Business Strategy s2 Unand 20-11-10

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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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.php


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Romeo Rissal Pandjialam March 2007 4

Visionary & Transformational Leader Vs.

BUSINESS STRATEGY

CurrentPositionSurvival

DR.Romeo RissalEmail: [email protected]

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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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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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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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.pptx


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DR.Romeo RissalEmail:

[email protected]

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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[email protected] 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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[email protected]

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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Culture Change Award: BI Medan

Jadi Yang Terbaik 2007

19

Prof. DR. Miranda S. GoeltomDGS

mengucapkan selamat


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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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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.pptx


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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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Business Strategy s2 Unand 20-11-10