Strategy Analysis

Sespati’s 13th Regular Program
Sespim Polri, 20 Augustus 2007

Important Definitions

Strategy
An integrated and coordinated set of commitments and actions designed to exploit core competencies and provides value-added for ‘the customers’.

Strategic Competitiveness
When an organization successfully formulates and implements a value-creating strategy.

Strategic Management Process
The full set of commitments, decisions, and actions required for an organization to achieve strategic competitiveness.

Perilous World
  • Rapid changes in technology, accelerated innovation.
  • Enormous investments required.
  • Severe consequences for failure.

Global Economy

  • Goods, people, skills, and ideas move freely across geographic borders.
  • Movement is relatively unfettered by artificial constraints.
Developing & Implementing Strategy
  • Allows for planned actions rather than reactions
  • Helps coordinate business unit strategies

The 21st-Century Landscape

Vision

A enduring picture of what the organization wants to be and, in broad terms, what it wants to ultimately achieve.

Stretches and challenges people and evokes emotions and dreams.
Effective vision statements are:
  • Developed by a host of people from across the organization.
  • Clearly tied to external and internal environmental conditions.
  • Consistent with strategic leaders’ decisions and actions.
Mission
  • Specifies the field (s) in which the organization intends to be in and the customers it intends to serve.
  • Is more concrete than the vision.
  • Is more effective when it fosters strong ethical standards.

Strategic competitiveness are the fruits of the organization’s efforts to achieve its vision and mission.

I/O Model of Strategy Analysis
Dominance of the External Environment

The environment where the organization is in has a stronger influence on the organization’s performance than do the choices officers make inside their organization.

to be continue...

presented by,
DR. Budi W. Soetjipto

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