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KEPEMIMPINANSTRATEGIS DALAM PERUMUSAN DAN IMPLEMENTASI STRATEGI

1Tanhana Dharmma Mangrva

Tiada Kebenaran Yang Mendua

JELAJAH NUSANTARA

MAYJEN TNI (Purn) Dr. Ir. ARIEF RACHMAN MM, MBA.

Tanhana Dharmma Mangrva

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LINGKUP BAHASAN

1. PENGERTIAN STRATEGI

2. FORMULASI DARI STRATEGI

3. IMPLEMENTASI DARI STRATEGI

4. PERAN KEPEMIMPINAN STRATEGIS DALAM FORMULASI DAN IMPLEMENTASI STRATEGI

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APAKAH MEREKA TERMASUKPEMIMPIN-PEMIMPIN STRATEGI?

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DEFINITION OF STRATEGY

• STRATEGY (FROM GREEK ΣΤΡΑΤΗΓΊΑ STRATĒGIA, "ART OF TROOPLEADER; OFFICE OF GENERAL, COMMAND, GENERALSHIP") IS A HIGHLEVEL PLAN TO ACHIEVE ONE OR MORE GOALS UNDER CONDITIONS OFUNCERTAINTY.

• HENRY MINTZBERG: "A PATTERN IN A STREAM OF DECISIONS“; TOCONTRAST WITH A VIEW OF STRATEGY AS PLANNING.

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DEFINITION (cont)

• CLAUSEWITZ: “STRATEGY IS THE USE OF THE ENGAGEMENT FOR THE PURPOSE OF THE WAR. THE STRATEGIST MUST THEREFORE DEFINE AN AIM FOR THE ENTIRE OPERATIONAL SIDE OF THE WAR THAT WILL BE IN ACCORDANCE WITH ITS PURPOSE”.

• ANTOINE HENRI JOMINI: “STRATEGY IS THE ART OF MAKING WAR UPON THE MAP, AND COMPREHENDS THE WHOLE THEATER OF WAR”.

• BASIL H. LIDDELL HART: “THE ART OF DISTRIBUTING AND APPLYING MILITARY MEANS TO FULFILL THE ENDS OF POLICY.”

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Sun Tzu, The Art of War

“BRAVERY WITHOUT FORETHOUGHT, CAUSES A MANTO FIGHT BLINDLY AND DESPERATELY LIKE A MADBULL. SUCH AN OPPONENT, MUST NOT BE ENCOUNTEREDWITH BRUTE FORCE, BUT MAY BE LURED INTO AN AMBUSHAND SLAIN.”

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THE ART OF WAR

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DOKTRIN TNI, TRI DHARMA EKA KARMAVISI, KEMAMPUAN UTK MELIHAT PADA INTI PERSOALAN, PANDANGAN

ATAU WAWASAN KE DEPAN (SELURUH RAKYAT MEMPUNYAIPANDANGAN/WAWASAN YG SAMA MENGENAI PERJUANGAN BANGSA),KEMAMPUAN UTK MERASAKAN SESUATU YG TIDAK TAMPAK MELALUIKEHALUSAN JIWA DAN KETAJAMAN PENGLIHATAN, APA YAG TAMPAK DLMHAYALAN, PENGLIHATAN DAN PENGAMATAN.

MISI, TUGAS YG DIRASAKAN ORANG SBG SUATU KEWAJIBAN UTKMELAKUKANNYA DEMI AGAMA, IDEOLOGI, PATRIOTISME DSB.

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SEBELAS AZAS KEPEMIMPINAN TNI

HAKIKAT TNI, TUJUAN PERJUANGAN TNI, JATI DIRI, KARAKTER

TNI, KODE ETIK PERWIRA DAN PRINSIP’S KEPEMIMPINAN TNI.

HAKIKAT TNI, “TENTARA AKAN HIDUP SAMPAI AKHIR ZAMAN,

TENTARA AKAN TMBUL DAN TENGGELAM BERSAMA’S

NEGARA, PB JENDERAL SOEDIRMAN”.

DOKTRIN TENTARA NASIONAL INDONESIA“TRI DHARMA EKA KARMA”

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TUJUAN PERJUANGAN TNI, “TENTARA HANYA MEMPUNYAI

KEWAJIBAN SATU, IALAH MEMPERTAHANKAN KEDAULATAN

NEGARA DAN MENJAGA KESELAMATANNYA, SUDAH CUKUP

KALAU TENTARA TEGUH MEMEGANG KEWAJIBAN INI... PB

JENDERAL SOEDIRMAN”.

JATI DIRI TNI. TENTARA RAKYAT, TENTARA PEJUANG, TENTARA

NASIONAL DAN TENTARA PROFESIONAL.

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KODE ETIK PERWIRA, “BUDHI BAKTI WIRA UTAMA”, BUDHI

IALAH BERKETUHANAN YG MAHA ESA, MEMBELA KEENARAN DAN

KEADILAN DAN MEMILIKI SIFAT KESEDERHANAAN. BAKTI IALAH

MENDUKUNG CITA’S NASIONAL, WIRA MEMEGANG TEGUH

KESETIAAN DAN KETAAN DAN UTAMA ADALAH PENEGAK

PERSAUDARAAN DAN PERI KEMANUSIAAN.

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PRINSIP’S KEPEMIMPINAN TNI, “PEMIMPIN YG

BERKARAKTER, PUNYA HATI DALAM TUGAS DAN TUGAS DI

DALAM HATI, SEHINGGA SENANTIASA MAMPU MENGATASI DAN

MENGENDALIKAN KONFLIK YG TIMBUL”

(JENDERAL TNI M. YUSUF)

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PERANG RAKYAT SEMESTA

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PERANG RAKYAT SEMESTA KERANGKA PERANG RAKYAT SEMESTA DIWUJUDKAN DLM PERANG

GERILYA DGN PERLAWANAN BERSENJATA & TDK BERSENJATA, SEBAGAI

SATU KESATUAN PEJUANG.

PERANG GERILYA DGN PERLAWANAN FISIK SENJATA DILAKSANAKAN

OLEH PERTAHANAN MILITER SBG INTI KEKUATAN & DISELENGGARAKAN

DLM UNIT’S PERLAWANAN DLM SATUAN KECIL & TERBESAR, UTK

MENGURAS KEKUATAN LAWAN SAMPAI AKHIRNYA DPT MELANCARKAN

SERANGAN YG MENENTUKAN UTK MENGHANCURKAN & MENGUSIR

LAWAN DR BUMI INDONESIA.

PERLAWANAN TDK BERSENJATA ADL BENTUK PERLAWANAN YG

DILAKSANAKAN DGN MENDAYAGUNAKAN FAKTOR’S DIPLOMASI, POLITIK,

EKONOMI, SOSBUD, AGAMA, ILPENGTEK & INFORMASI.

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STUDI KASUS PERANG DUNIA II• PERANG DUNIA II DIKENAL SBG PERANG GLOBAL YG PALING DAHSYAT

YG PERNAH TERJADI, BERPUSAT DI EROPA & ASIA, DIMULAI TGL 1 SEP 1939– 14 AGU 1945. SEBENARNYA SUDAH DIMULAI SEJAK JEPANG MENDUDUKIMANCHURIA PADA TGL 1 MARET 1937. DIIKUTI PENDUDUKAN JERMAN DIPOLANDIA TGL 1 SEP 1939. KORBAN LEBIH DARI 50 JUTA KOMBATANMAUPUN WARGA SIPIL TEWAS SBG AKIBAT PERANG.

• PERANG INI MRPK PEPERANGAN YG PALING MEMATIKAN DLM SEJARAH.

• PERANG INI MRPK PEMBUKA JALAN BAGI PERUBAHAN POLITIK BESAR,TERMASUK REVOLUSI DI BYK NEGARA.

• DISKUSIKAN DI ANTARA SISWA APA PENYEBAB PERANGDUNIA II ?

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MAJOR CAUSES OF WORLD WAR II

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MAJOR CAUSES OF WORLD WAR II

• JERMAN MELANCARKAN SERANGAN KE PERANCIS, BELANDA, BELGIADAN LUXEMBURG PD 10 MEI 1940.

• BERSAMAAN INGGRIS MENDUDUKI DENMARK & ISLANDIA DIGREENLAND & FAROES UTK MENDAHULUI INVASI JERMAN.

• JERMAN MENGGUNAKAN STRATEGI BLITZKRIEG 1939-1941.

• TINGKAT KORBAN DIPERBURUK OLEH PENGGUNAAN TEKNOLOGI &KECANGGIHAN INDUSTRI PERANG.

• PERANG DIAKHIRI PD TGL 15 AGU 1945 DGN MENYERAHNYA JEPANG PDAMERIKA.

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PENYERANG UDARA JERMAN

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STRATEGIC LEADERSHIP

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STRATEGI PERANG MONGOL

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PREMISE OF A THEORY OF STRATEGY

1. STRATEGY IS PROACTIVE AND ANTICIPATORY.

2. THE STRATEGIST MUST KNOW WHAT IS TO BE ACCOMPLISHED.

3. THE STRATEGY MUST IDENTIFY AN APPROPRIATE BALANCEAMONG THE OBJECTIVES SOUGHT, THE METHODS TO PURSUE THE OBJECTIVES, AND THE RESOURCES AVAILABLE.

4. POLITICAL PURPOSE MUST DOMINATE ALL STRATEGY.

5. STRATEGY IS HIERARCHICAL.

6. STRATEGY IS COMPREHENSIVE.

7. SOME RISK IS INHERENT TO ALL STRATEGY.

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LEVELS OF STRATEGY WITHIN A STATE(US ARMY WAR COLLEGE)

1. NATIONAL SECURITY STRATEGY (ALSO REFERRED TO ASGRAND STRATEGY AND NATIONAL STRATEGY).

2. NATIONAL MILITARY STRATEGY.

3. THEATER STRATEGY.

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STRATEGY IS COMPREHENSIVE• THE WHOLE STRATEGIC ENVIRONMENT MUST BE CONSIDERED.

• EACH ASPECT-OBJECTIVES, CONCEPTS, & RESOURCES-MUST BE RECOGNIZED.

• STRATEGIST MUST HAVE A COMPREHENSIVE KNOWLEDGE OF WHAT ELSE ISHAPPENING .

• THE STRATEGIST’S EFFORTS MUST BE INTEGRATED FULLY WITH THESTRATEGIES OR EFFORTS OF SENIOR, CO-EQUAL & SUBORDINATE ELEMENTS.

• STRATEGISTS MUST THINK HOLISTICALLY.

• GOOD STRATEGY IS NEVER DEVELOPED IN ISOLATION.

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EXTERNAL ENVIRONMENT

NATIONAL INTERESTS

NATIONAL SECURITY STRATEGY

NATIONAL MILITARY STRATEGY

THEATER STRATEGY

COMPREHENSIVENESS OF STRATEGY

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The Lykke Model

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PERTANYAAN 1 UNTUK DISKUSIMENURUT PENDAPAT SAUDARA, MENGAPA KITA PERLU

BELAJAR STRATEGI ? APA HUBUNGANNYA DENGAN STRATEGICLEADERSHIP ?

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LEADERSHIP STRATEGIES

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PREMISE OF A THEORY OF STRATEGY

1. STRATEGY IS PROACTIVE AND ANTICIPATORY.

2. THE STRATEGIST MUST KNOW WHAT IS TO BE ACCOMPLISHED.

3. THE STRATEGY MUST IDENTIFY AN APPROPRIATE BALANCEAMONG THE OBJECTIVES SOUGHT, THE METHODS TO PURSUE THE OBJECTIVES, AND THE RESOURCES AVAILABLE.

4. POLITICAL PURPOSE MUST DOMINATE ALL STRATEGY.

5. STRATEGY IS HIERARCHICAL.

6. STRATEGY IS COMPREHENSIVE.

7. SOME RISK IS INHERENT TO ALL STRATEGY.

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STRATEGY FORMULATION• BASICALLY STRATEGY FORMULATION MEANS IS TO PROVIDE ROAD

MAP AND THIS ROAD MAP SHOULD BE CLEAR AND FOCUSED.

• STRATEGY PROCESS RELATES WITH THE VISION.

• STRATEGY PROVIDES A CLEAR SET OF VALUES FOR THEORGANIZATION.

• VALUES DEMONSTRATE THE BEHAVIOR OF THE ORGANIZATIONAND LEAD THE ORGANIZATION TOWARDS RIGHT.

• BOTH VISION AND STRATEGIES SHOULD REFLECT THESE VALUES.

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STRATEGIC MANAGEMENT PROCESS

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STRATEGY FORMULATION• THE PROCESS OF DEVELOPING LONG-RANGE PLANS TO DEAL

EFFECTIVELY WITH ENVIRONMENTAL OPPORTUNITIES AND THREATSIN LIGHT OF THE ORGANIZATION STRENGTHS AND WEAKNESSES

• COMPOSED OF:• VISION/ MISSION• OBJECTIVES• STRATEGIES• POLICIES

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STRATEGY FORMULATION PROCESS

• A GROUP OF EXECUTIVES SOLVES A COMPLEX PROBLEM WHICHCONCERNS THE WHOLE ORGANIZATION AND ITS LONG-RANGE BEHAVIORTOWARDS SEVERAL ENVIRONMENTAL SECTORS.

• THE MEMBERS OF THE GROUP MUST INTEGRATE THEIR DIFFERENTVIEWS IN ORDER TO DEVELOP A COMMON FRAME OF REFERENCE.

• STRATEGY FORMULATION PROCESS COULD BE SEPARATED INTO THREEPHASES:

1. ORIENTATION PHASE

2. EVALUATION PHASE

3. CONTROL PHASE.

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THE ORIENTATION PHASE• VIEWS AND OPINIONS OF GROUP MEMBERS ARE INTEGRATED.

• GROUP MEMBERS MUST RECOGNIZE AND COME TO TERMS WITH THE VARIETY OF COGNITIVE AND EMOTIONAL ELEMENTS IN THEIR GROUP.

• OPEN EXPRESSION OF FEELINGS, BELIEFS AND KNOWLEDGE.

• THE PROCESS OF DEVELOPING A COMMON FRAME OF REFERENCESHOULD INDUCE GROUP MEMBERS TO SEEK ADDITIONAL INFORMATION.

• THE PHASE CONTAINS BOTH INTEGRATION BETWEEN THE GROUP MEMBERS, AND AN ORIENTATION TOWARDS THE ENVIRONMENT OF THE GROUP.

• TWO MAJOR ACTIVITIES MUST TAKE PLACE: INFORMATION-SEEKING AND INTEGRATION OF INFORMATION.

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THE EVALUATION PHASE• THE EMPHASIS SHIFTS FROM CONFRONTATION AND THE INTEGRATION OF

INFORMATION TO EVALUATION OF ALTERNATIVE COURSES OF ACTION.

• THIS PHASE SHOULD IMPLY A CRITICAL ANALYSIS OF THE PRESENTEXCHANGE PROCESSES BETWEEN THE ORGANIZATION AND ITSENVIRONMENT.

• THE MAIN TASK IS CRITICAL ANALYSIS, WHICH INVOLVES STEPS OFINFORMATION-SEEKING AND INFORMATION-INTEGRATION.

• THE INFORMATION-SEEKING IS DIRECTED TO THE ENVIRONMENT OF THEGROUP.

• THE INTEGRATION OF INFORMATION IN THIS PHASE IS MORE OF ASTRIVING FOR COMPROMISE.

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THE CONTROL PHASE• CHECK THE QUALITY OF THE PROBLEM SOLUTION.

• THE GROUP'S CONTROL OF THE PRODUCT (THE WRITTEN STRATEGYDOCUMENT) THAT THEY ARE TO HAND OVER TO THE ORGANIZATION.

• THE GROUP MUST SOUND OUT REACTIONS TO THEIR DOCUMENT.

• THE GROUP MUST BE ABLE TO GATHER FEEDBACK INFORMATION FROMVITAL AREAS.

• THE VITAL PROCESSES IN THE CONTROL PHASE CAN BE EXPRESSED IN TERMSOF INFORMATION-SEEKING AND INFORMATION-INTEGRATION.

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THE STRATEGY FORMULATION PROCESS

ORIENTATION

EVALUATION

Choice of Alternative

CONTROL

Written Document

OUTPUT

INFORMATIONSEEKING

INFORMATIONINTEGRATION

PROCESSES

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EXAMPLES OF STRATEGIC STATEMENTS• GOVERNMENT – MINNESOTA DEPARTMENT OF CORRECTIONS: "TO

REDUCE RISK BY PROVIDING A SAFE, SECURE, AND HUMANE ENVIRONMENTFOR STAFF AND OFFENDERS.

PROGRAMS AND SERVICES WILL BE OFFERED TO OFFENDERS TOINCREASE THEIR CHANCES OF SUCCESSFUL REENTRY INTO THE COMMUNITYWHICH CONTRIBUTES TO ENHANCED PUBLIC SAFETY AND PROVIDEOPPORTUNITIES FOR VICTIM AND COMMUNITY RESTORATION.

OVERALL, SUCCESSFUL OFFENDER REENTRY WILL REDUCE RECIDIVISM,FUTURE VICTIMIZATION, AND IMPROVE THE LIVES OF VICTIMS ANDOFFENDERS.“

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EXAMPLES OF STRATEGIC STATEMENTS• FOR PROFIT – COURTYARD BY MARRIOTT: "TO PROVIDE ECONOMY

AND QUALITY MINDED TRAVELERS WITH A MODERATE PRICED LODGINGFACILITY WHICH IS CONSISTENTLY PERCEIVED AS CLEAN, COMFORTABLE,WELL-MAINTAINED AND ATTRACTIVE, STAFFED BY FRIENDLY, ATTENTIVEAND EFFICIENT PEOPLE."

DWIKORA

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PERTANYAAN 2 UNTUK DISKUSIMENURUT PENGALAMAN SAUDARA, SEBUTKAN

SALAH SATU STRATEGIC STATEMENT/STRATEGY YANGPERNAH ANDA LIHAT/KENAL ?

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STRATEGY IMPLEMENTATIONTHE PROCESS OF PUTTING STRATEGIES AND POLICIES INTO

ACTION THROUGH THE DEVELOPMENT OF

• PROGRAMS

• BUDGETS

• PROCEDURES

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STRATEGY IMPLEMENTATION• FOR THE PAST TWO DECADES, STRATEGY FORMULATION HAS

BEEN WIDELY REGARDED AS THE MOST IMPORTANT COMPONENT OFTHE STRATEGIC MANAGEMENT PROCESS – MORE IMPORTANT THANSTRATEGY IMPLEMENTATION OR STRATEGIC CONTROL.

• RECENT RESEARCH INDICATES THAT STRATEGY IMPLEMENTATION,IS A KEY REQUIREMENT FOR SUPERIOR BUSINESS PERFORMANCE

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STRATEGY IMPLEMENTATION (cont)

• STRATEGIC LEADERSHIP, IS ONE OF THE KEY DRIVERS OF EFFECTIVESTRATEGY IMPLEMENTATION.

• A LACK OF STRATEGIC LEADERSHIP HAS BEEN IDENTIFIED AS ONE OFTHE MAJOR BARRIERS TO EFFECTIVE STRATEGY IMPLEMENTATION.

• STRATEGIC LEADERSHIP IS ABILITY TO ANTICIPATE, ENVISION, ANDMAINTAIN FLEXIBILITY.

• STRATEGIC LEADERSHIP REQUIRES THE ABILITY TO ACCOMMODATEAND INTEGRATE BOTH THE INTERNAL AND EXTERNAL BUSINESSENVIRONMENT.

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ROLES OF STRATEGIC LEADERSHIP IN STRATEGY IMPLEMENTATION

• DETERMINING STRATEGIC DIRECTION

• ESTABLISHING BALANCED ORGANISATIONAL CONTROLS

• EFFECTIVELY MANAGING THE ORGANISATION’S RESOURCEPORTFOLIO

• SUSTAINING AN EFFECTIVE ORGANISATIONAL CULTURE

• EMPHASISING ETHICAL PRACTICES.

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LEADERSHIP, STRATEGY IMPLEMENTATION

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ROLE OF STRATEGIC LEADERSHIP IN STRATEGY IMPLEMENTATION

STRATEGIC LEADERSHIP

EFFECTIVELY MANAGING THE ORGANISATION’S

RESOURCE PORTFOLIO

SUSTAINING AN EFFECTIVE

ORGANIZATIONAL CULTURE

EFFECTIVE STRATEGY

IMPLEMENTATION

EMPHASIZING ETHICAL

PRACTICES

STRATEGIC DIRECTION

ESTABLISHING BALANCED

ORGANIZATIONAL CONTROLS

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SOME FINDINGS IN STRATEGY IMPLEMENTATION

• A POOR UNDERSTANDING OF THE STRATEGY BY THE WORKFORCEAND INEFFECTIVE COMMUNICATION OF THE STRATEGY TO THEWORKFORCE ARE THE MOST IMPORTANT BARRIERS TO EFFECTIVESTRATEGY IMPLEMENTATION.

• STRATEGIC LEADERSHIP IS PERCEIVED AS THE MOST IMPORTANTDRIVER OF STRATEGY IMPLEMENTATION.

• STRATEGIC LEADERSHIP ACTIONS TO POSITIVELY CONTRIBUTE TOEFFECTIVE STRATEGY IMPLEMENTATION IN THEIR ORGANISATIONS.

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TRIKORA

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PERTANYAAN 3 UNTUK DISKUSIMENURUT PENDAPAT SAUDARA, APAKAH BENAR BAHWA

IMPLEMENTASI DARI SUATU STRATEGI LEBIH SULIT DIBANDINGKANDENGAN MEMFORMULASIKAN SUATU STRATEGI?

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ROLE OF LEADERSHIP IN STRATEGY FORMULATION AND IMPLEMENTATION

1. INNOVATOR

2. CARE TAKER

3. ANALYST

4. ORGANIZER

5. GUIDE

6. MOTIVATOR

7. DEVELOPER

8. DEBTOR

9. CHANGE ENABLER/ CHANGE DRIVER

10. DECISION MAKER

11. COLLABORATOR/ ALLY/ ALIGNER

12. RISK ANALYST

13. EVALUATOR

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INNOVATOR• ENSURE INNOVATION WITHIN WHOLE ORGANIZATION IS THE KEY

TASK OF LEADERSHIP.

• IT IS THE DUTY OF LEADERSHIP TO BRING INNOVATION IN THESTRATEGIC MANAGEMENT PROCESS, FROM STRATEGIC THINKING TOPERFORMANCE EVALUATION TO ENSURE COMPETITIVE EDGE.

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CARE TAKER• LEADER SHOULD BE ABLE TO LOOK AFTER THE WHOLE

ORGANIZATION.

• LEADER SHOULD CARE ABOUT EVERY ASPECT THAT CAN ENSURETHE EFFECTIVENESS IN THE ORGANIZATION.

• IT SHOULD CAREFULLY DEVELOP AND EXECUTE STRATEGIESBECAUSE STRATEGIES ARE THE STAIRWAY TOWARDS THE VISION ANDMISSION.

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ANALYST• IN THE STRATEGIC MANAGEMENT PROCESS IT IS THE

RESPONSIBILITY OF LEADER TO ANALYZE THE SITUATION TO FINDTHE GAP BETWEEN CURRENT AND DESIRED STATE.

• FURTHER IT IS THE DUTY OF LEADER TO FORMULATE THE PLANSTO OVERCOME THE GAPS ACCORDING TO THE REQUIREMENT OFSITUATION.

• STRATEGIES BASED AT THE ANALYSIS OF LEADERS SO WE CAN SAYTHAT AN IMPORTANT TASK OF LEADERSHIP IS TO SCAN THEORGANIZATION’S ENVIRONMENT CAREFULLY.

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ORGANIZER• IT IS THE BASIC FUNCTION OF LEADERSHIP TO ORGANIZE OR

STREAMLINE THE WHOLE ORGANIZATION’S WORKING ESPECIALLYTHE PLANNING AND EXECUTING OF STRATEGIES.

• BECAUSE ONCE THEY ORGANIZE THE SYSTEM THE CHANGEMANAGEMENT IS NO MORE DIFFICULT.

• LEADERS CANNOT LEAD EFFICIENTLY TILL THEY CAN’T ORGANIZE.

• LEADER SHOULD WORK AS A CONTROLLER.

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GUIDE• LEADERS ARE RESPONSIBLE TO PROVIDE STRATEGIC DIRECTION TO

THE ORGANIZATION.

• THEY SHOW THE WAY TO FOLLOWERS AND TELLS THEM WHAT TO DOAND HOW TO DO.

• IT PROVIDES THE GUIDE LINES TO ACHIEVE THE STRATEGIC VISION,AND WORK AS A ROLE MODEL FOR OTHERS.

• IT FINDS THE WAY FOR OTHERS TO MOVE TOWARDS STRATEGIC MGT.

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STRATEGIST• IT IS THE VISION OF THE LEADER THAT PROVIDES THE PURPOSE

OF EXISTENCE TO ORGANIZATION.

• IT IS THE LEADERSHIP THAT ENABLES THE ORGANIZATION TOACHIEVE ITS GOALS BY FORMULATING AND IMPLEMENTING THEEFFECTIVE STRATEGIES.

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MOTIVATOR• STRATEGIES ARE NOTHING IF THEY CAN’T GET IMPLEMENTED

EFFICIENTLY.

• AND IT IS THE RESPONSIBILITY OF LEADERSHIP TO MOTIVATE THESUBORDINATES TO UNDERSTAND THE NEED OF STRATEGIC CHANGEAND MAKE IT POSSIBLE TO ACHIEVE THE DESIRED STATE, BECAUSEWITHOUT MOTIVATION PEOPLE’S INVOLVEMENT IS LESS EFFECTIVE.

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DEVELOPER• LEADERS PLAY AN IMPORTANT ROLE TO DEVELOP THE STRUCTURE OR CULTURE

OF THE ORGANIZATION.

• IT IS THE KEY ROLE OF LEADER TO DEVELOP A CULTURE IN THE ORGANIZATIONTHAT MATCHES WITH THE ORGANIZATIONS OBJECTIVES.

• AS WE KNOW HUMAN RESOURCE IS THE MOST IMPORTANT ASSET OFORGANIZATION SO LEADERSHIP IS RESPONSIBLE TO MAKE A TEAM OF KEY PLAYERSTHAT HELPS TO IMPLEMENT THE STRATEGIES.

• FURTHER IT IS THE RESPONSIBILITY OF LEADERSHIP TO PROVIDE THE REQUIREDRESOURCES TO BE CAPABLE AS PER NEED. COMPETITIVE STRATEGIES ARE PURELYBASED AT CAPABILITIES OF LEADERSHIP.

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CHANGE ENABLER/ CHANGE DRIVER

• THE BASIC ROLE OF LEADERSHIP IS TO FACILITATE THE STRATEGIC CHANGEPROCESS IN THE ORGANIZATION.

• LEADERS MUST CREATE THE ENVIRONMENT THAT IS FEASIBLE TO CHANGE.

• LEADERS IDENTIFY THE NEED OF CHANGE THEN ESTABLISH THE CULTURE ANDFORMULATE STRATEGIES FOR CHANGE MANAGEMENT.

• PROCESS OF CHANGE MANAGEMENT IS WORTHLESS WITHOUT THEINVOLVEMENT OF LEADERSHIP BECAUSE LEADERS ARE CONSIDERED AS CHANGEAGENTS.

• THE LEADERS WHO SUCCESSFULLY IMPLEMENT THE CHANGE ARE CALLED THESTRATEGIC CHANGE CHAMPIONS.

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DECISION MAKER• LEADERS MAKE DECISIONS THAT HELP TO ACHIEVE VISION SO THE MOST

IMPORTANT ROLE OF LEADERSHIP IS TO MAKE DECISIONS.

• LEADERS ARE RESPONSIBLE FOR PROPER FUNCTIONING OF THE ORGANIZATION.

• SO THEY HAVE TO DECIDE WHAT TO DO, HOW TO DO AND BY WHOM.

• WHOLE STRATEGIC MANAGEMENT PROCESS DEPENDS UPON THE DECISIONMAKING OF LEADER.

• LEADERS DECIDE HOW TO ACHIEVE GOALS.

• WHAT TYPE OF STRATEGIES SHOULD BE AND HOW THEY SHOULD IMPLEMENT.

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COLLABORATOR / ALLY / ALIGNER• LEADERSHIP PROVIDES THE BASIS FOR STRATEGY FORMULATION.

• IT IS THE RESPONSIBILITY OF LEADER IS TO PROVIDE ALL THE REQUIREDRESOURCES.

• TO FULFILL THE DEMAND OF ORGANIZATION LEADERS HAVE TO COLLABORATEWITH OTHER.

• THEY MAKE ALLIANCES WITH OTHER ORGANIZATIONS.

• THE KEY TASK THEY PERFORM IS TO CREATE NETWORKS THAT ALIGN THEORGANIZATION WITH ENVIRONMENT BOTH INTERNAL AND EXTERNAL, ALSOLOCALLY AND GLOBALLY.

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DEBTOR• IN AN ORGANIZATION IT IS THE RESPONSIBILITY OF LEADER TO

ENSURE EFFECTIVENESS OF STRATEGIES BY PROPERIMPLEMENTATION.

• SO LEADERS ARE CONSIDERED AS DEBTORS IN THE PROCESS OFSTRATEGIC MANAGEMENT.

• IF THEY DON’T CONSIDER RESPONSIBILITY OF STRATEGYFORMULATION AND IMPLEMENTATION AS DEBT THEY CAN’T BESUCCESSFUL.

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RISK ANALYST• LEADER FORMULATES STRATEGIES BY EVALUATING THE RISKS.

• LEADER KNOWS WHAT WOULD BE FAVORABLE STRATEGYACCORDING TO THIS ANALYSIS.

• LEADER IDENTIFIES THE BEST MEASURE TO MANAGE THE RISK.

• LEADER PERFORMS THE ROLE OF A DISTURBANCE HANDLER BYANALYZING THE RISKS INVOLVED IN THE STRATEGYIMPLEMENTATION.

HIROSHIMA NAGASAKI EVALUATION

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EVALUATOR• LEADER PERFORMS THE ROLE OF AN EVALUATOR IN THE PERFORMANCE

EVALUATION

• EVALUATION DESCRIBES THAT HOW WELL THE STRATEGIES ARE FORMULATEDAND EXECUTED.

• EVALUATION PROVIDES THE BASIS FOR CONTINUES IMPROVEMENT IN THESTRATEGIC MGT.

• IT FACILITATES TO REVISE STRATEGIES ACCORDING TO NEED OF SITUATION.

• IT ALSO EVALUATES THE PERFORMANCE OF PEOPLE TO ENSUREEFFECTIVENESS OF REWARDS AND PUNISHMENT SYSTEMS.

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SEROJA

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PERTANYAAN 4 UNTUK DISKUSISEBAGAI SEORANG PEMIMPIN/CALON PEMIMPIN, DENGAN

BAHASA SAUDARA SENDIRI, BAGAIMANA SAUDARA AKANBERPERAN DALAM FORMULASI MAUPUN IMPLEMENTASI SUATUSTRATEGI DARI ORGANISASI YANG ANDA PIMPIN ?

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NILAI’S KEJUANGAN TNI SEBAGAI DHARMA PUSAKA TNI

(THE WARRIOR VALUES OF TNI).

HAKIKAT NYA ADALAH NILAI’S INSTRINSTIK TNI SBG

PENGAWAL & PELINDUNG NKRI, YG DIJIWAI OLEH NILAI’S

SEMANGAT PROKLAMASI 17 AGUSTUS 1945, NILAI’S PANCASILA

& UUD 1945.

JELAJAH NUSANTARA

NILAI’S KEJUANGAN TNI MELIPUTI :

TNI BERTAQWA KPD TUHAN YME.

TNI PEMBELA, PELINDUNG DAN PENGAWAL PANCASILA SERTA UUD 1945.

TNI BERJIWA SAPTA MARGA.

TNI PERCAYA PADA KEKUATAN SENDIRI

TNI PEMBELA KEJUJURAN, KEBENARAN & KEADILAN.

TNI RELA BERKORBAN UTK KEPENTINGAN NUSA & BANGSA.

TNI TIDAK MENGENAL MENYERAH.

TNI ADALAH MILIK NKRI YG JATI DIRI & KARAKTERNYA TIDAK BERUBAH’S.

JELAJAH NUSANTARA

KARAKTER TNI, “TENTARA BERJIWA SAPTA MARGA DAN MEMEGANG TEGUH

SUMPAH PRAJURIT SERTA MENJUNJUNG TINGGI 8 WAJIB TNI”.

TENTARA YANG BERJIWA SAPTA MARGA SELALU MENGAKTUALISASIKAN

NILA’S SAPTA MARGA.

ADANYA KESADARAN MJD WARGA NKRI YG BERFALSAFAH HIDUP

PANCASILA.

HAKEKAT SAPTA MARGA: SAPTA MARGA ADL PEDOMAN & KODE

KEHORMATAN PRAJURIT TNI.

TENTARA YANG MEMEGANG TEGUH SUMPAH PRAJURIT.

HAKEKAT SUMPAH PRAJURIT, ADL TEKAD KEBATINAN PRAJURIT TNI DLM

PELAKSANAAN TUGAS.

TENTARA YANG MENJUNJUNG TINGGI DELAPAN WAJIB TNI.

HAKEKAT DELAPAN WAJIB TNI SELALU MENJUNJUNG TINGGI HAM.

DOKTRIN (CONT)

JELAJAH NUSANTARA

DOKTRIN TNI, TRI DHARMA EKA KARMAVISI, KEMAMPUAN UTK MELIHAT PADA INTI PERSOALAN, PANDANGAN

ATAU WAWASAN KE DEPAN (SELURUH RAKYAT MEMPUNYAIPANDANGAN/WAWASAN YG SAMA MENGENAI PERJUANGAN BANGSA),KEMAMPUAN UTK MERASAKAN SESUATU YG TIDAK TAMPAK MELALUIKEHALUSAN JIWA DAN KETAJAMAN PENGLIHATAN, APA YAG TAMPAK DLMHAYALAN, PENGLIHATAN DAN PENGAMATAN.

MISI, TUGAS YG DIRASAKAN ORANG SBG SUATU KEWAJIBAN UTKMELAKUKANNYA DEMI AGAMA, IDEOLOGI, PATRIOTISME DSB.

PRINSIP PERANG JENDRAL BESAR SOEDIRMAN

SEKIAN DAN TERIMA KASIHATAS PERHATIANNYA

JELAJAH NUSANTARA

REFERENSI• US ARMY RESEARCH INSTITUTE FOR THE BEHAVIORAL AND SOCIAL SCIENCES, 2013,

EXPLORING STRATEGIC THINKING: INSIGHTS TO ASSESS, DEVELOP, AND RETAIN ARMYSTRATEGIC THINKERS.

• ADAIR, J., 2010, STRATEGIC LEADERSHIP: HOW TO THINK AND PLAN STRATEGICALLYAND PROVIDE DIRECTION.

• US ARMY WAR COLLEGE, 2004, STRATEGIC LEADERSHIP PRIMER, 2ND EDITION.

• AZHAR, A., ET.AL., THE ROLE OF LEADERSHIP IN STRATEGY FORMULATION ANDIMPLEMENTATION, INTERNATIONAL JOURNAL OF MANAGEMENT & ORGANIZATIONALSTUDIES, VOL.1, ISSUE 2.

• JOOSTE, C., FOURIE, B., THE ROLE OF STRATEGIC LEADERSHIP IN EFFECTIVE STRATEGYIMPLEMENTATION: PERCEPTIONS OF SOUTH AFRICAN STRATEGIC LEADERS, VOL. 13, NO.3, 2009.

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