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STRUKTUR & PROSESPERENCANAAN
STRATEGIS
Iwan DarmansjahPusat Uji Klinik Obat, FKUI
http://www.iwandarmansjah.web.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?Pilihannya?
Strategic Planning &
Strategic Management
Strategic Planning &
Strategic Management
Milestones leading to Strategic Planning in Business
from 1945
Short-range planning
PRODUCTION
of goods - tanpa kompetisi
Rivalry and competition
from 1960Long-range planning
MARKETING
•Diversification of goodsConglomeration
Does not work under changing external condition and intensive competition But, a must in the beginning from 1970
Strategic Planning
SEGMENTATION
AUTONOMOUS UNITS
EXTERNAL MARKET
Corporate Strategy Global Market : Europe
Japan, Latin America South Africa
Asia
Menjadi undang-undang di AS (1993)
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 isStrategic 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.
Top-down -- Bottom-up
Menciptakan masa datang
5-20 tahun
Membimbing perilaku manajemen
Berfokus pada customer
eksternal
Efektivitas
Penekanan pada proses
Proaktif
Bottom-up / staff-generated
Memperpanjang masa kini
1-5 tahun
Tidak membimbing perilaku
manajemen
Berfokus pada customer internal dulu
Efisiensi
Penekanan pada rencana
Reaktif
Perencanaan lain :
Perencanaan strategis :
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 thought.
Strategic Planning untuk Sektor Publik
• Performance goals first
• Non-financial, but money needed
• Budget programming becomes paramount
• Program oriented • Quality, how far ?• Higher service programs • Many people involved
• Profit first• More profit is better than
less
• Quality products
• Fewer people involved
S.P. untuk Fakultas berbeda dari Perusahaan.
Fakultas Business
SUCCESS MEASURED BY
Strategic Planning
• Where are we now ?
• Where do we want to be ?
• How do we get there ?
Economic Changes
Resources
Competitor
RegulatoryChanges
TechnologicalAdvancement
Mission
SocialDynamics
Customer / Stakeholder
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. . . . . . . . . .. . . . .
Minor. . . . .. . . . .. . . . .
Mayor. . . . . . . . . .. . . . .
Minor. . . . .. . . . .. . . . .
STAKE HOLDERSFakultas
Internal
External
F.K.lain
Pasien
dll Masyarakat
dll
Mahasiswa
DepKes
POM
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 ?
1. Prinsip Arahan membentuk dasar kepercayaan (trust) dari visi dan misi.
2. Visi yang luhur harus ditopang oleh prinsip-prinsip yang luhur.
3. PA merupakan test & kriteria untuk menimbang pencapaian tujuan dan mempedomani keputusan, pilihan, dan seleksi strategi yang diambil.
4. PA mengekspresikan kepercayaan dan nilai yang dianut oleh seluruh organisasi.
5. Prinsip tidak ada artinya bila tidak diimplementasi-kan. Bila diberlakukan, merupakan alat ampuh untuk mengubah kebudayaan dalam organisasi dan memotivasi pegawai. Keteladanan!
PRINSIP ARAHANSebagian besar berhubungan dengan :
Total Quality CultureTerutama : 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• excellence• safety• environment• innovation• flexibility• customer focussed• people• equity• cohesiveness
• efficiency• effectiveness• strategic aliances/
partnership• service diversity• expansion• decentralized
structure• geogr. concentration• affordability• 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 leader.
• 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 ditemukan dalam proses Scanning.
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
No Actions to SOUTH Direction EVER
The Blue lines are
Acceptable
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 Referencesfor 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_plan.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 organisasimenuju keadaan masa depan yang diinginkan. Pencapaian goals memerlukan komitmen adanya sumber-sumber
dan pembuatan rencana pendukung,
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)
ObjectiveA 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. Obyektif mempunyai prioritas, karena tidak semua obyektif dapat dilaksanakan sekaligus (Prioritas tidak ada pada tingkat goal dan strategi. Semua goal harus tercapai untuk mencapai visi).
