Materi disampaikan kepada civitas academica Departemen Manajemen, Fakultas Ekonomi & Bisnis, Universitas Hasanuddin (Unhas) di Kampus Tamalanrea pada hari Jumat, 20 April 2018. Senang bisa merayakan ulang tahun dengan berbagai pengetahuan & pengalaman.

1. STRATEGICMANAGEMENT
From concept to implementation

2. Sapri Pamulu, Ph.D.
Senior Manager, Specialist in Strategic Management,
Wiratman Group, Jakarta : PT Wiratman, PT Wiratman Chodai
Indonesia, PT. Wiratman Cipta Manggala, PT. Wiratman
Bangun Indonesia, & PT Geomarindex.
Strategy Specialist
Gather Information 45%
Analyze Information 66%
Organize Information 25%
Strategy Analysis 97%

3. 1 2 3 4
CORE CONCEPT PRACTICAL CONCEPT IMPLEMENTATION WIRATMAN CASE
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OUTLINE

4. CORE
CONCEPT

5. Barney & Hesterly
Strategy is a firm’s theory about how to
gain competitive advantages

6. FRED R. DAVID
Art & science of formulating,
implementing, and evaluating, cross-
functional decisions that enable an
organization to achieve its objectives

7. DESS et al.
Analyses, decisions, and actions an
organization undertakes in order to create
and sustain competitive advantages

8. WHEELEN & HUNGER
Set of managerial decisions and actions
that determines the long-run performance
of a firm

9. CORPORATE PLANNING:
Medium-term Economic forecasting,
Formal corporate Planning,
Diversification and quest for Synergy,
Creation of corporate Planning
departments
QUEST FOR COMPETITIVE ADVANTAGE:
Analysis of resources and capabilities,
Shareholder value maximization,
Restructuring and re-engineering,
Alliances
STRATEGY FOR THE NEW ECONOMY:
Strategic innovation,
New business models,
Disruptive technologies
STRATEGY IN THE NEW MILLENNIUM:
CSR and business ethics,
Competing for standards,
Winner-takeall markets,
Global strategies

1960
1970 1990
20001980
STRATEGY AS POSITIONING:
Industry analysis,
Market segmentation,
The experience curve,
PIMS analysis,
Planning business portfolios
SM EVOLUTION

10. STRATEGY
FORMULATION
STRATEGY
IMPLEMENTATION
STRATEGY
EVALUATION
SM MODEL (DAVID)
1
2
3

11. STRATEGY
MAKING
STRATEGY
EXECUTION
SM MODEL (THOMPSON)
1
2

12. Strategic Management is Gaining and Maintaining
Competitive Advantage
COMPETITIVE
ADVANTAGE
Point one
Achieving Sustained Competitive Advantage
Point two
Continually adapting to changes in external
trends and events and internal capabilities,
competencies, and resources
Point Three
Effectively formulating, implementing, and
evaluating strategies that capitalize on those
factors




13. PRACTICAL
CONCEPT

14. KEY
ISSUES
In 2016, it was estimated that 67% of well-
formulated strategies failed due to poor
execution. There are many explanations for
this abysmal failure rate, but a 10-year
longitudinal study on executive leadership
showed one clear reason. A full 61% of the
executives were not prepared for the
strategic challenges they faced upon being
appointed to senior leadership roles.
Ron Carucci (HBR, 11/2017)

15. The Vision Barrier
95% of the typical work force doesn’t
understand the strategy
The Management Barrier
85% of executive teams spend less than
one hour per month discussing strategy
The People Barrier
75% do not link management incentives to
strategy
The Resource Barrier
60% of organizations do not link strategies
with budgets.
WHY?
There is no generally
accepted way to describe
a business strategy
You Can’t Manage
Something That You
Can’t Describe &
Measure!
If you can’t manage it,
you can’t improve it.
Kaplan & Norton
80-90% of Enterprises Fail At Strategy Execution
Most organizations have difficulty executing strategy. They Don’t
Manage Strategy
V
M
P
R

16. NEW
SYSTEM
A Strategy Map and Balanced Scorecard
provides the foundation for a new
strategy execution system
What does it look like?

17. THE EXECUTION PREMIUM
The Kaplan-Norton six-stage closed
loop management system for
Strategy Execution

18. Financial
Financial performance, a lag
indicator, measures the tangible
outcomes from the strategy
(Revenue Growth & Productivity)
Customer
The customer value proposition
defines the source of value
(Satisfaction, Relation & Branding)
Processes
Strategic processes create value for
customers and shareholders
(Operation, Customer, Innovation &
Social-Regulatory processes)
Learning & Growth
Aligned intangible assets drive
improvement in the strategic
processes (Human, Information,
Organization Capital)
C
F
L
P

19. How can we make “strategy management” a sustainable
competitive advantage?
COMPETITIVE
ADVANTAGE
Point one
Most Balanced Scorecard Hall of Fame
companies achieve dramatic results in 2-3
years
Point two
The Problem: The executive sponsor of the
BSC program leaves. The BSC approach is
abandoned.
Point Three
Imbed the BSC strategy management
approach into the governance structure:
Integrated system (XPP); Common platform
(BSC); Responsible specialist (OSM)




20. IMPLEMENTATIO
N

21. Mobilize change through
executive leadership
MOBILIZATION
5 Principles of Strategy Implementation
Strategy-Focused Organization
Translate strategy to
operational terms
TRANSLATION
Align the organization to the
strategy
ALIGNMENT
Motivate to make
strategy everyone’s job
MOTIVATION
Govern to make strategy
a continual process
GOVERNANCE
31 2 4 5

22. Leaders drive
strategy execution
A B C D E
Executives make
the case for
change
Leaders reinforce
strategic priorities
Well articulated
strategy exists
Office of Strategy
Management
established
PRINCIPLE 1Mobilize Change Through Executive Leadership

23. PRINCIPLE 2
Strategy translated
to strategy map
Strategy described
in Balanced
Scorecard
Targets identified
for all measures
Strategic initiatives
rationalized
Accountability
assigned
A B C D E
Translate Strategy to Operational Terms

24. C-ROLE C-CARD B-CARD X-CARD BOD
Corporate role
defined
Enterprise
scorecard guides
business units
Business unit
scorecards guide
support units
Scorecards align
suppliers and/or
customers
Scorecards align
Board of Directors
PRINCIPLE 3
Align the Organization to the Strategy
.
A ECB D

25. PRINCIPLE 4
1 2 3 4
Strategic awareness
created
Personal goals aligned Personal incentives
aligned
Competency
development aligned
A B C D
Make Strategy Everyone’s Job

26. PRINCIPLE 5
Make Strategy a Continual Process
Resource
Management
Budget is linked to the
strategy ; Planning for
HR/IT linked to strategy ;
Portfolio of strategic
initiatives linked to
themes
Key Process
Management
Process improvement
linked to strategy;
Best practice sharing in
place
Learning and
Control
Strategy reviewed and
adapted on a regular basis
Data and analytics guide
strategy
.
B CA

27. THE OSM
Strategy Management requires a
new way of managing. You must
build a center of competence to
lead these changes.

28. WIRATMAN
CASE

29. WIRATMA
N
At a glance
WIRATMAN was established in
1976 by
President Director and CE
Professor
Dr. Ir. Wiratman Wangsadinata,
a senior figure in the industry

30. WIRATMAN
Helping clients build their dreams. We offer our clients visionary
planning, innovative design, high quality engineering and
management all under one roof for a smooth and seamless
process.

31. - Barack Obama
WIRATMAN
Our reputation for excellence
and creativity stems from a
simple philosophy:
We Want To Build The World
To Be A Better Place

32. WIRATMAN
Spin-off Construction Management Division as Wiratman’s Subsidiaries,
PT Wiratman Cipta Manggala (2014) & Establish PT Wiratman Chodai
Indonesia as Foreign Company Investment with Chodai Co. Ltd. (2015)

33. WIRATMAN
an independent full service
multidisciplinary
firm headquartered in Jakarta,
Indonesia. Drawing on four decades
of proven expertise in seeing
through complex
projects of all sizes from studies,
planning & design, project &
construction management to
completion

34. WISDOM 2020
WIRATMAN GROUP

35. WISDOM 2020
WIRATMAN GROUP

36. STRATEGY IMPLEMENTATION
Wiratman adopt BSC as strategy management system at 2011and BMC as
business model

37. STRATEGY MAKING
WIRATMAN GROUP

38. Canvas Workshop BMC+BSC
STRATEGY MAKING
WIRATMAN GROUP

39. STRATEGY MAP CASCADING

40. 3-YEAR PERFORMANCE IMPROVEMENTS
WIRATMAN GROUP

42. SESSION ALBUM