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LEADING THE REVOLUTION

Gary Hamel. LEADING THE REVOLUTION . Diringkas oleh :. H. Sampurno. About Author.

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LEADING THE REVOLUTION

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  1. Gary Hamel LEADING THE REVOLUTION Diringkas oleh : H. Sampurno

  2. About Author Gary Hamel is a visiting Professor of Strategic Management at London Business School and originator (withC. K. Prahalad) of the concept of core competencies. He was formerly a Visiting Professor of International Business at the University of Michigan. Key publications include: The Core Competence of the Corporation, Harvard Business Review (1990); Strategy as Revolution, Harvard Business Review (1996); Leading the Revolution (Harvard Business School Press, 2000).

  3. Related Books • Competing for the Future – Hamel & Prahalad • Core competencies as the foundation for sustainability • Managing Innovation – Tidd, Bessant, and Pavitt • Innovation as the basis for competitive advantage. Company should be able to integrate technology, market, and organizational change • Corporate Strategy – Collis & Montgomery • Resources are assets, skills, and capabilities of the firm and critical building blocks of strategy because they determine not what a firm wants to do, but what it can do • Crisis and Renewal – Hurst • Creative destruction as part of company’s cycle • Hypercompetition – D’Aveni • Business has also entered and age of realities. It is essential to understand and take advantage of the dynamic motion and flux of our global markets and technological breakthrough. Hyper-competition is an environment in which advantage are rapidly created and eroded

  4. THE AGE OF PROGRESS IS OVER • LAHIR PADA MASA RENAISSANCE • TUMBUH PADA ZAMAN PENCERAHAN • DEWASA PADA ZAMAN INDUSTRI • MATI PADA ABAD 21 ZAMAN BARU : DISCONTINUE, TERJAL DAN DURHAKA

  5. Background Framework :Why we have to lead a revolution? • In the twenty first century, change is discontinuous, abrupt, seditious. We now stand on the threshold of a new age—the age of revolution—where opportunities come and go at light of speed • Never has incumbency been worth less. Schumpeter’s gale of creative destruction has become a hurricane • The era of economic integration, deregulation, and internet Implications : • Going nonlinear • Business Concept Innovation • New Wealth • Toward Capability • Activists Rule

  6. ORDE INDUSTRI BARU • BERAKHIRNYA THE AGE OF PROGRESS MUNCUL INDUSTRI RAKSASA : MITSHUBISHI, ABB, CITICORP, GE, FORD, DU, PONT,DLL • MEMFOKUSKAN DIRI GETTING BETTER • KEUNGGULAN : DISTRIBUSI GLOBAL, BRAND YANG DISEGANI, POOLING TALENTA DAN CASH FLOW

  7. PERUBAHAN DISCONTINOUS MELAHIRKAN HAL-HAL BARU YANG SAMA SEKALI BERBEDA KASUS TELPON MOBIL MOTOROLA vs NOKIA COCA-COLA STARBUCK THE AGE OF REVOLUTION MENGEKPLOATASI SETIAP PROTEKSI DAN SEMUA BENTUK OLIGARKI

  8. DIBATASI HANYA OLEH IMAGINASI • THE AGE OF REVOLUTION MEMBAWA PENGHARAPAN DAN PELUANG-PELUANG BARU • UNTUK YANG PERTAMA DALAM SEJARAH KITA DAPAT BEKERJA DI BELAKANG IMAJINASI KITA, TIDAK LAGI DI DEPAN MASA LALU • REALITAS VIRTUAL DAN MESIN SEARCH GLOBAL TELAH MULAI MEWUJUDKAN TIMELESS DREAM

  9. TUMBUH DALAM ZAMAN REVOLUSI • REALITAS PERSAINGAN : TIDAK HANYA KARENA DAUR HIDUP PRODUK MENJADI LEBIH PENDEK TETAPI JUGA LIFECYCLE STRATEGI MENJADI LEBIH SINGKAT • PERBEDAAN ANTARA LEADER DAN LAGGARD TIDAK DALAM UKURAN DEKADE TETAPI DALAM TAHUN BAHKAN DALAM BULAN • APA YANG DIBUTUHKAN OLEH PERUSAHAAN ADALAH KAPABILITAS UNTUK MEMPERBAHARUI DIRINYA SENDIRI

  10. INOVASI RADIKAL • CONTINOUS IMPROVEMENT ADALAH KONSEP MASA INDUSTRIAL, TIDAK MEMADAI LAGI UNTUK ZAMAN REVOLUSI • RADIKAL, INOVASI NON LINIER ADALAH SATU-SATUNYA JALAN UNTUK MELEPASKAN DIRI DARI HIPERKOMPETISI • HARUS MENGIMAJINASIKAN SOLUSI BARU UNTUK MEMENUHI KEBUTUHAN COSTOMER DENGAN COST EFFECTIVE YANG LEBIH DRAMATIK

  11. FONDASI INOVASI RADIKAL • CORE COMPETENSI • ASSET STRATEGIS DARI MANA DATANGNYA KONSEP RADIKAL BISNIS BARU ? KONSEP RADIKAL BISNIS BARU SELALU DIHASILKAN DARI LUCKY FORESIGHT

  12. FACING UP TO STRATEGY DECAY TAHUN 1991 – 2001 DARI 284 PERUSAHAAN HANYA 25 PERUSAHAAN YANG DAPAT MENGHASILKAN TOP – QUARTILE RETURNS UNTUK 5 TAHUN SELAMA KURUN WAKTU 10 TAHUN DISEBABKAN OLEH STRATEGI YANG USANG

  13. FACING UP TO STRATEGI CECAY • UNSUSTAINABLE COST CUTTING • UNSUSTAINABLE REVENUE GROWTH • THE LIMIT OF FINANCIAL ENGENEERING • UNSUSTAINABLE CONSOLIDATION • STRATEGI CONVERGENCE BUSINESS CONCEPT INNOVATION

  14. BUSINESS CONCEPT INNOVATION EMPAT KOMPONEN UTAMA • CORE STRATEGI • STRATEGIC RESOURCES • COSTOMER INTER FACE • VALUE NETWORK ADA EMPAT FAKTOR YANG MENENTUKAN POTENSI KEUNTUNGAN : EFFICIENCY, UNIQUENESS, FIT, DAN PROFIT BOOSTER

  15. Content of the Book (2): What is Business Concept Innovation? Content of the Book Business Model : Core competencies Strategic assets Core processes Fulfillment & support Information & insight Relationship dynamics Pricing structure Business Mission Product/Market Scope Basis for Differentiation Suppliers Partners Coalitions It is the essence of how the firm chooses to compete It surrounds the firm, and which complements and amlifies the firm's own resources. This refers to all the knowledge that is collected from and utilized on behalf of customers These are unique firm-specific resources Three “bridge” components : configuration, customer benefit, and company boundaries

  16. CORE STRATEGY • BUSINESS MISSION • PRODUCT / MARKET SCOPE • BASIS FOR DIFFERENTIATION

  17. STRATEGIC RESOURCES • CORE COMPETENCIES • STRATEGC ASSET • CORE PROCESSES CONFIGURATION MENJEMBATANI ANTARA CORE STRATEGY DAN STRATEGIC RESOURCES

  18. COSTOMER INTERFACE • FULLILLMENT AND SUPPORT • INFORMATION AND INSIGHT • RELATIONSHIP DYNAMIC VALUE NETWORK • SUPPLIER • PARTNER • COALITION

  19. WEALTH POTENTIAL • EFFICIENT • INIQUE • FIT • PROFIT BOOSTERS

  20. Content of the Book Business Model : Beyond Continuous Improvement Nonlinear Innovation Business Concept Innovation Radical Business Models Continuous Improvement Business Process Improvement Incremental Component System

  21. Content of the Book (5): Model of Innovation Solution The Rules...

  22. The future is uncharted territory The past is home sweet home The present is putting out fires The Setting for Change The End...

  23. Critiques... • Using revolution as the metaphor • Presents a new paradigm that is very complex and requires mastering vast quantities of new skills for most people • Drawing major conclusions from very limited data • Encouraging people to grasp the potential of powerful, underlying trends without giving them much help in understanding how to do this

  24. Conclusion • Where do radical new business concepts come from? New business concepts are always, always the product of lucky foresight (a view on business innovation) • An important book of business scholarship and practice improvement • Companies should prepared to anticipate “new economy”. In the new economy, the unit of analysis for innovation is not a product or a technology-it's a business concept... in the sense of radical new business model • The future is something you create, not that something that happens to you

  25. http://strategic-manage.com/?p=21

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