KIAT SUKSES ORGANISASI DI ERA GLOBALISASI
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Organizational success factors in the era of globalization include benchmarking, business process reengineering, six sigma, knowledge management, and blue ocean strategy. Great companies can fail if they do not change with the times and act with outdated logic. External drivers like deregulation and global competition as well as internal drivers like new technologies require companies to reinvent themselves. A learning organization is one that continually transforms itself through processes like systems thinking, personal mastery, mental models, shared vision, and team learning. Organizational knowledge is created through the SECI model of socialization, externalization, combination, and internalization.
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KIAT SUKSES ORGANISASI DI ERA GLOBALISASI
- 1. KIAT SUKSES ORGANISASI DI ERA GLOBALISASI oleh Martani Huseini
- 2. KUNCI2 SUKSES DARI ERA 70’an 1. TEORI X & Y, TQC, TQM, 7’S MC.KINSEY 2. BENCMARKING 3. BUSINESS PROCESS REENGINERING (BPR) 4. G E (Six Sigma), CORPORATE LIFE CYCLE (Adizes) 5. KAIZEN 6. WORLD CLASS (3C+1C) 7. GOOD TO GREAT (3D) 8. BALANCE SCORE CARD (BSC) 9. LEARNING ORGANIZATION 10. KNOWLEDGE MANAGEMENT 11. KNOWING ORGANIZATION 12. BLUE OCEAN STRATEGY
- 3. PDCA + FCV
- 6. WHY GREAT COMPANIES FAILED LEADERSHIP & CORPORATE TRANSFORMATION INVENT THE FUTURE ESCAPE FROM THE PAST SOURCE : C.K.PRAHALAD, 1994
- 9. Strategy: the direction and scope of the company over the long term. Structure: the basic organization of the company, its departments, reporting lines, areas of expertise and responsibility (and how they inter-relate). Systems: formal and informal procedures that govern everyday activity, covering everything from management information systems, through to the systems at the point of contact with the customer (retail systems, call center systems, online systems, etc). THE HARD S’s
- 10. THE SOFT S’s Skills: the capabilities and competencies that exist within the company. What it does best. Shared values: the values and beliefs of the company. Ultimately they guide employees towards 'valued' behavior. Staff: the company's people resources and how the are developed, trained and motivated. Style: the leadership approach of top management and the company's overall operating approach.
- 11. THE NEED FOR CHANGE PRESSURE FOR RADICAL RETHINKING DEREGULATIO N GLOBAL COMPETITION STRUCTURAL CHANGE EMERGENCE OF NEW ENTRANTS EXCESS CAPACITY TECHNOLOGICA L DISCONTINUITIE S LESSONS FROM PROTECTIONIS M CUSTOMER EXPECTATION S MERGERS & ACQUISITION S C.K. PRAHALAD TERORISM DISASTER
- 12. THE CHALLENGE OF UNCERTAINTY 1. Conduct situation analysis 3. Develop business concept 4. Outline supporting business system 2. Develop conclusion/ prediction about the future -Structure -Conduct -Performance -Where to Compete -How to compete
- 13. WARNINGS ‘’ Organizations are going to have to unlearn a lot of their past, and to learn how to learn new core competencies to win the race for the global competition’’ ‘’ The greatest danger in times of turbulence, is not the turbulence……. It is to act with yesterday’s logic’’ ‘’ If you don’t change you die’’ Peter Drucker C.K. Prahalad Phase 1 : Unconcious Incompetence Phase 2 : Concious Incompetence Phase 3 : Concious Competence Phase 4 : Unconcious Competence The Need for Change :
- 14. Dasar Kompetisi FLEXIBLE COMPANY QUALITY COMPANY EFFICIENT COMPANY INOVASI PILIHAN KUALITAS BIAYA ORGANISASI YANG INOVATIF ORGANISASI YANG FLEKSIBEL ORGANISASI YANG BERKUALITAS ORGANISASI YANG EFISIEN 60-an 70-an 80-an 90-anTAHUN ORGANISASI YANG CERDAS DAYA SAING OTAK 2000 - an P E R M I N T A A N P A S A R
- 16. SEGITIGA PERUBAHAN CHANGE TRIANGLE & LEARNING COMPONENTS INDIVIDUAL BEHAVORS GROUP INTERACTION ORGANIZATIONAL CONTEXT GROUP SUPPORT OF CHANGE HEALTHY GROUPS BUILDING NEW SKILLS INCREASING RESPONS ABILITY BUILDING GROUP SKILLS GETTING BUY IN WORK PROCESSS DRIVERS BELIEFS Sumber : Marti Syne dan Robert Cooke, ‘’The Key to Corporate Survival : Change Begins and Ends with People’’, dalam Lance A. Berger et.al., The Change Management Handbooh : A Road Map to Corpaorate Transformation ( Chicago; Richard D. Irwin, Inc. 1994) p.356
- 18. STRATEGIC DRIVERS EXTERNAL DRIVERS INTERNAL DRIVERS OPPORTUNITY DRIVEN STRATEGY (PROACTIVE) PROBLEM DRIVEN STRATEGY (REACTIVE) DRIVING FORCES : -Unsatisfied Customer Needs -Emerging Customer Demand -New Markets Emerging or Diversifying -Supplier-Customer Relationships -Acquisition Opportunities -Hybridization of Differing Technologies DRIVING FORCES : -New Technologies & Processes -Existing Strengths (i.e. Distribution) -Human Resources -New Products -Excess Capacity -Total Quality management Initiatives DRIVING FORCES : -Loss of Market Share -Competitor Predation -Market Collapsing -Loss of Sales -Escalating Supply Costs -Government Regulation -Hostile Take-Over Threat DRIVING FORCES : -Profit Decline -Quality Low -Productivity Low -Innovation Stagnant -Morales Poor -Sales Stagnant -Continued Losses D R I V E R S I II IV III PRO ACTIVE EXTERNAL PRO ACTIVE INTERNAL REACTIVE EXTERNAL RE ACTIVE INTERNAL NOTE : Clear vision, insight and excellent management required NOTE : Susceptible to the effects of personnel NOTE : Generates high energy, but ephemeral (like a moth to the flame), when treat diminishes NOTE : usually a symptom of another more fundamental problem S T A R T E G Y Source : Business Alliances Guide : The Hidden Competitive Weapon, R.P. Lynch-1993
- 19. Organizational Learning Capabilities The Disciplines of Organizational Learning Organizational Learning Capabilities Generative Conversation -Mental Models -Team Learning Understanding Complexity -System Thinking Aspiration -Personal Mastery -Shared Vision
- 20. 1. Jungle Management 2. Management by Direction 3. Management by Objectives 4. Management by Value Creation 5. Knowledge Based Management 6. Dynamic Capability 7. U Theory 7th GENERATION of MANAGEMENT
- 21. Gambaran fisik : Seiap hari jantung seorang manusia berdenyut sebanyak ± 100.000 kali, untuk memompa darah melalui pembuluh darah arteri, vena dan kapiler yang total panjangnya mencapai ± 255.000.000 km Setiap sel otak manusia mampu menerima sampai 15.000 sinyal secara bersamaan dalam waktu 0,00000015 detik. Dalam keadaan aktif, proses kimia otak mampu menghasilkan listrik sebesar 10 watt (Best’89 & Mulia PR 261100) Otak seorang bayi manusia memiliki potensi berupa triliunan sambungan antar neuron. Melalui suatu proses alamiah, otak memusnahkan sebagian sambungan potensial yang jarang atau tidak digunakan. Penelitian Charles Bonnet (Vanders et. Al. ’94) Rosenzwig (Vanders et. Al. ’94) Jika otak dirangsang, berapapun usia Anda, akan membentuk lebih banyak tonjolan (ptoruberans) pada setiap tangan (tentacle) sel- selnya. Rose & Nicholl, (97) membuktikan bahwa otak yang sering digunakan, selain akan memiliki jumlah sambungan yang lebih banyak, juga akan memperpanjangumur orang tersebut. Source : Jann Hidajat Tjakraatmadja – Studio Manajemen II-ITB 09/01/01
- 22. 1. Otak bagian kiri-atas disebut sebagai otak analis 2. Otak bagian kiri- bawah disebut sebagai otak Organisatoris 4. Otak bagian kanan- atas disebut sebagai otak strategis/visualis3. Otak bagian kanan- bawah disebut sebagai otak personalis. Source : Jann Hidajat Tjakraatmadja – Studio Manajemen II-ITB 09/01/01
- 23. • PhD graduate from MIT in Systems Management • Founding chair of SoL (Society for Organizational Learning) • 1990 wrote The Fifth Discipline
- 24. LEARNING ORGANIZATION BRIEFLY : AN ORGANIZATION THAT ARE CONTINUALLY TRANSFORMING THEMSELVES TO BETTER MANAGE KNOWLEDGE, UTILIZE TECHNOLOGY, EMPOWER PEOPLE, AND EXPAND LEARNING TO BETTER ADAPT AND SUCCEED IN THE CHANGING ENVIRONMENT SYSTEMATICAL : AN ORGANIZATION WHICH LEARN POWERFULLY AND COLLECTIVELY AND IS CONTINUALLY TRANSFORMING IT SELF TO BETTER COLLECT, MANAGE, AND USE KNOWLEDGE FOR ORGANIZATION SUCCESS, IT EMPOWERS PEOPLE WITHIN AND OUTSIDE ORGANIZATION TO LEARN AS THEY WORK, TECHNOLOGY IS UTILIZED TO OPTIMIZE BOTH LEARNING AND PRODUCTIVITY • LEARNING ORGANIZATION • ENABLE FACTORS LEARNING, ORGANIZATION, PEOPLE, KNOWLEDGE, TECHNOLOGY
- 25. ORGANIZATION PEOPLE LEARNING KNOWLEDGE TECHNOLOGY LEADERSHIP FULL THROTTLE ON ALL GEARS IS NECESSARY TO GO FROM A NON-LEARNING TO A LEARNING ORGANIZATION LEARNING ORGANIZATION MODELAND LEADERSHIP
- 26. Organizational Learning Capabilities The Disciplines of Organizational Learning Organizational Learning Capabilities Generative Conversation -Mental Models -Team Learning Understanding Complexity -System Thinking Aspiration -Personal Mastery -Shared Vision
- 28. Systems Thinking interdependency and change focus on whole not individual parts long-term goals vs. short-term benefits better appreciation of systems leads to more appropriate action
- 29. Personal Mastery organizations learn only through individuals who learn never “arrive”; in continual learning mode strive to clarify and deepen personal vision deeply aware of growth areas and tension between vision and reality
- 30. Team Learning Team learning starts with ‘dialogue’= the capacity of members of a team to suspend assumptions and enter genuine ‘thinking together’ Allows the group to discover insights not attainable individually Shows group how to recognize the patterns of interaction that undermine learning (Senge 1990: 10)
- 31. Shared Vision A genuine vision leads to people wanting to excel and learn Leaders must translate personal visions into shared visions Unearthing shared ‘pictures of the future’ that foster genuine commitment rather than compliance Leaders learn the counter-productiveness of trying to dictate a vision, no matter how heartfelt. (Senge 1990: 9)
- 32. Team Learning Team learning starts with ‘dialogue’= the capacity of members of a team to suspend assumptions and enter genuine ‘thinking together’ Allows the group to discover insights not attainable individually Shows group how to recognize the patterns of interaction that undermine learning (Senge 1990: 10)
- 33. A Learning Organization Is... • Where people continually expand their capacity to create the results they truly desire • Where new patterns of thinking are nurtured • Where collective aspiration is set free • Where people are continually learning to see the whole together • “When you ask people about what it is like being part of a great team, what is most striking is the meaningfulness of the experience. People talk about being part of something larger than themselves, of being connected, of being generative.” (Senge 1990: 13)
- 34. THE PROBLEMS OF EVERY ORGANIZATION ORGANIZATION ACTIVITIES SENSE MAKING DECISION MAKING KNOWLEDG E CREATING SURVIV E GROWTH
- 35. THE LEARNING CAPABILITY OF AN ORGANIZATION INDIVIDUAL ACTION INDIVIDUAL BELIEFS ORGANIZATIONAL ACTION ENVIRONMENTAL RESPONSE Model of organizational learning (March & Olson, 1975)
- 36. OADI MODEL OF INDIVIDUAL LEARNING (Kim, 1993) Individual mental models FRAMEWORK S Routines Procedur es The Learning capability of an Organization Asse ss Design Implemen t Observe Individual Learning Individual double-loop learning
- 37. OADI-SMM MODEL OF ORGANIZATIONAL LEARNING (KIM, 1993) Organizationa l action Individual action Environmenta l response Shared mental models Organizational routines procedures Welt- anschauu ng identity Individual mental models Frame- works Routines procedures Organizational double-loop learning Individual learning Observe Implement Desig n Assess The Learning Capability of an Organization
- 38. SPIRAL OF ORGANIZATIONAL KNOWLEDGE CREATION Socialization Internalization Externalization Combination Knowledge Level Individual Group Organization Inter-organization Tacit Knowledge Explicit knowledge Epistemological dimension Ontological dimension
- 39. TACIT KNOWLEDGE (Subjective) EXPLICIT KNOWLEDGE (Objective) KNOWLEDGE OF EXPERIENCE (BODY) KNOWLEDGE OF RATIONALITY (MIND) SIMULTANEOUS KNOWLEDGE (HERE AND NOW) SEQUENTIAL KNOWLEDGE (THERE AND THEN) ANALOG KNOLEDGE (PRACTICE) DIGITAL KNOWLEDGE (THEORY) TWO TYPES OF KNOWLEDGE FOUR MODES OF KNOWLEDGE CONVERSION SOCIALIZATION EXTERNALIZATION INTERNALIZATION COMBINATION EXPLICIT KNOWLEDGETACIT KNOWLEDGE TACIT KNOWLEDGE EXPLICIT KNOWLEDGE FROM TO SECI Mode Source : THE KNOWLEDGE –CREATING COMPANY, I. Nonaka & H. Takeuchi, Oxford University Press, Oxford, New York, 1995
- 40. The Knowing Cycle Decision Making Knowledge Creating Sense Making Shared Meanings New Knowledge, Capabilities Dual-Directed Adaptive Behavior Stream of Experience
- 41. ORGANIZATION CHANGE AUDIT LEADERSHI P STRUCTURE PROCESS WORKFORC E FOUR ORGANIZATION DIMENSIONS SOURCE : Change To Win, Victor S.L. Tan, 1995, p.25 Diagnostic Assessme nt Organization Redesign Organization Transformatio n Continuous Improvemen t
- 42. Terima Kasih