STRATEGY ANALYSIS

Inggang Perwangsa Nuralam, SE., MBA.

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This chapter is about four aspects of strategy analysis:

1. Understanding what strategy is and why it is important – the

assumption being that strategy is important;2. Exploring some ideas about how strategy is developed;

3. Implementing strategy;

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THE CONTEXT FOR STRATEGY

Pertanyaan: Mengapa perusahaan harus memikirkan strategi? Keuntungan

apa yang mereka dapatkan dalam bertindak demikian?

Mayoritas akan menjawab:

1. Bisnis semakin berkembang dan berubah diluar dugaan yang dapat

menciptakan turbulensi.

2. Revolusi IT dan Ekonomi Digital telah berubah secara dramatis.

3. Keterkaitan waktu sebuah bisnis perusahaan layaknya sebuah kartu

domino.

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“There are some big CHANGES that organisations face and that strategy development tries to moderate”.

1. There are the changes to the ways we are employed

2. Organisation structures, decentralise decision-making and give more

freedom to individuals to solve the problems.

3. Society has also changed. There is greater freedom of expression

and of thought

Organisation respons by increasing

their flexibility and responsivenessEmployement

Cost

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The world is full of contradictions

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• Global Vs Local

• Centralised Vs Decentralised organisation structures

• Hard and Soft Management

Q: How we can create, formulate, build, and implement

a strategy in a coherent way?

WHAT IS STRATEGY?

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Goal /

Mission

TimeframeEnvironment

Resources

Johnson, Scholes and Whittington (2008):

Strategy is the direction and scope of

an organisation over the long term,

which achieves advantage for the

organisation through its configuration

of resources within a changing

environment and to fulfil stakeholder

expectations.

George Steiner (1979):• is what top management does;• is about direction;• sets in motion the important actions necessary to

achieve these directions

• is what the organisation should be doing.

Strategic decisions concern

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The direction

Matching to the

environment

The capabilityStrategic

decisions

Implementation and

management of change

STRATEGY CREATION

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Johnson, Scholes and

Whittington (2008) as seeing

strategy development through

three different lenses; design

lens, the experience lens and

the ideas lens.

EXTERNAL ENVIRONMENT ANALYSIS

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INTERNAL ENVIRONMENT ANALYSIS

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IMPLEMENTING STRATEGY

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Isu yang harus dibangun:

• Time: how quickly does the new strategy need to be implemented?

What pace of change is needed?

• Scope: how big is the change? Is the new strategic direction

transformational or incremental?

• Capability: is the organisation used to change? Are the experiences of

change positive or negative? Are the change implementers skilled?

• Readiness: is the whole organisation, or the part of it to be affected,

ready to make the change?

• Strategic leadership: is there a strategic leader?