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7/28/2019 Business Strategy s2 Unand 20-11-10
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Presented by:Dr. Romeo Rissal Pandjialam
General Lecture at the Masters Program,Economics Department
Universitas Andalas Padang
20 November 2010
An Act of Visionary & Transformational
Leadership
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Romeo Rissal Pandjialam March 2007
Business Strategy. Kopi Panggang
2
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Romeo Rissal Pandjialam March 2007
Business Strategy . . . . A Simple way
3
Business strategy is the foundation of successful business.
But there are, of course, different types of business strategy.The best business strategies must steer a course between the
inevitable internal pressure for business continuity and the
demands of a rapidly changing world for revolutionary
business strategies.
But what is business strategy? Andrew Grove makes a clear
distinction between strategic action and strategic plans. Hebelieves that business strategy models should not: just be
statements of intent; come across like a political speech;
have concrete meaning only to management; concern
themselves with events far in the future or have little
relevance to today.
Try this simple exercise: take a piece paper and at the bottom,write a brief account of where the business is now. Then at
the top, write where you want the business to be in x amount
of years (you decide the period). Next, in between the two
write what you need to do and when you to do it to get from
the bottom of the page to the top. This kind of rough business
development strategyshouldnt take more than an hour.
Robert Heller
Edward de Bono
http://www.thinkingmanagers.com/management/revolutionary-strategies.phphttp://www.thinkingmanagers.com/management/revolutionary-strategies.phphttp://www.thinkingmanagers.com/management/development-strategy.phphttp://www.thinkingmanagers.com/management/development-strategy.phphttp://www.thinkingmanagers.com/management/development-strategy.phphttp://www.thinkingmanagers.com/management/development-strategy.phphttp://www.thinkingmanagers.com/management/development-strategy.phphttp://www.thinkingmanagers.com/management/development-strategy.phphttp://www.thinkingmanagers.com/management/development-strategy.phphttp://www.thinkingmanagers.com/management/revolutionary-strategies.phphttp://www.thinkingmanagers.com/management/revolutionary-strategies.phphttp://www.thinkingmanagers.com/management/revolutionary-strategies.phphttp://www.thinkingmanagers.com/management/revolutionary-strategies.phphttp://www.thinkingmanagers.com/management/revolutionary-strategies.php7/28/2019 Business Strategy s2 Unand 20-11-10
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Romeo Rissal Pandjialam March 2007 4
Visionary & Transformational Leader Vs.
BUSINESS STRATEGY
CurrentPositionSurvival
DR.Romeo RissalEmail: rrissal@bi.go.id
Some
companies
Growth
Most
Companies
To bea Leader
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An Act of Visionary &Transformational
Leadership
TO BE A LEADERBusiness
Strategies
Clear Objectives
Strategic ChangePrograms
Visionary &
Transformational
MINDS
Consistent &Measured
Implementation
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LeaderLeaders are pioneers. They are people
who venture into unexplored territory. They
guide us to new and often unfamiliardestinations. People who take the lead are
the foot soldiers in the campaigns forchange..move us forward. Leaders get
going some place
(Kouzes and Posner, The Leadership Challenge: How to GetExtraordinary Things Done in Organizations, 1987)
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venture into unexplored territory.
LEADERSHIP IS A CHOICE:
Laizes faire VS something meaningful Once you make a choice, bear in mind that
you have to pursue it with all its logical
consequences:
Inherent risks in any venture
More energy and dedication
Etc
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Good is the Enemy of GreatThat good is the enemy of great is not justa business problem. It is a human problem.
If we have cracked the code on the question
of the good to great, we should havesomething of value to any type of
organization. Good schools might become
great schools.
Jim Collins
Good to Great, page
16RELUCTANT TO
CHANGE
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Romeo Rissal Pandjialam March 2007 9
There is no more powerfulengine driving an organization
toward excellence and long
range success than anattractive, and achievablevision of the future, widely
shared
Burt Nanus, Visionary Leadership. San Francisco,
Jossey_Bass Publishers, 1992
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CONTOH-CONTOH
IMPLEMENTASIBUSINESS STRATEGY
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Transformational LeaderCraig Barrett: 1998-2003
CHANGE FROM
being the preeminent supplier to the computingindustry worldwide
TO
being the preeminent supplier to the worldwideInternet economy
With a transformational process:
(1) Client platforms, (2) Server platforms, (3) Cellular andWireless, and (4) Communications and networking
Core competence: chip design & manufacture
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An Act of Transformational
Leadership
Intel
Pre-386 Post-386
Intel
Licensee
Licensee
Licensee
IBM
NEC
Compaq
Dell
IBM
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Romeo Rissal Pandjialam March 2007
Everything is MEASURED
in terms of COMPETENCIES
And RESULTS!
Academy of Program/Project
Leadership Blended Learning ProcessOne-NASALEARNING
The APPL Blended LearningProcess allows NASA projectpractitioners and teams torequest and acquireprofessional developmentproducts and servicesaccording to their:
Level of Knowledge Phase in the Project Amount of Time to Commit
Knowledge
Sharing
Career
Development
Performance
EnhancementApplied
Research
Develop Project
Leadership
Maturity
Serve as a
clearinghouse of
world-class
expertise
Create opportunities for
project management
collaboration through
research and exchange
Communication
and transfer of
knowledge
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Romeo Rissal Pandjialam March 2007 14
Dokumen konfidensil untuk kalangan sendiri
CORPORATE PLAN 2000
BANK NAGARI
Jakarta, 12 Maret 1996
Dipresentasikan olehDR. Romeo Rissal Pandjialam
Dalam Pertemuan Pemilik BPD Sumbar
Di Kantor Menaker Abdul Latief
JAKARTA
Dokumen konfidensil untuk kalangan sendiri
BUSINESS PLAN 1999
BTPN
Bandung, 18 November 1995
Dipresentasikan olehDR. Romeo Rissal Pandjialam
Pertemuan dg Komisaris dan Direksi BTPN
Lihat Contoh
http://f/Business%20Strategy%20-%20S2%20Unand/BNCORPLAN1996-2000.pptx7/28/2019 Business Strategy s2 Unand 20-11-10
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DR.Romeo RissalEmail:
rrissal@bi.go.id
Mission
Values
StrategicObjectives
Vision
Mencapai dan
memelihara kestabilan
rupiah/inflasi melalui
pemeliharaan
kestabilan moneter dan
pengembangan
stabilitas sistem
keuangan untuk
pembangunan jangka
panjang Negara
Indonesia yang
berkesinambungan
Menjadi bank sentral
yang dapat dipercaya
secara nasional maupun
internasional melalui
penguatan nilai-nilai yang
dimiliki serta pencapaian
inflasi yang rendah dan
stabil Kompetensi
Kebersamaan
Integritas
Akuntabilitas
Transparansi
1. Mencapai kestabilan harga
2. Memajukan sistem perbankanyang andal dan efektif
3. Menjamin terciptanya sistempembayaran yang aman danefisien
4. Meraih citra positif yang kuatbaik secara nasional maupuninternasional
5. Meningkatkan koordinasi dan
networking denganstakeholders
6. Menjadi organisasi yangberbasis pengetahuan
7. Mengembangkan satuan kerjayang efektif danberkompetensi tinggi
STRATEGIC
DIRECTION
KITA
Kompak
I l t ti St t
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BI TRANSFORMATION PROGRAM (launched in 2001):Begin With The Foundation
P,B & PM
HRFunction
Mon. policyformulation
Banking
IMU
IT
2. Blueprint
MonetaryExecution
CurrencyCirculation
Regional &Rep
Offices
CORPORATE CULTURE
IT Function
Begin Continue
IMPLEMENTOR
Logisticmgt
Phase I Phase II, ect
StrategicObjectives
New
DirectionsandPr
ocesses
Implementation Strategy
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DR.Romeo RissalEmail:
rrissal@bi.go.idResult Highlights
I. ALREADY IMPLEMENTED
1. Strategic Direction2. New HRM System
3. SPAMK (Balance score card)
4. Financial System Study
5. Culture Change Program
6. Information Management
7. IT Architecture and Strategy8. Logistic Management
9. Mon. Research and Pol. Form.
10. Internal Management System
11. Bank Supervision T. and C.
12. OJK Contingency Plan
13. Research function of KBI14. Single point of accountability
II In implementation preparation
1. HL Organization Structure?
2. Risk Management ??
3. EDMS ???
E- Auction
Blanket Contract
Board system
IT road map
Regional Economic Analysis
More delegation to line managers
Consultant-client realtions
Code of conductAsset & Liab report Absolutely No:
disguised payment
gifts, vouchers etc
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DR.Romeo RissalEmail:
rrissal@bi.go.id
External Feedback 2001
EconomicResearch &Monetary Policy
Banking Policy &
Supervision
Payments Policy& Systems
InternalMgmtFunctions
Values &Culture
TopicStronglyDeficient Satisfactory
StronglyPerforming
CurrencyDistribution
4.2
4.2
4.08
4.05
4.04
3.98
3.95
3.89
JudiciariesBankers
Executives
Academician
Business
Government
Public
Mass Media
Respondents
STAKEHOLDERS SURVE
DEC. 2004
BEFORE AFTER
C l Ch A d BI M d
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Romeo Rissal Pandjialam March 2007
Culture Change Award: BI Medan
Jadi Yang Terbaik 2007
19
Prof. DR. Miranda S. GoeltomDGS
mengucapkan selamat
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Romeo Rissal Pandjialam March 2007 20
Bank Sumut 2007..... Memacu
Kegemilangan
(200,000)
-
200,000
400,000
600,000
800,000
Des'04 Des'05 Mar'06 Jun'06 Sep'06 Des'06 Des'07
Modal Inti
PERKEMBANGAN ASET, KREDIT DAN
DPK
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
Des'04 Des'05 Mar'06 Jun'06 Sep'06 Des'06 Des'07Rata-rata Aset
2007 - 2011
BANK REGIONAL TANGGUH1. Pertanian, Peternakan, Perikanan
2. Perdagangan .. Bank Pendamping Pedagang
BANK SHARIAH TERKUAT DI SUMUT
P t i k d G b
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Romeo Rissal Pandjialam March 2007
Presentasi kepada Gubernur
Sumbar
21
Ketahanan
Kelembagaan
Motor Ekonomi
Daerah
Pelayanan
masyarakat
Baca presentasi KBI Padang
Kepada Gubrnur Sumbar
14 Nov 2010
J l h B k d K t B k di S b
http://f/Business%20Strategy%20-%20S2%20Unand/Business%20strategy-s2%20unand-20-11-10.pptxhttp://f/Business%20Strategy%20-%20S2%20Unand/BPD-Regional%20champion%20edited%20to%20Gub.pptx7/28/2019 Business Strategy s2 Unand 20-11-10
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22
Jumlah Bank dan Kantor Bank di Sumbar
19
103
310
232
0 100 200 300 400
Bank Umum
Bank
PerkreditanRakyat
Jumlah Kantor
Jumlah Bank
6
0
6
29
3
19
0 5 10 15 20 25 30 35
Bank Umum
Unit Usaha
Syariah
Bank
Perkreditan
Rakyat
Jumlah Kantor
Jumlah Bank
Bank Konvensional
Bank Syariah
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23
Perkembangan Aset Perbankan
28.2
1.1
1.6
0 10 20 30
Bank Umum
BPR
Bank Umum
Syariah
Triliun Rupiah
*Data per triwulan III-2010
Aset bank umum syariah
baru 5,6% dari total aset
bank umum
Aset BPR hanya 3,9%
dari total aset bank
umum
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24
Dana Masyarakat
(DPK)
17.9
0.7
1.1
0 5 10 15 20
Bank
Umum
BPR
Bank
Umum
Syariah
Triliun Rupiah
Tabungan56.8%
Deposito
43.2%
Giro
8.51%
Tabungan
50.18%
Deposito
41.31%
DPK BU Syariah &
BPR masih rendah
BU Syariah & BPR
terjebak dana mahal:
Porsi deposito tinggi
(biaya bunga/bagi
hasil tinggi)
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25
Modal
Kerja
42.18%
Investasi
11.17%
Konsumsi
46.65%
Kredit/Pembiayaan
20.4
0.8
1.7
0 5 10 15 20 25
BankUmum
BPR
Bank
UmumSyariah
Triliun RupiahKredit
Investasi19.46%
Kredit
Modal
Kerja
34.18%
Kredit
Konsumsi
46.36%
Kredit
Investasi
10.26%
Kredit Modal
Kerja
65.23%
Kredit
Konsumsi
24.51%
BU & BU Syariah terjebak kreditkonsumsi
Komitmen BPR di kredit produktif lebih
tinggi Tapi penyaluran masih kecil
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Romeo Rissal Pandjialam March 2007 26
Akhir Presentasi
Terima Kasih
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