Certified Strategy Execution Professional

(CSEP)

Need for Strategy and

P f
Performance
F
Focused
d
Organization
July 31, 2009
JW Marriott Hotel
Surabaya

Speaker :
Mr. Suwardi Luis
Managing Director
GML Performance Consulting (Asia)
Mr. Adhie Adriansyah
Management Consultant
GML Performance Consulting ( Asia )
Head Office:
Artha Gading Niaga Blok G No.19. Jl.Bulevar Artha Gading, Kelapa Gading Barat, Jakarta 14240
Phone : +62 21 4585 0861 ( Hunting ), Fax :+62 21 4585 0862 Email : gml@gmlperformance.co.id
Branch Office :
Medan, Jl.
Medan
Jl Asia Raya Blok MM No
No.7,Komp
7 Komp Asia Mega Mas,Medan
Mas Medan 20216 Indonesia
Phone :+62 61 735 2042, Fax :+62 61 732 5926 Email : gmlmedan@gmlperformance.co.id
www.gmlperformance.com

This document is strictly confidential and intended solely for the informationof the client to whom it is addressed
No part of this document may be reproduced without prior written from the client and1GML

ABOUT THE FACILITATOR

Suwardi Luis
MBA, B.of Psy (Summa Cum Laude), Univ. of Texas, Austin
Managing Director of GML Performance Consulting (Asia)
Has led various consulting projects in Singapore, Malaysia, Indonesia in:
Strategy Management
Balanced Scorecard
Business Process Reengineering
Productivity Improvements
Corporate Culture
HR Audit
Performance Management
p g more than 250 Strategy
gy Maps
p in both Public
Directed Board of Directors in developing
and Private Sectors
Active Clients include: Astra, BHP, Bank Mandiri, Bank Indonesia, BPK, CitiBank,
DBS Bank, DHL, Henkel, Heineken, Inco, Kresna Securities, Kompas-Gramedia
Group Mitsubishi,
Group,
Mitsubishi Orang Tua Group,
Group etc.
etc
2

WORKSHOP
O S O FACILITATOR
C
O
Adhie Adriansyah
Management Consultant of GML Performance Consulting,
Graduated
G d t d from
f
Economic
E
i Faculty
F
lt in
i M
Managementt Study,
St d Prof.DR.
P f DR
Moestopo University, Jakarta.
Extensive experience in Consulting Industry,
Industry for more 11 years
years,
especially for Strategic Management & Business Process Management.
Extensive experience with Productivity Improvement Project
Project, Strategic
Service Initiative project, Business Process Improvement Project,
Strategic Planning, Balanced Scorecard and Change Management

Need for Strategy and Performance

Focused Organization:
Course Agenda
Sustainable competitive advantage in the 21st Century
Principles of Strategy and Performance Focused
Organization

Journey in becoming Strategy and Performance

F
Focused
d Organization
O
i ti
Developing Mission, Vision & Value Statement

SUSTAINABLE SUCCESSFULL COMPANY

A company is sustainable only if it delivers balanced
superior
p
value to win the heart and mind of its three most
important markets i.e .: Commercial Market, Competence
Market and Capital Market.

BALANCE
People

Customer

Shareholder

The Value Enterprise, J. Donovan; R. Tully; B. Wortman.

5

WHAT DOES IT TAKE

Sustainable high performance of a company takes three
imperative processes
People Process
(Empowering and Modeling)

EXECUTION
Perspiration : 99 %

Strategy Process
(Pathfinding)
Inspiration : 1 %

Operation Process (Synchronizing)

Source : Execution. The Discipline of Getting Things Done , Larry Bossidy & Ram Charan
6

EXECUTION OF STRATEGY HAS BECOME

THE CORPORATE CHALLENGE OF OUR TIMES!
The greatest strategy is doomed if its implemented badly
Bernard Reimann

Less than 10% of strategies effectively formulated are

effectively executed
Fortune Magazine

The problem is that our ages fascination with strategy and

vision feeds the mistaken belief that developing the right
strategy
t t
will
ill enable
bl a company to
t rocket
k t pastt competitors.
tit
In
I
reality, strategy is less than half the battle. .. In the majority of
cases we estimate 70% the real problem isnt [bad
strategy]. Its bad execution.
Why CEOs Fail
Ram Charan and Geoffrey
Colvin Fortune (6/21/99)

Organizations Often Have A Gap Between Strategy & Action

Strategy Is a Step In a Continuum
MISSION
Why we exist
VALUES
Whats important to us
VISION
What we want to be
STRATEGY
Our game plan

STRATEGIC OUTCOMES
Community
CONFIDENCE

Delighted
CUSTOMERS

Efficient and Effective

PROCESSES

Motivated & Prepared

WORKFORCE

The Balanced Scorecard Is A Bridge To Close That Gap

Strategy Is a Step In a Continuum
MISSION
Why
y we exist
VALUES
Whats important to us
VISION
What we want to be
STRATEGY
Our game plan
The Balanced Scorecard
Implementation & Focus
STRATEGIC INITIATIVES
What we need to do
PERSONAL OBJECTIVES
What I need to do

STRATEGIC OUTCOMES
Satisfied
COMMUNITY

Delighted
CUSTOMERS

Efficient and Effective

PROCESSES

Motivated & Prepared

WORKFORCE

FIVE PRINCIPLES OF
STRATEGY AND PERFORMANCE FOCUSED
ORGANIZATION (SPFO)
MOBILISE CHANGE
(Direction Leadership and Accountability)
(Direction,

TRANSLATION OF
STRATEGY TO
OPERATIONS

Strong commitment from Top Mgt.

Strong leadership across
organizations in driving change.
P
Presence
off St
Strategy
t
M
Managementt Offi
Office.

Defining vision,
vision mission,
mission
strategies, targets and
strategic initiatives (Balanced
Scorecards).
Integrating strategy to
planning and budgeting.
budgeting

Strategy
Performance
Focused
O
Organization
i ti

ALIGN UNITS
TO THE
COMPANY
STRATEGY
Division vertical alignment
against company strategy.
strategy
Cross-divisional, business-support
function, horizontal
alignment.

MOTIVATE
INDIVIDUALS TO
ACHIEVE STRATEGY
Communication and training of
strategy to every level.
Linking strategy to goal and
reward setting for individuals.

MAKE STRATEGY
A GOVERNANCE
PROCESS
Regular strategic performance
review ((monthly, quarterly,
and
d annually)
ll
Organizational Learning
Corrective Action from Review
Meetings.

10

Journey in becoming Strategy and

Performance Focused
Organization

11

COURSE OUTLINE

2. Strategy Analysis
3. Strategy
gy Formulation

1. Need for SPFO

4. Destination Statement &
Strategy Mapping
g
5. Measures & Target
6. Initiative Management
7. Integrating Enterprise Risk
Management

1.
Strategy
Development

13. Strategy Review

14. Review with
QPR Automation

5.

2.

Monitor,
Learn &
Adapt

11. Operational
Improvement
Methodology
12 Effective Planning &
12.
Organizing

Strategy
Mapping
M
i

Leadership
Commitment
in Becoming
an SPFO

4.

3.

Operational
Planning
g

Organization
Alignment
g

8. Vertical & Horiontal

Alignment
9. Individual Alignment
10. Change Management

12

UNDERSTANDING
VISION MISSION &
VISION,
VALUE STATEMENT

13

John F.
F Kennedy Vision...
Vision
Kennedy first made the goal for landing a man on the moon in speaking to
a Joint Session of Congress on May 25, 1961, saying:

"First, I believe that this nation should commit itself

t achieving
to
hi i the
th goal:
l before
b f
this
thi decade
d
d is
i out,
t off
landing a man on the Moon and returning him back
safely to the earth.
earth
JFK was assasinated in 1963
Men landed on the Moon on July 20, 1969.

14

VISI DAN MISI

15

DEFINISI
DEFINI
SI

16

HUBUNGAN ANTARA VISI,

STRATEGI PERENCANAAN
STRATEGI,PERENCANAAN,
DAN ANGGARAN

17

MANFAAT VISI, MISI

DAN NILAI DASAR
Membawa orang bersama-sama ke dalam mimpi yang sama.
Mengkoordinasikan berbagai pekerjaan yang dilakukan oleh orang
yang berbeda.
b b d
Membantu setiap orang dalam mengambil keputusan.
Menjadi
M j di landasan
l d
perencanaan bisnis.
bi i
Menantang bagi yang berada di posisi mapan untuk melakukan
inovasi.
Mampu menyelaraskan perilaku yang tidak sesuai menjadi lebih
jelas.

The best way to predict the future

f
is to invent it.
Alan Kay, scientist, inventor
18

ELEMENTS OF EFFECTIVE
VISION & MISSION
STATEMENTS

19

Pernyataan
MISI Organisasi
y
g
Misi menyatakan tujuan atau alasan
keberadaan organisasi yang paling
utama secara eksplisit.
Misi menyatakan secara eksplisit atau
implisit segmen pasar pelanggan yang
disasar.
Misi menyatakan produk atau jasa
utama yang digarap.
digarap
Misi menyatakan keyakinan, asumsi,
nilai (budaya) yang dianut.
Misi dikomunikasikan terutama untuk
stakeholders eksternal (pelanggan,
supplier, dan masyarakat umum) dan
berikutnya baru ke stakeholders internal
(pemegang saham, karyawan, dan lainlain).

A 19th CENTURY US SHIPYARD MISSION

We shall build good ships.
At a profit, if we can.
At a loss, if we cannot.
But always good ships.
GENERAL MOTORS MISSION
G.M. is a multinational corporation engaged in
socially responsible operations, worldwide. It
is dedicated to provide products and services
of such quality that our customers will receive
superior value while our employees and
business partners will share in our success
and our stockholders will receive a sustained
superior return on their investment.

20

21

Pernyataan VISI Organisasi

Keberhasilan masa depan yang diinginkan.
Fokusnya adalah jangka panjang.
Merupakan inisiatif pendirinya, CEO,
pemimpin, namun mempunyai dukungan
dari semua karyawan.
Sebagai tanggapan dari evaluasi mereka
terhadap ancaman dan peluang.

Disneys VISION:
Creating a place where people
can feel like kids again.

Hal tersebut berdasarkan kepada

keinginan/mimpi pribadi, kemampuan, sifat
pribadi, nilai-nilai
nilai nilai yang dianut, serta
sumberdaya.
Dikomunikasikan khususnya kepada
stakeholder internal (karyawan dan
shareholders).
Susah dirubah (10, 20, bahkan 50 tahun).

Coca-Colas VISION:
A Coca-Cola within arms reach
of everyone in the world.

22

VisidanMisi
O
OrganisasiNonProfit
i i N P fi
BILOXI AIDS SERVICE ORGANIZATION
VISI
Tujuan
Tujuan akhir kami adalah menciptakan dunia tanpa HIV/AIDS
HIV/AIDS

MISI
Misi dari AIDS Service Organization adalah membantu orang
yang terkena atau merasakan dampak dari HIV/AIDS dengan
memastikan
tik terpenuhinya
t
hi
dukungan
d k
nutrisi
t i i dan
d kesehatan
k
h t
untuk meningkatkan kualitas hidup mereka.

23

Avoid benefits to shareholders (embedded in mission)

Adapted from: Leading Change, John P. Kotter

24

Slogan atau Misi?

Slogan adalah seperti di bawah ini:

We are customer obsessed.

All students can learns; all students can achieve,
always.
Slogan seperti di atas fokus untuk memberi perhatian, tidak
mengkomunikasikan
k
ik ik alasan
l
keberadaan
k b
d
suatu
t organisasi.
i
i
Mengapa organisasi tersebut terobsesi kepada pelanggan?
Slogan tidak memiliki kekuatan jangka panjang seperti Misi.
Misi
25

PERNYATAAN DESTINASI

Adalah suatu snapshot dari apa yang diharapkan dalam

Visi dan Misi untuk jangka waktu 3-5 tahun.
Merupakan suatu perjalanan untuk mencapai Visi.
Pernyataan harus tangible dan nyata.
g market share
Beberapa elemen adalah angka nyata (e
(e.g.
share, sales)
sedangkan yang lainnya dapat dijelaskan secara deskriptif.

Adapted from 2CG Conference, 2004

26

BUDAYA, NORMA, DAN NILAI

Tujuan pembuatan kalimat

Pernyataan Nilai Dasar
sebenarnya adalah untuk
menormakan keyakinan
yang harus dipegang dan
dil k k oleh
dilakukan
l h semua karyawan
k

Beda Norma dan NIlai:

9

Norma: - hal-hal yang menurut hukum boleh atau tidak boleh dilakukan
dilakukan.
- bersifat formal dan tertulis.

Nilai:

- cermin dari kepribadian, keyakinan seseorang yang berkaitan

dengan hal-hal yang boleh dan tidak boleh dilakukan.
- tidak bersifat formal dan tidak tertulis
27

BCAFinancesValueStatements

28

KERANGKA VISI, MISI, DAN

PERNYATAAN NILAI DASAR

29

STEP BY STEP IN DEVELOPING

VISION
MISSION and VALUE

30

LANGKAH LANGKAH DALAM

MENYUSUN VISI, MISI, DAN NILAI DASAR
Melakukan wawancara dan mendokumentasikan
harapan utama dari stakeholder Anda

Mengidentifikasi poin utama dan frase kunci dari interview

yang perlu dimasukkan ke dalam Visi, Misi, dan Nilai-nilai
Nilai nilai Anda

2
3

Melakukan kuesioner pemetaan nilai atau urutan prioritas

Mengembangkan rancangan pertama Visi, Misi, Pernyataan
Destinasi dan Nilai-nilai, serta penjelasan spesifik masing-masing

Mengadakan workshop dengan Tim Manajemen Utama & Senior

untuk memeriksa kembali dan menyesuaikan rancangan VMV

5
6

Merencanakan dan mengimplementasikan

rencana komunikasi VMV
31

ConductInterviewsandRecord
ExpectationsofYourCustomers
Stakeholders Coverage in Vision and Mission
Shareholders

Management

Karyawan

Mitra Usaha

Pelanggan:
Family &
Corporate

Masyarakat
y
STEP1

32

ConductInterviewsandRecordExpectations of
Your Customers
YourCustomers

STEP1

33

Mengidentifikasi poin utama & frase kunci

dari interview yang perlu Dimasukkan ke dalam VMV
STEP 2
STEP2

34

STEP3

35

STEP3

36

STEP3

37

FirstdraftVisionMissionDestination
andValuestate
and Val e stat
andValuestat
state
ements and
andtheirspecificdescriptions
their specific descriptions

By end of 2009,
we will achieve the following:
Total integrated sales of: USD xx
No. 1 Market share leader in Indonesia
Profitable operations in Singapore, Malaysia, and
3 other select countries

OUR VISION AND MISSION:

To become the leading family and
business security-service provider in
A i b
Asia
by providing
idi fi
firstt class
l
services
i
to our customers through our first
class, motivated team in order to
deliver first class return of investment
to our shareholders.

Customer Satisfaction Index higher than

competitors in all aspects
Deduction rate of less than USD XX per customer
Full implementation of:
Performance Management and Reward
systems for all employees
World
World-class
class people development
development, career and
succession planning
Positive EVA

STEP4
38

Leading family and business security-service provider PT. Sekurindo

memutuskan hanya akan berfokus pada produk security related, dan tiak akan masuk
ke bisnis lain di luar core competence mereka.
in Asia Sejalan dengan akan berakhirnya beberapa kontrak besar di tahun 2009,
PT. Sekurindo perlu siap untuk mendiversifikasi usaha mereka untuk mempertahankan
pertumbuhan dengan memasuki pasar regional.
first class services to our customers PT. Sekurindo menyadari bahwa mereka
harus meningkatkan pelayanan kepada pelanggan mereka kalau ingin mempertahankan
pelanggan tersebut seiring dengan pertumbuhan persaingan dan berkurangnya jaringan
dengan penguasa. Pelayanan yang baik juga dapat mengurangi biaya terkait dengan
penalti yang cukup tinggi dari pelanggan.
motivated team PT. Sekurindo percaya bahwa pelayanan yang baik kepada
pelanggan tidak akan mungkin tercapai secara berkesinambungan tanpa karyawan yang
termotivasi.
first

f
class return off investment to our shareholders Dengan segala tantangan
yang ada, PT. Sekurindo berkomitmen untuk mengembalikan investasi yang tinggi
kepada pemegang saham.

39

Melakukan workshop bersama Top and Senior Management Team

untuk me-review dan finetune Format Visi,
Visi Misi,
Misi dan Nilai Dasar

STEP5

Usulan Agenda workshop(1.5 hari or 12,5 jam):

p dan definisi dari visi,, misi,, dan nilai (60
( menit))
Memahami konsep
Analisa Harapan Stakeholder (60 menit)
Draf Visi, Misi, Nilai Dasar (30 menit)
Diskusi Bag I, Perbaikan dan penyelarasan persepsi VMV: dibagi ke dalam
kelompok-kelompok
kelompok
kelompok terdiri dari 4
4-5
5 orang
- Group Critique (90 menit)
- Presentasi dari setiap kelompok (60 menit)
- Konsolidasi Visi, Misi, dan Nilai Dasar (90 menit)
Diskusi Bag II,
II Mendefinisikan Indikator Nilai Perilaku: dibagi ke dalam kelompok
kelompokkelompok terdiri dari 4-5 orang
- Diskusi kelompok (60 menit)
- Presentasi dari setiap kelompok (60 menit)
- Diskusi
Di k i penyamaan persepsii dan
d penyelarasan
l
(60 menit)
it)
Diskusi Bag III, Membangun rencana mengkomunikasikan VM dan Nilai Dasar:
dibagi ke dalam kelompok-kelompok terdiri dari 4-5 orang
- Diskusi kelompok (60 menit)
- Presentasi dari setiap kelompok (60 menit))
- Diskusi dan penyelarasan persepsi (30 menit)
Menyusun action plan dan mempersiapkan komunikasi (30 menit)
Note: Macam-macam simulasi dan permainan dapat ditambahkan untuk menciptakan suasana
yang menyenangkan serta kreatif selama workshop berlangsung.
40

NOW WHAT...
HOW DO YOU IMPLEMENT
VISION AND MISSION?

41

APAKAH ANDA MEMILIKI MASALAH

SEPERTI INI???

42

EXECUTION OF STRATEGY HAS BECOME

THE CORPORATE CHALLENGE OF OUR TIMES!
The greatest vision and strategy is doomed if its implemented badly.
Bernard Reimann

Less than 10% of strategies effectively formulated are effectively

executed
Fortune
Magazine

The problem is that our ages fascination with strategy and vision feeds
the mistaken belief that developing the right strategy will enable a
company to rocket past competitors. In reality, strategy is less than half
the battle. .. In the majority of cases we estimate 70% the real problem
isnt [bad strategy]. Its bad execution.
Why CEOs Fail
Ram Charan and Geoffrey
Colvin
Fortune (6/21/99)
43

44

MEDIA KOMUNIKASI

45

SAMPLE OF COMMUNICATION TOOLS:

Awareness Level

Make screen saver program in each

personal computer
Socialization through internal portal
Make equipment office like as pen or
anything else to remember Corp Vision,
Mission, Strategy
Make Sticker, banner or poster
T-Shirt
Shirt with Corp Vision,
Vision Mission
Mission,
Make T
Strategy (VMS)
Insert Corp VMS in agenda, calendar or
block note
Set
S meeting to socialize VMS
S directly to
employee
Design mascot as figure to describe VMS

46

SAMPLE OF COMMUNICATION TOOLS:

K
Knowledge
l d Level
L
l

Design training to communicate VMS

Evaluate after training and make feedback
Make video to describe VMS using real
employee as actors
Ceremonial launch of VMS

47

SAMPLE OF COMMUNICATION TOOLS:

B h i Level
Behavior
L
l

C
Cascade
d allll VMS tto iindividual
di id l objectives
bj ti
through training
Demand departmental reviews on periodic
basis
Audit the departmental VMS cascading
Link individual objective achievement to
performance appraisal and rewards

48

Remember 5 Cs in your
communication be: Continuous
communication,
(Terus menerus), Consistent
(Konsisten) Clear (Jelas)
(Konsisten),
(Jelas),
Constructive (Bertujuan
membangun bukan untuk
membangun,
menjatuhkan), and Candid (Jujur)

49

A reall decision
d i i is
i measured
d by
b
the fact that youve taken a new
action. If there
theres
s no action, you
havent truly decided.

Tony Robbins

50

51