: </li></ul><ul><ul><li>Potential Manufacturing Entrpr. </li></u...
WO: Reduce bottleneck and  exploit opportunity 1991 - India 1994 - Singapore 1995- Malaysia W O T SO: 1998 - India 1999- S...
Organization Change 7s McKinsey Model 2/23/2010 Strategy Hard variable Structure System Skill Staff Style Shared Value (cu...
Learning Speed 2/23/2010 E1 E2 E3 E4 Strategy Organization (System) Environment Turbulence and Uncertainty Group Dynamic S...
Organic Growth Diversificaiton Assets (Sumber daya penting diversifikasi) Organizational wealth Intangible Assets (Knowled...
Makro dan Mikro Makro = Strategic Management Mikro = Level individu, PIO
Comprehensive Model For Diagnosing Org Systems OE: Performance Prod Stakeholder Satisfaction Org Design Grp Design Persona...
Minto Pyramid Diagnosing Framework
Bab2: Problem Structuring + DF Gejala (Symphton) Problem Solusi Kategori Problem
BSC Framewok for describing Strategy <ul><ul><li>Describing srategy = building shared view </li></ul></ul><ul><ul><li>BSC ...
<ul><ul><li>Pemanfaatan Strategy Map sebagi Diagnosing Framework (DF) </li></ul></ul><ul><ul><li>Misal kinerja menurun, at...
Bab2: Problem Structuring + DF Customer Critical Proc I.Assets Finance Profit Sales Cost UKM MKM EP Prroblem Problem Strat...
Bab2: Problem Structuring Customer Critical Proc I.Assets Finance Profit Sales Cost UKM MKM EP CP-Prob CP-Prob IA Prroblem...
Diagnosing Framework
KM Tactical /Operational Level <ul><ul><li>After action review </li></ul></ul><ul><ul><li>Peer Review </li></ul></ul><ul><...
M.com After Action review AAR During a Project Before AAR During Before AAR During a Project Before Worldwide Lotus Notes ...
KM Cases
Analog Devices On Time Delivery Customer Service Performance (knowledge and Speed)
Unilever  Rotterdam
Strata Strategic   Unilever: QFD Knowledge Framework Source: Unilever research, The Netherlands, 2000 http://sern.ucalgary...
Strata Strategic   Unilever: QFD Knowledge Framework Source: Unilever research, The Netherlands, 2000 http://sern.ucalgary...
Strata Strategic   Unilever: QFD Knowledge Framework Source: Unilever research, The Netherlands, 2000 http://sern.ucalgary...
2003 Global MAKE Award <ul><ul><li>Accenture </li></ul></ul><ul><ul><li>BP </li></ul></ul><ul><ul><li>Buckman Laboratories...
2003 Asian MAKE Award <ul><ul><li>BHP Billiton (Australia) </li></ul></ul><ul><ul><li>Canon (Japan) </li></ul></ul><ul><ul...
Tugas Kelompok (bersama sama) <ul><ul><li>Gunakan Software mindmap u knowledge creation dan sharing dg brainstorming </li>...
Konsultan Indonsia
Tugas 2 kelompok:  GE- Strategic Competence Development <ul><ul><li>Gunakan mindmap dan Acrobat </li></ul></ul><ul><ul><li...
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PIO-KM-Gspeaker-24feb10

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PIO-KM-Gspeaker-24feb10

  1. 1. Creating Competitive Advantage Through Knowledge Management Ir. Rudy Siahaan, MM Certified Knowledge Manager – www.sveiby.com Certified SAP Consultant – www.sap.com
  2. 2. Cummings & Worley, 8e (c)2005 Thomson/South-Western 20-2 Organization Learning: An Integrative Framework Organization Characteristics Structure Information Systems HR Practices Culture Leadership Organization Learning Processes Discovery Invention Production Generalization Organization Knowledge Tacit Explicit Competitive Strategy Organization Performance Knowledge Management Organization Learning
  3. 3. Knolwedge Mangement (KM) <ul><ul><li>Knowledge Management </li></ul></ul><ul><ul><ul><li>What is Knowledge Management </li></ul></ul></ul><ul><ul><ul><li>Why Knowledge </li></ul></ul></ul><ul><ul><ul><li>Paradigm Shift </li></ul></ul></ul><ul><ul><ul><li>KM Project samples </li></ul></ul></ul><ul><ul><li>Strategic Management </li></ul></ul><ul><ul><ul><li>Strategy </li></ul></ul></ul><ul><ul><ul><li>Implementation </li></ul></ul></ul>
  4. 4. Knowledge Related issues <ul><ul><li>Information Overload </li></ul></ul><ul><ul><li>Lack of Creativity </li></ul></ul><ul><ul><li>Lack of in house knowledge </li></ul></ul><ul><ul><li>In effective decision making </li></ul></ul><ul><ul><li>Limited sharing of Best Practices </li></ul></ul><ul><ul><li>Lack of customer Responsiveness </li></ul></ul><ul><ul><li>Lack of competitiveness </li></ul></ul>2/23/2010 . . . effective knowledge management is the key to success
  5. 5. What is Knowledge (Data, Information and Knowledge) <ul><ul><li>Definisi Data: </li></ul></ul><ul><ul><ul><li>Facts about event / Fakta terhadap kejadian sesaat, misalnya suatu transaksi Belanja, receipt, dll. </li></ul></ul></ul><ul><ul><li>Definisi Informasi: </li></ul></ul><ul><ul><ul><li>data data akan berubah menjadi informasi jika diinterpretasikan oleh manusia dan diberikan konteks sehingga memberi arti contextual) </li></ul></ul></ul><ul><ul><ul><ul><li>Harga saham cenderung meningkat dari yg lalu (trends) </li></ul></ul></ul></ul><ul><ul><li>Definisi Knowledge: </li></ul></ul><ul><ul><ul><li>Webster: </li></ul></ul></ul><ul><ul><ul><ul><li>Experience; Expertise, Interpretation, Intuition </li></ul></ul></ul></ul><ul><ul><ul><li>Knowledge components are: </li></ul></ul></ul><ul><ul><ul><ul><li>Experience : </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>change ideas about what should happen into what does happen </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Ground truth = real situation </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Actionable information </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Human factor: Values and beliefs: </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>People with different values and beliefs “see” different things in the same situation (Greenspan vs. Drucker & Toffler) </li></ul></ul></ul></ul></ul><ul><ul><ul><li>Nonaka (2000): </li></ul></ul></ul><ul><ul><ul><ul><li>Justified true belief: </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>When somebody creates knowledge, he or she make sense out of a new situation by holding justified beliefs and committing to them. Act of creating meaning </li></ul></ul></ul></ul></ul>
  6. 6. What is Knowledge Data – Information – Knowledge - Wisdom wisdom knowledge people focus <ul><ul><li>Dapat mengambil keputusan hanya dengan intuisi </li></ul></ul><ul><ul><li>Rich knowledge </li></ul></ul><ul><ul><li>allows us to make decisions when we don’t know what to do (i.e. intuition in uncertain situation) </li></ul></ul><ul><ul><li>Hasil Analisis dan diagnosa Manusia atau kelompok manusia dalam rangka kepastian </li></ul></ul><ul><ul><li>Proses Sosial </li></ul></ul><ul><ul><li>gives us certainty on what to do </li></ul></ul>information data systems focus <ul><ul><li>Koran, buku, TV </li></ul></ul><ul><ul><li>Tabel </li></ul></ul><ul><ul><li>will help us know what to do </li></ul></ul><ul><ul><li>Fakta </li></ul></ul><ul><ul><li>as it stands lone </li></ul></ul><ul><li>will not help us </li></ul>(Sveiby.com, 2003) Decision to act
  7. 7. What is Knowledge Data – Information – Knowledge - Wisdom <ul><ul><li>Data Import dari Australia ke Indonesia : </li></ul></ul><ul><ul><ul><li>1999: USD 1,2 Billion </li></ul></ul></ul><ul><ul><ul><li>2000: USD 1,8 Billion </li></ul></ul></ul><ul><ul><li>Informasi (komputasi statistik) : </li></ul></ul><ul><ul><ul><li>Terjadi peningkatan import dari Australia ke Indonesia </li></ul></ul></ul><ul><ul><ul><li>Keputusan? (jump to conclusion) </li></ul></ul></ul><ul><ul><li>Knowledge ( human): </li></ul></ul><ul><ul><ul><li>80% pengusaha Australia adalah UKM </li></ul></ul></ul><ul><ul><ul><li>Secara teori makro ekonomi maka export Australia ke Indonesia meningkat </li></ul></ul></ul><ul><ul><ul><li>Wisdom: </li></ul></ul></ul><ul><ul><ul><ul><li>Secara konteks sasaran strategis ekomi Australia ini bukan peningkatan kesejahteraan masyarakat!! </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Berdasarkan pengalaman Partai Buruh Australia: Berapa peningkatan Import per satuan UKM Australia? </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>2000: USD 1.2 Billion per 40 UKM </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>2001: USD 1,8 Billion per 30 UKM </li></ul></ul></ul></ul></ul><ul><ul><ul><li>Keputusan: </li></ul></ul></ul><ul><ul><ul><ul><li>Import Australia menurun, </li></ul></ul></ul></ul><ul><ul><ul><ul><li>rubah entry strategi ke Indonesia, </li></ul></ul></ul></ul><ul><ul><ul><ul><li>ganti atase perdagangan Australia di Indonesia tahun 2000 </li></ul></ul></ul></ul>
  8. 8. Organizational Respond <ul><ul><li>Gaining competitiveness through knowledge and learning </li></ul></ul><ul><ul><ul><li>Knowledge = Experience, Expertise </li></ul></ul></ul><ul><ul><li>Products can be copied </li></ul></ul><ul><ul><li>Services can be copied </li></ul></ul><ul><ul><li>Processes can be copied </li></ul></ul><ul><ul><ul><li>Six Sigma Text Books </li></ul></ul></ul><ul><ul><ul><li>TQM Text Books </li></ul></ul></ul><ul><ul><ul><li>ERP Consultant </li></ul></ul></ul><ul><ul><li>Knowledge? </li></ul></ul>1. Knowledge Creation 2. Knowledge Sharing 3. Knowledge utilization/Apply: Product & Service
  9. 9. What is Knowledge Management <ul><ul><li>Mobilize knowledge </li></ul></ul><ul><ul><li>Create value </li></ul></ul><ul><ul><li>Knowledge Management: </li></ul></ul><ul><ul><ul><li>Definition </li></ul></ul></ul><ul><ul><ul><li>Management </li></ul></ul></ul><ul><ul><ul><li>Measurement </li></ul></ul></ul>
  10. 10. What is Knowledge Management Knowledge Track Knowledge=Object Knowledge=Process Organization Individual System Theory, Computer Science Business Process Re-engineering Artificial Intelligence Psychology Philosophy Pedagogy Organization Theory Sociology
  11. 11. Paradigm Shift: Transition from industrial era to Knowledge Based Economy
  12. 12. Knowledge Based Company Nokia
  13. 13. Paradigm Shift The Increasing importance of Intangible Assets (Kaplan and Norton, 2003) If an organization Intangible Assets represent more than 75% of its value, then its strategy formulation and execution need to explicitly address the mobilization and alignment of intangible assets (Kaplan and Norton, Strategy Map, 2003) A Knowledge Strategy is needed 1982 1992 1997 2002 90% 80% 70% 60% 40%
  14. 14. Knowledge Assets FP Assets : I Assets = 1 : 3 Organizational wealth Intangible Assets Financial & Physical Assets 1 3 Human Capital Structural Capital Customer Capital <ul><li>How do we mobilize individual knowledge into team and corporate memory and </li></ul><ul><li>eventually a knowledge based organization? </li></ul><ul><ul><li>Leadership </li></ul></ul><ul><ul><li>Cultural </li></ul></ul><ul><ul><li>Process </li></ul></ul><ul><ul><li>Technology </li></ul></ul>
  15. 15. The Solution <ul><ul><li>&quot;What sets GE apart is a culture …….At the heart of this culture is an understanding that an organization's ability to learn , and translate that learning into action rapidly , is the ultimate competitive business advantage .“ (Jack Welch, CEO ,General Electric) </li></ul></ul><ul><ul><li>The only sustainable source of competitive advantage is knowledge (Drucker) </li></ul></ul><ul><ul><ul><li>Unique </li></ul></ul></ul><ul><ul><ul><li>Inimitable </li></ul></ul></ul>
  16. 16. The Solution <ul><ul><li>Sebelum dapat meningkatkan kinerja maka harus lebih dahulu melalui proses pembelajaran </li></ul></ul><ul><ul><li>(Before people and companies can improve, they first must learn) </li></ul></ul><ul><ul><li>( Garvin, building Learning Organization, Harvard Business Review on KM, 1998) </li></ul></ul>
  17. 17. The Solution 3 4 Continous improvement 2 1 Knowledge Chaotic Knowledge Aware Knowledge enabled Knowledge managed 6 5 Knowledge Centric new idea new idea new idea new idea new idea <ul><ul><li>Garvin, building Learning Organization, Harvard Business Review on KM, 1998) </li></ul></ul><ul><ul><li>New people </li></ul></ul><ul><ul><li>New process </li></ul></ul><ul><ul><li>New Technology </li></ul></ul>Status quo Knowledge + Speed
  18. 18. The Power of Knowledge and Improvement <ul><ul><li>Boeing 747 Overhaul </li></ul></ul><ul><ul><ul><li>7,000 job cards </li></ul></ul></ul><ul><ul><ul><li>Garuda: 4 weeks </li></ul></ul></ul><ul><ul><ul><li>KLM: 2 weeks </li></ul></ul></ul><ul><ul><ul><li>People Process Technology </li></ul></ul></ul><ul><ul><ul><li>Rate of learning = knowledge + Speed </li></ul></ul></ul><ul><ul><li>Think about new anything new </li></ul></ul><ul><ul><ul><li>New people </li></ul></ul></ul><ul><ul><ul><li>New process </li></ul></ul></ul><ul><ul><ul><li>New technology </li></ul></ul></ul><ul><ul><ul><li>QCDS </li></ul></ul></ul>3 4 Continous improvement 2 1 Knowledge Chaotic Knowledge Aware Knowledge enabled Knowledge managed 6 5 Knowledge Centric <ul><ul><li>New people </li></ul></ul><ul><ul><li>New process </li></ul></ul><ul><ul><li>New Technology </li></ul></ul>
  19. 19. <ul><ul><li>Level dari PIO: </li></ul></ul><ul><ul><ul><li>Administrative </li></ul></ul></ul><ul><ul><ul><li>Strategjik (lemah , misal core competence) –swa 2007 jan </li></ul></ul></ul><ul><ul><li>Kajian PIO harus link pada isu isu Management dan stratetegi pada masa kini (Cuurent) dan masa depan (feaure issues, trend) </li></ul></ul>
  20. 20. <ul><ul><li>Jargon 2008 (Ambi dari kuliah strategi): </li></ul></ul><ul><ul><ul><li>Sustainable competitive advantage sudah tidak lagi karena sudah mengarah pada dynamic yg selalu mencari inovasi innovasi baru </li></ul></ul></ul><ul><ul><ul><li>Dari journal evolution managament dan subjek2 </li></ul></ul></ul><ul><ul><ul><li>Dynamic capability </li></ul></ul></ul><ul><ul><ul><li>Flexibility </li></ul></ul></ul><ul><ul><ul><li>Creative destructioin </li></ul></ul></ul><ul><ul><ul><li>Core rigidity </li></ul></ul></ul><ul><ul><ul><li>Knwoledge management </li></ul></ul></ul><ul><ul><ul><li>Organizational learning </li></ul></ul></ul><ul><ul><ul><li>Ethical leadership Ethical Leadership </li></ul></ul></ul><ul><ul><ul><li>Corporate social responilibility </li></ul></ul></ul><ul><ul><ul><li>Core competence </li></ul></ul></ul>
  21. 21. Cummings & Worley, 8e (c)2005 Thomson/South-Western 1-21 1950 1960 1970 1980 1990 2000 Today Five Stems of OD Practice Current Practice 1.Laboratory Training 2 Action Research/Survey Feedback 3 Normative Approaches 4 Quality of Work Life 5 Strategic Change
  22. 22. Strategy = Diferensiasi
  23. 23. Knowledge Management Strategic Level Tactical Level Operational Level Individual LEvel
  24. 24. KM Level pada Strategic Management <ul><li>Stra Formulation (SWOT Analysis): </li></ul><ul><ul><li>Mem Formulasikan alternatif alternaif strategi </li></ul></ul><ul><ul><li>dan memutuskan mana yang akan </li></ul></ul><ul><ul><li>di implementasi </li></ul></ul>Implement: - Initial diagnosis (7s) <ul><li>Evaluation + Control: </li></ul><ul><ul><li>Restructure </li></ul></ul><ul><ul><li>Recommendations and </li></ul></ul><ul><ul><li>Implication </li></ul></ul>Organizational Learning Company Competitor Customer Differentiation Distinct Competence Strategy Hard variable Structure System Skill Staff Style Shared Value (culture) Soft variable (-) (+) Organization Group Individual SWOT
  25. 25. Menyelaraskan K-Strategy dan Business Strategy Knowledge Strategy, Zack, 1999 Company must know (how) Company knows What your company must do What Your company Can do Strategy-Gap Knowledge -Gap
  26. 26. Strategic Thinking (Kenichi Ohmae, 1990) Company Competitor Customer Differentiation Distinct Competence
  27. 27. Distinct Competence (Montgomery, 2005) 2/23/2010 Demand Appropriation (Profitable) Scarce/Unique
  28. 28. Distinctive Value Creation Needs Diff Comb Cost red
  29. 29. 19 March 03 rs Information Flow 1. Pendahuluan – MIS Information Management – external and internal environment Eocnomic Dimension Technological Dimension Sociocultural Dimension Political-Legal Dimension International Dimension Owners (Shareholders) Unions Regulators Strategic Allies Suppliers Customers Competitors Organization Board of Directors Employee External Forces External Environment (O/T) Internal Environment (S/W)
  30. 30. Contoh TOWS Matrix Indonesia IT Strategy <ul><li>Strengths: </li></ul><ul><ul><li>Potential Manufacturing Entrpr. </li></ul></ul><ul><ul><li>Potential SW Programmer </li></ul></ul><ul><ul><li>Manhour-cost (< $17) </li></ul></ul><ul><ul><li>Potential CAD Drafter </li></ul></ul><ul><ul><li>Potential CAM programmer </li></ul></ul><ul><li>Weaknesses: </li></ul><ul><ul><li>Workforce Quliaty: European base quality/ de’jure </li></ul></ul><ul><ul><li>No US Quality Policy </li></ul></ul><ul><ul><li>No solid Infrastructure </li></ul></ul><ul><ul><li>no Supporting IT Policies </li></ul></ul><ul><ul><li>lack of English ability </li></ul></ul><ul><ul><li>No Anchor MNCs </li></ul></ul><ul><li>Threats: </li></ul><ul><ul><li>China Man-hour cost </li></ul></ul><ul><ul><li>Philipines software center initiative </li></ul></ul><ul><ul><li>India international penetration </li></ul></ul><ul><ul><li>Malaysia brain-drain policy </li></ul></ul><ul><ul><li>US brain drain policy </li></ul></ul><ul><ul><li>Europe brain-drain policy </li></ul></ul><ul><ul><li>Indonesia Monetary Crisis </li></ul></ul><ul><li>Opportunities: </li></ul><ul><ul><li>US $ 7 trillion market , 2004 </li></ul></ul><ul><ul><li>Shortage of IT professional (US&EC) </li></ul></ul><ul><ul><li>China weaknesses on US IT policy </li></ul></ul><ul><ul><li>China is focusing on manufacturing </li></ul></ul><ul><ul><li>Tense relation between US and China PR </li></ul></ul><ul><ul><li>Tense relation between Jews and Malaysia </li></ul></ul><ul><li>SO: (Not Feasible) </li></ul><ul><ul><li>no strength to take advantage opport. </li></ul></ul><ul><ul><li>International expansion is not feasible </li></ul></ul><ul><li>ST (Not feasible ) </li></ul><ul><ul><li>lack of strength to minimize threats </li></ul></ul><ul><li>WO ( possible) </li></ul><ul><ul><li>Overcome bottleneck </li></ul></ul><ul><ul><li>exploit opportunities </li></ul></ul><ul><ul><li>McKinsey model strategy </li></ul></ul><ul><li>WT ( possible) </li></ul><ul><ul><li>Reduce bottleneck </li></ul></ul><ul><ul><li>Avoid preoccupied market </li></ul></ul><ul><ul><li>Protectionism & subsidize </li></ul></ul><ul><ul><li>Risk: WTO appeal </li></ul></ul>
  31. 31. WO: Reduce bottleneck and exploit opportunity 1991 - India 1994 - Singapore 1995- Malaysia W O T SO: 1998 - India 1999- Singapore 2001- Malaysia Increase quality & international expansion ST: 1998 - India US Quality Policy Level 5 - India US quality Policy SixSigma Reduce threats by taking advantage of Quality Policy Contoh: Indonesia IT Recommended Strategy IT Strategy & Action Plan S
  32. 32. Organization Change 7s McKinsey Model 2/23/2010 Strategy Hard variable Structure System Skill Staff Style Shared Value (culture) Soft variable (-) (+)
  33. 33. Learning Speed 2/23/2010 E1 E2 E3 E4 Strategy Organization (System) Environment Turbulence and Uncertainty Group Dynamic Soft variable Agile Learning Org: Organisasi Pembelajar yang dapat berubah dan ber adaptasi scara cepat Terhadap perubahan dan dinamika lngstra Individual learning Soft variable Gap: Learning/ Change Speed Gap: Learning / Change Speed Gap: Learning/ Change Speed Realized Strategy
  34. 34. Organic Growth Diversificaiton Assets (Sumber daya penting diversifikasi) Organizational wealth Intangible Assets (Knowledge) Financial & Physical Assets Human Capital Organizational Capital Customer Capital Resource Based View: Distinct & Core Competence
  35. 35. Makro dan Mikro Makro = Strategic Management Mikro = Level individu, PIO
  36. 36. Comprehensive Model For Diagnosing Org Systems OE: Performance Prod Stakeholder Satisfaction Org Design Grp Design Personal Char Skill Variety Task Identity Autonomy Task Significan Feedback result INPUT DESIGN COMPONENTS OUTPUTS OE: Performance Prod Stakeholder Satisfaction Technology Strategy HR Syst Measurement Systems Culture General Environment Organization Level input INPUT DESIGN COMPONENTS OUTPUTS OE: Performance Prod Stakeholder Satisfaction Org Design Goal Clarity Task Struc Team Funct Grp Composition Group Norms Group Level Individual Level INPUT DESIGN COMPONENTS OUTPUTS i
  37. 37. Minto Pyramid Diagnosing Framework
  38. 38. Bab2: Problem Structuring + DF Gejala (Symphton) Problem Solusi Kategori Problem
  39. 39. BSC Framewok for describing Strategy <ul><ul><li>Describing srategy = building shared view </li></ul></ul><ul><ul><li>BSC Framework for describing strateies for creating value: </li></ul></ul><ul><ul><ul><li>Financial performance </li></ul></ul></ul><ul><ul><ul><ul><li>A lag indicator </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Ultimate definitioin of organizatin success </li></ul></ul></ul></ul><ul><ul><ul><ul><li>SHV </li></ul></ul></ul></ul><ul><ul><ul><li>Customer value proposition </li></ul></ul></ul><ul><ul><ul><ul><li>Lag indicator of customer success </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Target Customer </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Customer value proposition </li></ul></ul></ul></ul><ul><ul><ul><li>Internal Process </li></ul></ul></ul><ul><ul><ul><ul><li>Critical Process that deliver value proposition </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Leading indicator of subsequest customer and financial </li></ul></ul></ul></ul><ul><ul><ul><li>Learning and Growth </li></ul></ul></ul><ul><ul><ul><ul><li>Ultimate source of sustainable vallue creation </li></ul></ul></ul></ul><ul><ul><ul><ul><li>How people, technoolgy and organizational climate combine to support the strategy </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Lead indicaor for process, customer and fiancial </li></ul></ul></ul></ul><ul><ul><li>SM: </li></ul></ul><ul><ul><ul><li>Objectives in the four perpspectives link together in a chain of couse and effect relationships </li></ul></ul></ul><ul><ul><ul><li>Aligning intangible assets to increase performance </li></ul></ul></ul>
  40. 40. <ul><ul><li>Pemanfaatan Strategy Map sebagi Diagnosing Framework (DF) </li></ul></ul><ul><ul><li>Misal kinerja menurun, atau profit menurun </li></ul></ul><ul><ul><li>Maka apa penyebabnya? </li></ul></ul><ul><ul><li>Problem = Diagnosing Framework + Symptoms </li></ul></ul>
  41. 41. Bab2: Problem Structuring + DF Customer Critical Proc I.Assets Finance Profit Sales Cost UKM MKM EP Prroblem Problem Strategy Map Diagnosing Framework Gejala (Symphton)
  42. 42. Bab2: Problem Structuring Customer Critical Proc I.Assets Finance Profit Sales Cost UKM MKM EP CP-Prob CP-Prob IA Prroblem1 IA Problem3 Production Issue Gejala (Symphton) Strategy Map Diagnosing Framework People Issue Problem People Issue Problem pada Production Issues
  43. 43. Diagnosing Framework
  44. 44. KM Tactical /Operational Level <ul><ul><li>After action review </li></ul></ul><ul><ul><li>Peer Review </li></ul></ul><ul><ul><li>dll </li></ul></ul>
  45. 45. M.com After Action review AAR During a Project Before AAR During Before AAR During a Project Before Worldwide Lotus Notes Portal AAR
  46. 46. KM Cases
  47. 47. Analog Devices On Time Delivery Customer Service Performance (knowledge and Speed)
  48. 48. Unilever Rotterdam
  49. 49. Strata Strategic Unilever: QFD Knowledge Framework Source: Unilever research, The Netherlands, 2000 http://sern.ucalgary.ca/ksi/KAW/KAW99/review_papers/Shadbolt1/index.html#4.Software_Tool_Support
  50. 50. Strata Strategic Unilever: QFD Knowledge Framework Source: Unilever research, The Netherlands, 2000 http://sern.ucalgary.ca/ksi/KAW/KAW99/review_papers/Shadbolt1/index.html#4.Software_Tool_Support ? ? ? ?
  51. 51. Strata Strategic Unilever: QFD Knowledge Framework Source: Unilever research, The Netherlands, 2000 http://sern.ucalgary.ca/ksi/KAW/KAW99/review_papers/Shadbolt1/index.html#4.Software_Tool_Support
  52. 52. 2003 Global MAKE Award <ul><ul><li>Accenture </li></ul></ul><ul><ul><li>BP </li></ul></ul><ul><ul><li>Buckman Laboratories </li></ul></ul><ul><ul><li>Clarica Life Insurance </li></ul></ul><ul><ul><li>Ernst & Young </li></ul></ul><ul><ul><li>General Electric </li></ul></ul><ul><ul><li>Hewlett-Packard </li></ul></ul><ul><ul><li>International Business Machines </li></ul></ul><ul><ul><li>KPMG </li></ul></ul><ul><ul><li>McKinsey & Company </li></ul></ul><ul><ul><li>Microsoft </li></ul></ul><ul><ul><li>Nokia </li></ul></ul><ul><ul><li>Royal Dutch/Shell </li></ul></ul><ul><ul><li>Schlumberger </li></ul></ul><ul><ul><li>Siemens </li></ul></ul><ul><ul><li>Skandia </li></ul></ul><ul><ul><li>Toyota </li></ul></ul><ul><ul><li>Unilever </li></ul></ul><ul><ul><li>US Government </li></ul></ul><ul><ul><li>World Bank </li></ul></ul><ul><ul><li>Xerox </li></ul></ul>• Creating a corporate knowledge culture • Developing knowledge leaders • Delivering knowledge-based products/ services/ solutions • Maximizing enterprise intellectual capital • Creating an environment for collaborative knowledge sharing • creating a learning organization • focusing on customer knowledge • transforming knowledge into shareholder value The Global MAKE Finalists are measured against each of the eight knowledge performance dimensions which are the visible drivers of competitive advantage: (www.knowledgebusiness.com) An Asian-based panel of Fortune Global 500 senior executives and leading knowledgemanagement experts selects the Asian MAKE Winners.
  53. 53. 2003 Asian MAKE Award <ul><ul><li>BHP Billiton (Australia) </li></ul></ul><ul><ul><li>Canon (Japan) </li></ul></ul><ul><ul><li>Fuji Xerox (Japan) </li></ul></ul><ul><ul><li>Hitachi (Japan) </li></ul></ul><ul><ul><li>Honda Motor (Japan) </li></ul></ul><ul><ul><li>Hyundai Motors (Korea) </li></ul></ul><ul><ul><li>Infosys Technologies (India) </li></ul></ul><ul><ul><li>Kao (Japan) </li></ul></ul><ul><ul><li>Legend Computer (China) </li></ul></ul><ul><ul><li>LG Electronics (Korea) </li></ul></ul><ul><ul><li>Nissan Motor (Japan) </li></ul></ul><ul><ul><li>NTT Data (Japan) </li></ul></ul><ul><ul><li>SamsungElectronics(Korea) </li></ul></ul><ul><ul><li>Satyam Comptr Services(India) </li></ul></ul><ul><ul><li>Seven Eleven (Japan) </li></ul></ul><ul><ul><li>Singapore Airlines (Singapore) </li></ul></ul><ul><ul><li>Sony (Japan) </li></ul></ul><ul><ul><li>Taiwan Semiconductor (Taiwan) </li></ul></ul><ul><ul><li>Tata Steel (India) </li></ul></ul><ul><ul><li>Toshiba (Japan) </li></ul></ul><ul><ul><li>Toyota Motor (Japan) </li></ul></ul><ul><ul><li>Wipro Technologies (India) </li></ul></ul><ul><ul><li>Woodside Energy (Australia) </li></ul></ul>The Global MAKE Finalists are measured against each of the eight knowledge performance dimensions which are the visible drivers of competitive advantage: An Asian-based panel of Fortune Global 500 senior executives and leading knowledgemanagement experts selects the Asian MAKE Winners. • Creating a corporate knowledge culture • Developing knowledge leaders • Delivering knowledge-based products/ services/ solutions • Maximizing enterprise intellectual capital • Creating an environment for collaborative knowledge sharing • creating a learning organization • focusing on customer knowledge • transforming knowledge into shareholder value
  54. 54. Tugas Kelompok (bersama sama) <ul><ul><li>Gunakan Software mindmap u knowledge creation dan sharing dg brainstorming </li></ul></ul><ul><ul><li>Lakukan strategy formulation pada organisasi PIO dimana hasil nya dalah seorang konsultan yang mampu bersaing dengan lulusan MBA baik dari dalam maupun luar negri </li></ul></ul><ul><ul><li>Perhatikan masukan data external dan internal market dari majalah SWA 2008 </li></ul></ul><ul><ul><li>Langkah2 Strategic Management: </li></ul></ul><ul><ul><ul><li>Strategy Formulation: </li></ul></ul></ul><ul><ul><ul><ul><li>Lakukan SWOT analysis dan faktorisasi unsur internal dan external PIO UI </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Kaji peluang pasar konsultan dan ancaman </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Kaji strength dan weakness PIO </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Pilih strategi yang sesuai </li></ul></ul></ul></ul><ul><ul><ul><li>IMPLEMENTASI: </li></ul></ul></ul><ul><ul><ul><ul><li>Level Organisasi </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Level Group </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Level Individu </li></ul></ul></ul></ul>
  55. 55. Konsultan Indonsia
  56. 56. Tugas 2 kelompok: GE- Strategic Competence Development <ul><ul><li>Gunakan mindmap dan Acrobat </li></ul></ul><ul><ul><li>Download Formulasi strategi GE HR Competence 2002, dan lakukan reverse engineering. </li></ul></ul><ul><ul><li>Lakukan analisis dan petakan straetgi SWOT GE dan mikro HR competencenya. </li></ul></ul><ul><ul><li>Selamat bekerja </li></ul></ul>

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