You are on page 1of 58

STRUKTUR & PROSES

PERENCANAAN
STRATEGIS

Iwan Darmansjah
Pusat Uji Klinik Obat, FKUI

<puko@makara.cso.ui.ac.id>
<puko98@indosat.net.id>
http://www.iwandarmansjah.web.id
Pertanyaan Strategis
1. Di mana organisasi kita sekarang
ini?
2. Bila tidak dilakukan perubahan
total, di mana kita akan berada 1,
2, 10 thn yad?
3. Bila kita pasrah, tidak akan ada
perubahan.
4. Bila jawabannya mencemaskan,
tindakan apa yg harus kita lakukan?
5. Bila mau berubah, apa pilihannya?
Keputusan Strategis
• Keputusan strategis bukan
keputusan biasa / rutin, namun
berkaitan dg masa depan kita.
• Keputusan berkaitan dg kepastian
keberhasilan.
• Hal ini tidak pernah ada preseden
sebelumnya.
• Menuntut komitmen Pimpinan yg
tinggi.
Pilihannya?

Strategic Planning
&
Strategic
Management
Milestones leading to Strategic Planning in
Business
♣ from 1945 of goods - tanpa
Short-range PRODUCTION kompetisi
planning Rivalry and
competition
♣ from 1960 •Diversification of
Long-range MARKETING goods
planning •Conglomeration
• Does not work under changing
external condition and
intensive competition
• But, a must in the beginning • Corporate
SEGMENTATION
♣ from 1970 Strategy
Strategic Planning • Global Market :
AUTONOMOUS
UNITS Europe

EXTERNAL Japan, Latin


Menjadi undang-undang di America
MARKET
AS South Africa
One Hundred Third Congress of the
United States of America
AT THE FIRST SESSION
Begun and held at the City of Washington on
Tuesday,
the fifth day of January, one thousand nine hundred and
ninety-three

An Act

To provide for the establishment of strategic planning and


performance measurement in the Federal Government, and for
other purposes.
Be it enacted by the Senate and House of Representatives of the
United States of America in Congress assembled, ……
SECTION 1. SHORT TITLE

This Act may be cited as the Government Performance and Results


Act of 1993.

SEC. 2. FINDINGS AND PURPOSES.

(a) FINDINGS- The Congress finds that--

1.waste and inefficiency in Federal programs undermine the


confidence of the American people in the Government and reduces
the Federal Governments ability to address adequately vital public
needs;
2.Federal managers are seriously disadvantaged in their efforts to
improve program efficiency and effectiveness, because of insufficient
articulation of program goals and inadequate information on program
performance; and
3.congressional policymaking, spending decisions and program
oversight are seriously handicapped by insufficient attention to
program performance and results. ………
Government Performance and Results Act of
1993
A major milestone is last summer’s passage of the Government
Performance and Results Act of 1993 (GPRA, P.L. 103-62).
Beginning in 1997, this bill will require all federal agencies to
write a strategic plan that includes : mission statement,
outcome-based goals and objectives, descriptions of how goals
will be achieved, resource needs and how objectives will link to
performance plans, a list of external influences on goals, and a
program evaluation schedule. GPRA will also require agencies
to write an annual performance plan, and to submit an annual
performance report, comparing actual to planned performance
levels. For complying agencies, GPRA provides for waivers of
administrative procedural requirements over staffing levels,
salaries and funding transfers. The bill establishes pilot
programs for early testing of these ideas, including a pilot test
of “performance budgeting”, which will relate levels of planned
outcomes to corresponding budget levels.(A description of GPRA)
What is
Strategic Planning?
What is Strategic
Planning?
• Strategic Planning is a
management tool. (titik)
• Strategic Planning is a process
producing a Strategic Plan
• The Process is more important
than the product of the process
itself (The Plan).
• Strategic Planning is the first part
of
Strategic Management
Strategic Planning is
important to creating
processes of:
standard planning and
performance reporting.
It will make planning drive the
budget process in a fast-
changing world.
Strategic Management:
4 Unsur Dasar

• 1. Scanning Lingkungan
• 2. Perumusan Rencana Strategis
• 3. Implementasi Strategi
• 4. Evaluasi & Kontrol

• 1+2 = Strategic Planning


• 1- 4 = Strategic Management
• 3 & 4 tidak akan dibahas dlm
presentasi ini.
PENTING !

Strategic Plan harus


diselesaikan dan
disosialisasikan dahulu
sebelum dibuat Action Plans.
Perencanaan Perencanaan lain
strategis : :
• Top-down -- Bottom-up • Bottom-up / staff-
generated
• Menciptakan masa
datang • Memperpanjang masa kini
5-20 tahun 1-5 tahun
• Membimbing • Tidak membimbing
perilaku perilaku
manajemen manajemen

• Berfokus pada • Berfokus pada customer


customer internal dulu
eksternal • Efisiensi
• Efektivitas • Penekanan pada rencana
• Penekanan pada • Reaktif
INGAT

• Implementasi seluruh Strategic Plan


ialah 10-20 tahun dari sekarang.
• Tapi, kita harus mulai sekarang!
• Goal dan Objective dlm Strategic Plan
tidak mempunyai prioritas;
• Bila membuat Action Plans harus
dikategorikan ke dalam skala prioritas,
dan berhubungan dg soal budget dan
waktu.
Strategic Planning
Models
• Strategic Planning for Profit
Organisations.
• Strategic Planning for Non-profit Org.

There are many versions of The SP


model.
Advice:
• DONOT debate too long on which one to
use!
• They are one generic in different
clothes!
• Choose one we are comfortable with
and use other for enrichment of
Strategic Planning untuk Sektor Publik
S.P. untuk Fakultas berbeda dari
Perusahaan.
Fakultas Business
SUCCESS MEASURED BY

• Performance goals • Profit first


first • More profit is better than
• Non-financial, but less
money needed
• Budget programming
becomes paramount
• Program oriented • Quality products
• Quality, how far ?
• Higher service • Fewer people involved
programs
Strategic Planning
Customer /
Social
Stakeholder
Economic
Dynamics Changes
• Where are
we now ?
• Where do
Mission we want to Resource
be ? s
• How do we
get there ? Technologic
Regulatory al
Changes
Advanceme
Competito nt
r
Strategic Planning
for Higher Education
• Sama dengan SP for Non-profit
Org,;
hanya ada perbedaan jenis
masalahnya.

• Variasi karakteristik besar.

• Setiap perusahaan-pun pasti


mempunyai masalah yg berbeda.
Contoh Struktur Strategic Plan

1. Introduction
2. Vision
3. Mission Statement
4. Guiding Principles
5. Important Issues of the Initial Scanning
6. Current Planning Environment
7. Goals, Objectives and Strategies
8. Strategic Activities to make things
happen (policies)
9. Resource Assumptions
Hierarchy Istilah

• Goals -- Objectives -- Strategies


atau
• Goals -- Strategies -- Objectives

Pilihan urutan menurut selera; perlu


dijelaskan dalam glossary bahwa yg
terakhir diartikan lebih dekat dengan
Action Plans.
Tahapan dalam Proses
Strategic Planning
Tahapan Perencanaan
Strategis
• FASE 1. Pre-planning activities
• FASE 2. Meeting off-site (3 hari)
• FASE 3. Finalization of The
Strategic Plan &
Deployment

(terdapat pedoman lengkap ttg


pelaksanaan tahapan ini; lihat
references: Navy Doc.)
Preplanning Activities

Fase 1.
Preplanning Activities
• Organizational Committee formation
• “Scanning” of the organization
– prior to off-site meeting
– internal and external scanning
(customers & stakeholders
involvement)
– structured questionnaires and oral
communication
– produce summary and SWOT analysis
• Prepare for off-site meeting
Roleplayers
• Top Leadership: Dean (dapat
dibantu)
• Koordinator (logistik, administrasi)
• Facilitator(s)
• Konsultan Ahli (?)
• Staf Pembantu

• Peserta Off-site Meeting (Seleksi !)


Internal and External
Assessment (Scanning)
• Situation Inventory:
– Penilaian Internal: Kekuatan dan
Kelemahan -- Where are we now?

• Environmental Scan:
– Penilaian External: Kesempatan dan
Ancaman -- faktor external yg
mempengaruhi Institut.
Mayor F.K.lain
..... Pasien
.....
.....
Minor dll Masyarakat
.....
.....
External
.....
STAKE HOLDERS
Mayor Fakultas
.....
..... Internal
.....
Minor dll
..... POM
.....
..... DepKes
Mahasisw
Customers :
People, internal or external to the organization,
who receive or use what an organization
produces. Customers are also anyone whose
best interests are served by the actions of an
organization.
Customers can also be clients.

Stakeholders :
Organizations, groups or individuals that have a
vested (or inherent) interest or expect certain
levels of performance or compliance from the
organization. Stakeholders do not necessarily
use the products or receive the services of a
Off-Site Meeting

Fase 2
Off-site Meeting
• Diskusi terbuka dan konsensus yg
matang tentang:
– vision, mission, guiding principles,
goals, objectives and strategies
• Yang tertulis (strategic plan)
merupakan dokumen dasar arah
institut. Bila belum disetujui tentang
hal yg mendasar, harus dibahas
sampai tuntas mencapai konsensus.
Off-site Meeting
• Apa customer perlu dihadirkan
dalam off-site meeting ini?

• Mungkin belum waktunya!

• Sebaiknya pada fase deployment.


Apa Arti Konsensus?
• Tidak semua bisa menyetujui 100%
ttg suatu masalah, tetapi dapat
menerima opini mayoritas, tanpa
ngambek.
– Bukan menyangkut issue ‘hitam-putih’.
• Butuh pengertian demi ‘corporate
culture’.
• Beda dg Voting yg menghasilkan
‘clean process’, tetapi menimbulkan
‘winners’ and ‘losers’.
Penting!
• Penulisan visi, misi, dan seluruh
strategic plan harus ditulis sendiri
oleh roleplayers utama -- tanpa
kesalahan kalimat maupun ejaan.

• Tidak boleh didelegasikan kepada


support staff, atau yg paling muda.
Guiding Principles
(Prinsip Arahan)

Guiding principles are the core


values of all staff members of the
Medical Faculty of XXXXXX and
therefore expresses fundamental
beliefs about the conditions under
which members work best to make
the vision a reality ....
Mengapa Prinsip Arahan merupakan
Dasar Strategic Planning ?
• Prinsip Arahan membentuk dasar kepercayaan
(trust) dari visi dan misi.
• Visi yang luhur harus ditopang oleh prinsip-
prinsip yang luhur.
• PA merupakan test & kriteria untuk
menimbang pencapaian tujuan dan
mempedomani keputusan, pilihan, dan seleksi
strategi yang diambil.
• PA mengekspresikan kepercayaan dan nilai
yang dianut oleh seluruh organisasi.
• Prinsip tidak ada artinya bila tidak
diimplementasi-kan. Bila diberlakukan,
merupakan alat ampuh untuk mengubah
kebudayaan dalam organisasi dan memotivasi
PRINSIP ARAHAN
Sebagian besar berhubungan dengan :
Total Quality Culture
Terutama : commitment dari Top
Management

• Dipatuhi semua orang dalam organisasi


• Pertama diformulasikan harus benar
(tidak plin-plan)
• Customer dipenuhi harapannya
• Dilakukan perbaikan terus-menerus
• Tanggung jawab bersama untuk mencapai
KUALITAS
Sifat Guiding Principles
• PA harus dirasakan:
compatible, comfortable,
convincing: for everyone.
• PA diekspresikan dalam:
responsibility, quality/excellence
thd customer, employees,
community, dan stakeholder.
• Guiding Principles BUKAN SLOGAN!
What do we value most?
• ethics & honesty • efficiency
• excellence • effectiveness
• safety • strategic aliances/
• environment partnership
• innovation • service diversity
• flexibility • expansion
• customer focussed • decentralized
• structure
people
• • geogr. concentration
equity
• • affordability
cohesiveness
• sustainability, etc.
On Diversity
• Man is created differently.

• Unity is not the same as uniformity.

• Unity in Diversity is like ‘the colors


of the rainbow, which are uniquely
different, but when put together
they produce one glorious show of
colors’
On Corporate Culture

Two important characteristics:

1. To have shared values among us.

2. To exhibit common behavior.


On Leadership
• Accepting Leadership is crucial.
• We are known not to accept
leadership because there were
dishonest (and incompetent)
leaders in the past (still there now!)
• Without true leadership everybody
becomes their own leader, creating
the well-known ‘U (&) I’
phenomenon.
• To prevent bad leadership we must
make a profound selection of a
• However, … leadership plays
a secondary role when a
good, democratic
governance system is
already in place.
Goals, Strategies &
Objectives
• Goals define the changes required
to move the org. towards its vision.
They are long-range performance
targets, consistent with its
missions.
• Strategy explains how the goal will
be achieved.
• Objective describes who will do
what by when.
Menulis Goal
• Specific: work harder vs write a paper
• Measurable: write a 4 page paper
• Acceptable: write a 40 page paper
(unacceptable)
• Realistic: write a 10 page paper now
(unrealistic)
• Time frame: write a 6-10 page paper in 1
week
Goals, Strategies &
Objectives
Pengalaman berbagai universitas:
• goal tidak boleh terlalu banyak (<
6)
• perlu ditentukan dg kata-kata
pencakupan luas dan diisi dg
obyektif yg lebih banyak dan lebih
terarah.
• diurutkan dari misi dan visi, serta
didasarkan perbaikan yg
Fase Sosialisasi
(Deployment)
Fase 3.
SOSIALISASI
STRATEGIC PLAN
• Sosialisasi Tahap 1
– Dokumen Strategic Plan diselesaikan
dan ditulis rapi.

• Sosialisasi Tahap 2
– Strategic Plan dikomunikasikan
formal dengan “genderang” pada
seluruh staf akademik dan non-
akademik.
Direction (North) of Actions to
Make
Vision & Mission a Reality

The Blue lines are


Acceptable

No Actions to SOUTH
Direction EVER
KEPUSTAKAAN
Information Overload
• Pertama-tama perlu waspada
terhadap sumber kepustakaan yg
dipelajari, atau dipakai sebagai
PENUNTUN.
• Terdapat jumlah halaman yg tak
terhingga, terutama di WEB.
• Koordinator perlu menyaring yg
wajib dibaca dan yg dipakai
sebagai ‘enrichments of thought’,
dan membuat daftar pustaka.
Self-learning References
for Strategic Planning
• ‘Free Management Library’
at:<http://www.managementhelp.org/>
• ‘Free on-Line Nonprofit Organization and Management
Development Program’
at:<http://www.managementhelp.org/np_progs/org_dev.htm>
• ‘Developing your Strategic Plan’
at:<http://www.managementhelp.org/np_progs/sp_mod/str_pl
an.htm>
• Click at Google: ‘strategic planning’, ‘strategic plan’
• Denise L Wells and Linda M Doherty. A Handbook for Strategic
Planning. TQLO Publications No 94-02. Published for the
Department of Navy by: Department of the Navy Total Quality
Leadership Office, Arlington, VA 22202-4016.
• Other personal references: on request.
Glossary

Penjelasan lanjut dari Mission,


Goal, Strategy, dan Objective
GLOSSARY (1)
Mission statement
The broadest possible statement of the organization’s
purposes, goals, values and functions. It describes the
underlying design, aim or thrust of an organization. It
contains the basic purpose or philosophy of the
organization.
Goal
(1) A written statement describing the direction that
indicates
success or improvement in organizational performance.
See
also Values.
(2) Perubahan-perubahan yang perlu dilakukan untuk
membawa
organisasi mencapai visinya. Goals adalah perubahan
jangka panjang yang membimbing upaya-upaya
GLOSSARY (2)
Strategy
(1) Menjelaskan bagaimana goal atau objektif itu akan
dicapai
tergantung dipakai di dalam kalimatnya (konteks).
(2) An approach, or an implementation methodology, that
will
lead to achieving a strategic objective.
(3) The method used to accomplish goals and objectives
which
support the agency’s vision and mission. Strategies
are
identified in action plans.
GLOSSARY (3)
Objective
A written statement describing an intended outcome,
output or process, depending on type :
(1) strategic objectives describe intended outcomes
or results;
(2) tactical objectives describe intended outputs or
products;
(3) operational objectives describe intended
processes or
procedures.
(4) aksi yang spesifik, terukur, dalam jangka pendek
yang
diperlukan untuk membuat strategi bekerja. Sebuah
obyektif
menggambarkan siapa melakukan apa, dan kapan.

You might also like