1 / 26

Presented by: Dr. Romeo Rissal Pandjialam General Lecture at the Master’s Program,

Business Strategy. An Act of Visionary & Transformational Leadership. Presented by: Dr. Romeo Rissal Pandjialam General Lecture at the Master’s Program, Economics Department Universitas Andalas Padang 20 November 2010. Business Strategy…. Kopi Panggang.

saniya
Download Presentation

Presented by: Dr. Romeo Rissal Pandjialam General Lecture at the Master’s Program,

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Business Strategy • An Act of Visionary & Transformational • Leadership Presented by: Dr. Romeo Rissal Pandjialam General Lecture at the Master’s Program, Economics Department UniversitasAndalas Padang 20 November 2010

  2. Business Strategy…. Kopi Panggang

  3. Business Strategy . . . . A Simple way Business strategy is the foundation of successful business. But there are, of course, different types of business strategy. The best business strategies must steer a course between the inevitable internal pressure for business continuity and the demands of a rapidly changing world for revolutionary business strategies. But what is business strategy? Andrew Grove makes a clear distinction between strategic action and strategic plans. He believes that business strategy models should not: just be statements of intent; come across like a political speech; have concrete meaning only to management; concern themselves with events far in the future or have little relevance to today. Try this simple exercise: take a piece paper and at the bottom, write a brief account of where the business is now. Then at the top, write where you want the business to be in ‘x’ amount of years (you decide the period). Next, in between the two write what you need to do and when you to do it to get from the bottom of the page to the top. This kind of rough business development strategy shouldn’t take more than an hour. Edward de Bono Robert Heller

  4. DR.Romeo Rissal Email: rrissal@bi.go.id Visionary & Transformational Leader Vs.BUSINESS STRATEGY Growth To be a Leader Some companies Current Position Most Companies Survival a widely shared vision

  5. An Act of Visionary & Transformational Leadership Visionary & Transformational MINDS Clear Objectives TO BE A LEADER Business Strategies Strategic Change Programs Consistent & Measured Implementation

  6. “Leaders are pioneers. They are people who venture into unexplored territory. They guide us to new and often unfamiliar destinations. People who take the lead are the foot soldiers in the campaigns for change……..move us forward. Leaders get going some place” (Kouzes and Posner, The Leadership Challenge: How to Get Extraordinary Things Done in Organizations, 1987) Leader

  7. LEADERSHIP IS A CHOICE: Laizes faire VS something meaningful Once you make a choice, bear in mind that you have to pursue it with all its logical consequences: Inherent risks in any venture More energy and dedication Etc venture into unexplored territory….

  8. Good is the Enemy of Great “That good is the enemy of great is not just a business problem. It is a human problem. If we have cracked the code on the question of the good to great, we should have something of value to any type of organization. Good schools might become great schools.” Jim Collins Good to Great, page 16 RELUCTANT TO CHANGE

  9. VISION There is no more powerful engine driving an organization toward excellence and long range success than an attractive, and achievable vision of the future, widely shared Burt Nanus, Visionary Leadership. San Francisco, Jossey_Bass Publishers, 1992

  10. CONTOH-CONTOH IMPLEMENTASI BUSINESS STRATEGY

  11. Transformational Leader Craig Barrett: 1998-2003 CHANGE FROM “being the preeminent supplier to the computing industry worldwide” TO “being the preeminent supplier to the worldwide Internet economy” With a transformational process: (1) Client platforms, (2) Server platforms, (3) Cellular and Wireless, and (4) Communications and networking Core competence: chip design & manufacture

  12. An Act of Transformational Leadership Pre-386 Post-386 Dell Licensee Compaq Licensee IBM Intel IBM Intel NEC Creative & Ruthless Licensee … …

  13. Academy of Program/Project Leadership – Blended Learning Process One-NASA LEARNING Everything is MEASURED in terms of COMPETENCIES And RESULTS! • The APPL Blended Learning • Process allows NASA project • practitioners and teams to • request and acquire • professional development • products and services • according to their: • Level of Knowledge • Phase in the Project • Amount of Time to Commit

  14. CORPORATE PLAN 2000 BANK NAGARI Dokumenkonfidensiluntukkalangansendiri Dipresentasikanoleh DR. Romeo RissalPandjialam DalamPertemuanPemilik BPD Sumbar Di Kantor Menaker Abdul Latief JAKARTA 1996 -2000 Lihat Contoh Jakarta, 12 Maret 1996 BUSINESSPLAN 1999 BTPN Dokumenkonfidensiluntukkalangansendiri 1995 -1999 Dipresentasikanoleh DR. Romeo RissalPandjialam Pertemuan dg Komisaris dan Direksi BTPN Bandung, 18November 1995

  15. Bank Indonesia STRATEGICDIRECTION Program Transformasi 2000 - 2005 Mission Strategic Objectives Mencapai dan memelihara kestabilan rupiah/inflasi melalui pemeliharaan kestabilan moneter dan pengembangan stabilitas sistem keuangan untuk pembangunan jangka panjang Negara Indonesia yang berkesinambungan • Mencapai kestabilan harga • Memajukan sistem perbankan yang andal dan efektif • Menjamin terciptanya sistem pembayaran yang aman dan efisien • Meraih citra positif yang kuat baik secara nasional maupun internasional • Meningkatkan koordinasi dan networking dengan stakeholders • Menjadi organisasi yang berbasis pengetahuan • Mengembangkan satuan kerja yang efektif dan berkompetensi tinggi Vision Menjadi bank sentral yang dapat dipercaya secara nasional maupun internasional melalui penguatan nilai-nilai yang dimiliki serta pencapaian inflasi yang rendah dan stabil Values • Kompetensi • Kebersamaan • Integritas • Akuntabilitas • Transparansi K – I – T – A – Kompak

  16. Implementation Strategy BI TRANSFORMATION PROGRAM (launched in 2001):Begin With The Foundation Phase II, ect Phase I IMPLEMENTOR 2. Blueprint HR Function Mon. policy formulation Monetary Execution Banking Strategic Objectives P,B & PM Currency Circulation IMU New Directions and Processes IT Regional & Rep Offices Logistic mgt IT Function CORPORATE CULTURE Begin Continue

  17. Result Highlights……… • More delegation to line managers • Consultant-client realtions I. ALREADY IMPLEMENTED • Strategic Direction • New HRM System • SPAMK(Balance score card) • Financial System Study • Culture Change Program • Information Management • IT Architecture and Strategy • Logistic Management • Mon. Research and Pol. Form. • Internal Management System • Bank Supervision T. and C. • OJK Contingency Plan • Research function of KBI • Single point of accountability II In implementation preparation • HL Organization Structure? • Risk Management ?? • EDMS ??? IT road map • Code of conduct • Asset & Liab report • Absolutely No: • disguised payment • gifts, vouchers etc E- Auction Blanket Contract Regional Economic Analysis Board system

  18. BEFORE Respondents 4.26 Judiciaries 4.24 Bankers Executives 4.08 Academician 4.05 4.04 Business Government 3.98 Public 3.95 Mass Media 3.89 External Feedback 2001 AFTER Topic Strongly Deficient Satisfactory Strongly Performing Values & Culture STAKEHOLDERS’ SURVEY DEC. 2004 Economic Research & Monetary Policy Banking Policy & Supervision Payments Policy & Systems Currency Distribution Internal Mgmt Functions BEFORE AFTER

  19. Culture Change Award: BI Medan Jadi Yang Terbaik 2007 Bank Indonesia Medan Prof. DR. Miranda S. Goeltom DGS mengucapkanselamat

  20. Bank Sumut 2007..... Memacu Kegemilangan PERKEMBANGAN ASET, KREDIT DAN DPK • 2007 - 2011 • BANK REGIONAL TANGGUH • Pertanian, Peternakan, Perikanan • Perdagangan .. Bank PendampingPedagang • BANK SHARIAH TERKUAT DI SUMUT

  21. Presentasi kepada Gubernur Sumbar Bank Nagari sebagai Regional Champion MotorEkonomiDaerah BANK NAGARI B Pelayananmasyarakat C Baca presentasi KBI Padang Kepada Gubrnur Sumbar 14 Nov 2010 A Padang, November 2010 KetahananKelembagaan

  22. Jumlah Bank dan Kantor Bank di Sumbar Jumlah BPR sangatbanyak Bank Konvensional Bank Syariah Jumlah bank konvensionaldominan Jumlah bank syariah masih terbatas

  23. Perkembangan Aset Perbankan Aset bank umumsyariahbaru 5,6% dari total aset bank umum Aset BPR hanya 3,9% dari total aset bank umum *Data per triwulan III-2010

  24. Penghimpunan Dana Masyarakat (DPK) DPK BU Syariah & BPR masihrendah BU Syariah & BPR terjebak dana mahal: Porsi deposito tinggi (biaya bunga/bagi hasil tinggi)

  25. Kredit/Pembiayaan BU & BU Syariah terjebak kredit konsumsi Komitmen BPR di kredit produktif lebih tinggi Tapi penyaluran masih kecil

  26. Akhir Presentasi Terima Kasih

More Related