This document discusses concepts related to strategic management and governance. It defines strategic management principles as being future-oriented, integrating goals and objectives, maintaining discipline and commitment to implement plans, and anticipating environmental changes. It also discusses pillars of governance, processes in governance, extremes in governance, and the principles of good governance according to UNDP. Strategic planning is defined as a process for determining appropriate future actions through priority setting while considering available resources. Key elements of strategic planning discussed include vision, mission, objectives, targets, strategies, and performance.
Pertemuan 3 (analisis lingkungan eksternal) MANAJEMEN STRATEGI SEKTOR PUBLIKnurul khaiva
- model manajemen strategi
- definisi lingkungan
- karakteristik lingkungan
- proses analisis lingkungan eksternal
- 2 macam lingkungan eksternal
- dll
Pertemuan 3 (analisis lingkungan eksternal) MANAJEMEN STRATEGI SEKTOR PUBLIKnurul khaiva
- model manajemen strategi
- definisi lingkungan
- karakteristik lingkungan
- proses analisis lingkungan eksternal
- 2 macam lingkungan eksternal
- dll
Di materi ini insyaAllah akan membahas terkait Strategi Bisnis yang terkait definisi, urgensi atau manfaat, macam-macam, serta studi kasus dari strategi tersebut. Semoga bermanfaat. Mohon maaf apabila ada kesalahan. Link versi makalah: https://www.academia.edu/68188104/_Makalah_Strategi_Bisnis
Di materi ini insyaAllah akan membahas terkait Strategi Bisnis yang terkait definisi, urgensi atau manfaat, macam-macam, serta studi kasus dari strategi tersebut. Semoga bermanfaat. Mohon maaf apabila ada kesalahan. Link versi makalah: https://www.academia.edu/68188104/_Makalah_Strategi_Bisnis
Efisiensi mengarah pada ukuran baik atau buruknya penggunaan sumber daya dalam mencapai tujuan. Menurut Sumanth (1984) efisiensi merupakan rasio dari output aktual yang dicapai terhadap output standar yang diharapkan.
Joshua Michael Vignona is an accomplished leader in delivering global and cross-functional business solutions. He is an Agile Certified Practitioner, Certified Scrum Master and Certified Scrum Product Owner. He is a resident of Tampa, Florida.
Bunaken Island | Nov-15 | Key Factors in Island Community Energy for Social C...Smart Villages
By Iskandar Kuntoadji, Tri Mumpuni
Off-grid electrification for development of small islands represents a number of unique challenges under the broad category of rural electrification. Small, off-grid island communities are particularly vulnerable to diesel price fluctuations and natural disasters, and thus, enhancing resilience through more sustainable and cheaper energy technologies should be a key priority. Financing the transition to these technologies – usually photovoltaic, micro-hydro or sometimes wind – is an essential hurdle to overcome. Once electricity systems are in place it is equally important that they are sustained in the longer term with effective arrangements for operation and maintenance, cost recovery etc. Related to this, is the productive use of the energy provided to increase islander incomes.
The workshop on Bunaken Island, Sulawesi, Indonesia from 3 to 5 November 2015, organised by the Smart Villages Initiative in collaboration with Kopernik, will explore these issues and develop recommendations for policy makers, development agencies and other stakeholders in energy provision to island communities.
More info: http://e4sv.org/events/off-grid-islands-electricity-workshop/
Balanced scorecard implementation- Beyond Demonitisation n GST programme!bs srikanth
A guide to determine and link various objectives/ initiatives to make India a modern nation where there is opportunity for all and Governance delivers for all!
Taking Non Profits and Charities to the Next Level using Data and TechnologyArijit Ganguly
We are living in a different era. The way we drive a change has fundamentally changed. World's leading charities have cited ICT and Data Science as some of the leading drivers of their success.
Are you with us?
An Insight Report by the World Economic Forum’s System Initiative on Shaping the Future of Consumption prepared in collaboration with Accenture. Published January 2018
Governance is about strengthening service delivery performance and responsiveness. In turn, better service delivery will make governance tangible and desirable, for government and the citizen. To increase service delivery, public sector need to implement innovation.
Budget reform in Indonesia since 2003 has fundamentally changed the government's budget structure. From line items to performance-based budgets. The presentation also changed from T-account to I-account.
In the context of the Economic System, Indonesia has a specialty, as mandated by the 1945 Constitution. The founders of Indonesia expressly stated that the Indonesian economic system is a system based on the People's Economy. This means, the Indonesian Economic System is different from the economic system implemented in other countries.
The Indonesian Economic System mandates that the economic pace must be carried out by the Three Pillars, namely; (1) State, through State Owned Enterprises, (2) Private, through Companies, and (3) People, through Cooperatives. In fact, the pillars of the Indonesian economy proclaimed by the Founders of the Nation have been adopted in the Global Governance Paradigm. This means that we must be grateful to have National Founders who are very visionary.
Along the way, it has been proven that the various economic crises that hit the world had very minimal negative impacts on the Indonesian economy. Why is that, because Indonesia has resilience from the Three Pillars of economic actors.
What is surprising is that in times of crisis, the Pillars that are resilient and still exist are Cooperatives and Micro, Small and Medium Enterprises (MSMEs).
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
2. PRINSIP MANSTRA
BERORIENTASI KEMASA DEPAN
INTEGRASI TUJUAN DAN SASARAN
DISIPLIN DAN KOMITMEN UNTUK
MELAKSANAKANNYA
ANTISIPATIF TERHADAP PERUBAHAN
LINGKUNGAN
6. GOOD GOVERNANCE
SUATU PENYELENGGARAAN PEMERINTAHAN
NEGARA YANG BERTANGGUNG JAWAB,
EFEKTIF DAN EFISIEN DENGAN MENJAGA
KESINERGISAN INTERAKSI YANG
KONSTRUKTIF ANTARA MASYARAKAT, NEGARA
DAN SWASTA
7. PRINSIP GOOD GOVERNANCE
(Menurut UNDP)
1. PARTICIPATION
2. RULE OF LAW
3. TRANSPARENCY
4. RESPONSIVENESS
5. CONSENSUS ORIENTATION
6. EQUITY
7. EFFECTIVENESS AND EFFICIENCY
8. ACCOUNTABILITY
9. STRATEGIC VISION.
8. PERENCANAAN
SUATU PROSES UNTUK MENENTUKAN
TINDAKAN MASA DEPAN YANG TEPAT,
MELALUI URUTAN PILIHAN, DENGAN
MEMPERHITUNGKAN SUMBER DAYA
YANG ADA
(UU 25/2OO4 SISRENBANGNAS)
10. * SEGI EKONOMI, PALING EFISIEN
* SEGI POLITIS, PALING BISA
DITERIMA
* SEGI ADMINISTRASI, PALING BISA
DILAKSANAKAN
* SEGI ETIS FILOSOFIS, TIDAK
BERTENTANGAN DENGAN NILAI- NILAI
SOSIAL BUDAYA
RENCANA YANG BAIK BILA
11. STRATEGI
BERASAL DARI BAHASA YUNANI
STRATEGOS : STRATOS = MILITER
AG = MEMIMPIN
SUATU RENCANA YANG DIBUAT
PEMIMPIN (JENDERAL) UNTUK
MEMENANGKAN PERANG
12. BENTUK PROSES BERFIKIR
(OHMAE, 1982)
MEKANIK INTUISI STRATEJIK
BENTUK
MASALAH
PROSES
BERFIKIR
PEMECAHAN
ANALISA
PENYUSUNAN
MEKANIK
PERUBAHAN BENTUK
13. BEDA BISNIS DENGAN MILITER
BISNIS
• MENGALAHKAN
PESAING
• MEMPERTAHANKAN
PANGSA PASAR
• MEMPERLUAS PASAR
• MEMBANGUN CITRA
MILITER
• MENGHANCURKAN
MUSUH
• MEMPERTAHANKAN
POSISI
• MEMPERLUAS
DAERAH TAKLUKAN
• DIKAGUMI BANGSA
(HENDON, 1987)
14. MERUPAKAN PROSES BERKELANJUTAN DAN
SISTEMATIS DARI PEMBUATAN KEPUTUSAN
YANG BERESIKO, DENGAN MEMANFAATKAN
SEBANYAK-BANYAKNYA PENGETAHUAN
ANTISIPATIF DAN MENGORGANISASIKANNYA
SECARA SISTEMATIS UNTUK USAHA-USAHA
MELAKSANAKAN KEPUTUSAN TERSEBUT DAN
MENGUKUR HASILNYA MELALUI UMPAN BALIK
YANG SISTEMATIS
PERENCANAAN STRATEGIK INSTANSI
15. DEFINISI PERENCANAAN STRATEGIK
MENURUT INPRES NO. 7 TAHUN 1999
MERUPAKAN SUATU PROSES YANG
BERORIENTASI PADA HASIL YANG INGIN
DICAPAI SELAMA 1 (SATU) SAMPAI DENGAN
5 (LIMA) TAHUN DENGAN
MEMPERHITUNGKAN POTENSI, PELUANG,
DAN KENDALA YANG ADA ATAU MUNGKIN
TIMBUL
16. RENCANA STRATEGIS
VISI (VISION)VISI (VISION)
MISI
(MISSION)
MISI
(MISSION)
TUJUAN
(GOAL)
TUJUAN
(GOAL)
SASARAN
(OBJECTIVES)
SASARAN
(OBJECTIVES)
STRATEGI
(STRATEGY)
STRATEGI
(STRATEGY)
KINERJAKINERJA
- NILAI
- LINGKUNGAN
- CSF
a
k
t
i
v
i
t
a
s
LAPORAN KINERJA
17. PIMPINAN PUNCAK/ PEMBERI
WEWENANG
PIMPINAN PUNCAK/ PEMBERI
WEWENANG
MENDELEGASIKAN
WEWENANG+ AMANAHWEWENANG+ AMANAH
RESPONSIBILITAS:
Obligation to act
RESPONSIBILITAS:
Obligation to act
AKUNTABILITAS:
Obligation to answer
AKUNTABILITAS:
Obligation to answer
MENENTUKAN
MEWAJIBKAN
AKUNTABILITAS
DAN RESPONSIBILITAS
19. VISI
PANDANGAN JAUH KE DEPAN, KEMANA DAN
BAGAIMANA INSTITUSI HARUS DIBAWA DAN
BERKARYA AGAR TETAP KONSISTEN DAN
DAPAT EKSIS, ANTISIPATIF, INOVATIF, SERTA
PRODUKTIF
SUATU GAMBARAN YANG MENANTANG
TENTANG KEADAAN MASA DEPAN,
BERISIKAN CITA DAN CITRA YANG INGIN
DIWUJUDKAN OLEH INSTITUSI
20. TUJUAN PENETAPAN VISI
AGAR:
• MENCERMINKAN APA YANG INGIN DICAPAI
SEBUAH ORGANISASI
• MEMBERIKAN ARAH DAN FOKUS
STRATEGI
• MENJADI PEREKAT DAN MENYATUKAN
BERBAGAI GAGASAN STRATEGIK
• MEMILIKI ORIENTASI TERHADAP MASA
DEPAN
• MENUMBUHKAN KOMITMEN KEPADA
SELURUH JAJARAN ORGANISASI
• MENJAMIN KESINAMBUNGAN
KEPEMIMPINAN ORGANISASI
21. VISI YANG BAIK
MENARIK KOMITMEN DAN MENGGERAKKAN
ANGGOTA ORGANISASI
MEMBERIKAN MAKNA BAGI KEHIDUPAN
ANGGOTA ORGANISASI
MEMBENTUK SUATU STANDAR
KEUNGGULAN
MENJEMBATANI KEADAAN SEKARANG DAN
KEADAAN MASA DEPAN
22. CONTOH VISI
MENJADI PERUSAHAAN YANG UNGGUL, MAJU
DAN TERPANDANG ( TO BE A RESPECTED
LEADING COMPANY )
(PT. PERTAMINA)
MENJADI BANK KEBANGGAAN NASIONAL YANG
UNGGUL DALAM LAYANAN DAN KINERJA
(BANK BNI)
23. CONTOH VISI
TO BE ONE OF THE BEST MANAGED
CORPORATIONS IN ASIA PACIFIC WITH THE
EMPHASIS ON SUSTAINABLE GROWTH, BUILDING
COMPETENCE THROUGH PEOPLE DEVELOPMENT,
SOLID FINANCIAL STRUCTURE, CUSTOMER
SATISFACTION AND EFFICIENCY
TO BE A SOCIALLY RESPONSIBLE AND
ENVIRONMENTALLY FRIENDLY CORPORATION
(PT ASTRA INTERNATIONAL)
24. VISION : A MAN ON THE MOON
“I BELIEVE THIS NATION SHOULD
COMMIT ITSELF TO ACHIEVE THE GOAL
BEFORE THE DECADE IT OUT, OF
LANDING A MAN ON THE MOON AND
RETURNING HIM SAFELY TO THE
EARTH”
25. MISI
SESUATU YANG HARUS DILAKSANAKAN OLEH
INSTITUSI AGAR VISI ORGANISASI DAPAT
TERCAPAI DAN BERHASIL DENGAN BAIK.
SECARA SEDERHANA DAPAT JUGA
DIKATAKAN SEBAGAI URAIAN TERTULIS DARI
VISI
26. TUJUAN PERUMUSAN MISI
SEBAGAI PERNYATAAN ALASAN
KEBERADAAN ORGANISASI
SEBAGAI TONGGAK DARI PENYUSUNAN
PERENCANAAN STRATEGIK
SEBAGAI LANDASAN KERJA ORGANISASI
27. PROSES PERUMUSAN MISI
MELIBATKAN PIHAK-PIHAK YANG
BERKEPENTINGAN
MENILAI LINGKUNGAN
MENYELARASKAN KEGIATAN, PROSES
UTAMA DAN SUMBER DAYA.
28. HAL- HAL YANG PERLU
DIPERHITUNGKAN DALAM
MERUMUSKAN MISI
PRODUK/PELAYANAN APA YANG AKAN
DIHASILKAN
APAKAH PRODUK/PELAYANAN TERSEBUT
DIBUTUHKAN MASYARAKAT
SASARAN PUBLIK MANA YANG AKAN
DILAYANI
KUALITAS PRODUK/PELAYANAN HARUS
MEMILIKI DAYA SAING
PERLU ADANYA UMPAN BALIK YANG
BERKAITAN DENGAN PRODUK/PELAYANAN
YANG DIHASILKAN
29. MANFAAT PERNYATAAN MISI
DENGAN ADANYA PERNYATAAN MISI
DIHARAPKAN SELURUH PEGAWAI DAN
PIHAK YANG BERKEPENTINGAN DAPAT
MENGENAL INSTITUSI DAN MENGETAHUI
ALASAN KEBERADAANNYA MAUPUN
PERANANNYA SECARA LEBIH BAIK
30. CONTOH MISI
MEMAKSIMALKAN STAKEHOLDER VALUE
DENGAN MENYEDIAKAN SOLUSI KEUANGAN
YANG FOKUS PADA SEGMEN PASAR
KORPORASI, KOMERSIAL DAN KONSUMER
(BANK BNI)
MEWUJUDKAN HARI-HARI YANG INDAH
BAGI PESERTA MELALUI PENGELOLAAN
DANA PENSIUN DAN THT SECARA
PROFESSIONAL DAN AKUNTABEL DENGAN
BERLANDASKAN ETIKA SERTA INTEGRITAS
YANG TINGGI.
(PT. TASPEN)
31. CONTOH MISI
MELAKUKAN USAHA DALAM BIDANG
ENERGI DAN PETROKIMIA.
MERUPAKAN ENTITAS BISNIS YANG
DIKELOLA SECARA PROFESIONAL,
KOMPETITIF DAN BERDASARKAN TATA NILAI
UNGGULAN.
MEMBERIKAN NILAI TAMBAH LEBIH BAGI
PEMEGANG SAHAM, PELANGGAN, PEKERJA
DAN MASYARAKAT, SERTA MENDUKUNG
PERTUMBUHAN EKONOMI NASIONAL.
(PT. PERTAMINA)
32. TUJUAN
MERUPAKAN PENJABARAN ATAU
IMPLEMENTASI DARI PERNYATAAN MISI.
HASIL AKHIR YANG AKAN DICAPAI ATAU
DIHASILKAN DALAM JANGKA WAKTU 1
(SATU) SAMPAI DENGAN 5 (LIMA) TAHUN
34. SASARAN
PENJABARAN DARI TUJUAN
SESUATU YANG AKAN DICAPAI ATAU
DIHASILKAN OLEH INSTANSI PEMERINTAH
DALAM JANGKA WAKTU TAHUNAN,
SEMESTERAN, TRIWULANAN, ATAU BULANAN
DIUSAHAKAN DALAM BENTUK KUANTITATIF
35. KRITERIA SASARAN
SPESIFIK
DAPAT DINILAI DAN DIUKUR
MENANTANG NAMUN DAPAT DICAPAI
BERORIENTASI PADA HASIL
DAPAT DICAPAI DALAM WAKTU SATU
TAHUN ATAU BERLAKU PADA MASA
SEKARANG
36. STRATEGI
MENJELASKAN PEMIKIRAN-PEMIKIRAN
SECARA KONSEPTUAL ANALITIS DAN
KOMPREHENSIF TENTANG LANGKAH-
LANGKAH YANG DIPERLUKAN UNTUK
MEMPERLANCAR ATAU MEMPERCEPAT
PENCAPAIAN TUJUAN DAN SASARAN YANG
DITETAPKAN
STRATEGI DIMAKSUDKAN UNTUK
MENCAPAI HASIL YANG KONSISTEN
DENGAN MISI YANG DITETAPKAN
37. BEDA STRATEGI DAN TAKTIK
STRATEGI
TAKTIK
RENCANA
OPERASIONAL
PENDEK PANJANG
KURUN WAKTU
TINGKATAN
DASAR
ATAS
(GRAFFIN, 1989, DALAM WAHYUDI 1996)
39. HAL-HAL YANG DIPERLUKAN
DALAM PERENCANAAN STRATEGIK
• INTEGRASI BERBAGAI SUMBER DAYA
• ANALISIS TERHADAP LINGKUNGAN INTERNAL
DAN EKSTERNAL
• TINJAUAN NILAI-NILAI (VALUES)
• RUMUSAN TENTANG FAKTOR-FAKTOR KUNCI
KEBERHASILAN ATAU CSF (Critical Success
Factors)
• MENGACU KEPADA TUPOKSI
40. PERENCANAAN STRATEGIK
HARUS MENCAKUP
URAIAN TENTANG VISI, MISI, STRATEGI, DAN
FAKTOR-FAKTOR KUNCI KEBERHASILAN
ORGANISASI
URAIAN TENTANG TUJUAN, SASARAN DAN
AKTIVITAS ORGANISASI
URAIAN TENTANG CARA MENCAPAI TUJUAN
DAN SASARAN TERSEBUT (SESUAI
TUPOKSI).
41. MANFAAT PERENCANAAN
STRATEGIK
• BERMANFAAT UNTUK MERENCANAKAN
PERUBAHAN DALAM LINGKUNGAN YANG
SEMAKIN KOMPLEKS
• BERGUNA UNTUK PENGELOLAAN
KEBERHASILAN
• BERORIENTASI PADA MASA DEPAN
• BERORIENTASI PADA PELAYANAN PRIMA
• DAPAT MENINGKATKAN KOMUNIKASI BAIK
VERTIKAL MAUPUN HORIZONTAL
• MENINGKATKAN KEMAMPUAN BERADAPTASI