Kepemimpinan Strategis
dan Kompetensi
Pertemuan 10:
Transformasi dan Pembaharuan Organisasi
Referensi:
- Leavy, Brian and McKiernan, Peter. (2009). Strategic Leadership, Governance and
Cakupan Materi
Review
Product/Company Life Cycle
Six Stages of Turnaround
Mengelola Transformasi
Inovasi dan Peran Kepemimpinan
Review
Apa perbedaan antara
market-based view
dan
resources
based-view
?
Mengapa inovasi menjadi
penting?
Jelaskan rantai nilai inovasi?
Kaitkan konsep-konsep di atas
Analisis Stratejik –
Product Life
Cycle
(PLC)
Six Stages of Turnaround
(Organisational Decline &
Renewal)
DECLINE
TRIGGERS
DIAGNOSTICS
RETRENCHMEN
T
RECOVER
Y
RENEWAL
-
The rigidity of mindsets
-
The inadequacies of youth
-
The overconfidence of
middle age
-
The docility of old age
-
Physical
-
Managerial
-
Behavioural
-
Financial
Stage 1: Organisational Decline
Diagnostic Direction
SECONDARY CAUSES
PRIMARY CAUSES
SYMPTOMS
Causal Direction
Financial
Demand
Managerial
Poor financial control
Bad luck
Poor management
Poor financial policy
Recession
Managements problems
Big projects fail
Increased competition
Poor strategy
formulation
Poor accounting
information
Changes in market
demand
Poor strategy
implementation
Poor working capital
management
Adverse shift in
commodity prices
Management
unresponsive to change
R&D overspend
Technological
innovation
Stage 2: Triggers for Action
ACTION TAKEN
ACTION
TRIGGERED
Stage 2: Triggers for Action
(cont’d)
CASE A
visionary
P
Responses to Decline
Stage 3: Diagnostic
Environmental scanning system
◦
Misal: scenario planning
Management information and control
systems
Stage 4: Retrenchment
(Penciutan/Penghematan)
Strategy
Types of action
Suitable condition
RETRENCHMENT
Cost Reduction
Reduce expenses
Internal causes
Stronger financial
control
Rigid templates
Intensive efforts to
reduce production
costs
Sales 60-80% of break
even
Late stage of decline
Asset
redeployment
Sell assets
Overexpansion/low
capacity use
Shutdown or relocate
units
Debt reduction
Sales 30-60% of break
even
Right issues
Rapid technological
change
Entry of new
competitors
Decline steep
Late stage of decline
Cost reduction not
enough
Stage 5: Recovery
Strategy
Types of action
Suitable condition
RECOVERY
Selective Product-market
DEFENSIVE
Decrease marketing efforts Overexpansion Divest product High capacity use OFFENSIVE
Increase marketing efforts External causes
Increase prices Operating & Strategic weaknesses
Improve quality/service
Invest in new technology Early stage of decline Repositioning DEFENSIVE
Niche Overexpansion
Market penetration Improve short-run profits Decrease price External causes
Divest product Rigid OBRs OFFENSIVE
