INFORMASI Lengkap/ hubungi : Kanaidi, SE., M.Si., cSAP e-mail : kanaidi963@gmail.com atau kanaidi@yahoo.com HP. +62 812 2353 284, +62 878 2298 4716 Telp/Fax : +62 22-4267749 WA. : 0812 2353 284

1. Kanaidi, SE., M.Si (sebagai Pemateri) Photo Bersama para Peserta
“Pelatihan STRATEGIC PLANNING” Politeknik ATMI Surakarta
di Hotel Majesty-Bandung, 21-22 Januari 2016
http://www.slideshare.net/KenKanaidi/pelatihan-strategic-planning-
politeknik-atmi-surakarta-di-hotel-majestybandung-2122-januari-2016

2. Para Peserta secara serius mengikuti Materi
“Pelatihan STRATEGIC PLANNING” Politeknik ATMI Surakarta
di Hotel Majesty-Bandung, 21-22 Januari 2016

5. SWOT Analysis
• The SWOT Analysis framework is a very
important and useful tool to use in
marketing Management and other
business applications.
• As a basic tool its mastery is a
fundamental requirement for the
marketer, entrepreneur or business
person.
• A clear understanding of SWOT is required
for business majors.

6. • A scan of the internal and external environment
is an important part of the strategic planning
process.
• Environmental factors internal to the firm
usually can be classified as strengths (S) or
weaknesses (W), and those external to the firm
can be classified as opportunities (O) or threats
(T).
• Such an analysis of the strategic environment is
referred to as a SWOT analysis.
What is a SWOT Analysis?

7. A planning exercise in which managers identify:
– Internal organizational strengths and
weaknesses.
• Strengths (e.g., superior marketing skills)
• Weaknesses (e.g., outdated production
facilities)
– External opportunities and threats.
• Opportunities (e.g., entry into new related
markets).
• Threats (increased competition)
What is a SWOT Analysis?

8. SWOT Analysis
• Strengths – identifying existing organisational
strengths
• Weaknesses – identifying existing organisational
weaknesses
• Opportunities – what market opportunities might
there be
for the organisation to exploit?
• Threats – where might the threats
to the future success come from?

9. The SWOT Matrix

10. A strength can be a competitive
advantage like…
- Superior product
quality
- Lowest price
- Best expertise
- Location

11. A weakness can be a disadvantage such
as…
- A tired brand
- Inferior location
- High overheads
- A lack of R&D

12. An opportunity can be…
- A regulatory or tax change
- A high-profile event
(marketing opportunity)
- An untapped market
- A gap left by a failed
competitor

13. A threat can be…
- Unfavourable regulation
changes
- A new entrant into the
market
- Problems with the
economy
- Market shrinkage

14. TOWS Matrix
(from SWOT Analysis)
© Prentice Hall, 2006

15. Strategies that can come from SWOT Analysis…
S-O
W-O
S-T
W-T
TOWS Matrix
(from SWOT Analysis)

16. SWOT Interactions

17. MIND MAPPING
VISUAL REVISION TECHNIQUES

18. WHY YOU SHOULD REVISE
• Your short term memory can only hold 7 bits
of information at a time- revision helps
reinforce your learning to help you prepare for
your exams.
• Within 30 days, we only remember 20% of the
information learnt!
• Without revision you will have wasted 2 years
of your entire life!

19. What are mind maps?
 Mind maps are not spider diagrams.
 A mind map is a diagram used to represent
themes of understanding linked a central key
word or idea
 Mind maps are, by definition, a graphical method
of taking notes. Their visual basis helps one to
distinguish words or ideas, often with colours and
symbols.
 They generally take a hierarchical or tree branch
format, with ideas branching into their
subsections

20. Key features of mind maps
 The process starts around a central idea or
picture
 Key themes are established through branches
with sub branches
 Key terminology is used
 Single words or phrases
 Themes are connected through colours
 Images reinforce meaning
 It allows you to freely associate and link ideas

22. VALUES

23. Values
What is your definition of
Values?
 Values … are core beliefs or desires
that guide or motivate our attitudes
and actions

24. Values
Values can take a variety of forms. For example:
– Principles or standards
• “Service Above Self” (Rotary Club International)
• “Be Prepared”
• “Do A Good Turn Daily” ...
– Personal Qualities
• Honesty
• Communication
• Being Organized
Where do we get our Values?

25. Values
– Character Traits
• Loyalty, enthusiasm, openness to others
– Codes of Ethics
• Hippocratic Oath
• Ten Commandments
• BSA’s Outdoor Code ...
– Goals
• Living a healthy life
• Caring for others

26. Values
The Scout Oath and
The Scout Law
are statements of
Scouting’s Values

27. Values
“Acting in accord with our beliefs and
values is one of the greatest challenges
each of us faces every day.
It’s true for individuals in all aspects of life
… and equally true for organizations of
every kind and size.”
Eric Harvey and Alexander Lucia

28. Vision Statement –
Boy Scouts of America
The Boy Scouts of America is the nation’s foremost youth program of
character development and values-based leadership training.
In the future, Scouting will continue to:
 Offer young people responsible fun and adventure;
 Instill in young people lifetime values and develop in them
ethical character as expressed in the Scout Oath and Law.
 Train young people in citizenship, service, and leadership;
 Serve America’s communities and families with its quality,
values-based program.

29. Reviewing:
Values, Mission, and Vision
• Values – Core beliefs or desires that
guide or motivate our attitudes and our
actions.
• Mission – Encapsulates the values and
articulates the overall, long-term
objective.
• Vision – A picture of success and the
related plan of action.

30. Strategic Business
Vision, Mission & Purpose
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..08122353284

31. 31
Vision
An attractive, ideal future that is
credible yet not readily
available

32. What Do We Want to Become?
• A vision statement should answer the basic
question, “What do we want to become?”
2-32

33. What Do We Want to Become?
• The vision statement should be short,
preferably one sentence, and as many
managers as possible should have input into
developing the statement.
2-33

34. 34
The Nature of the
Vision
Current
reality
Staying the course
Vision

35. 35
What Vision Does
• Links the present to the future
• Energizes people and gains commitment
• Gives meaning to work
• Establishes a standard of excellence and
integrity

36. NE-II-159 36
Vision
A vision is a picture of future success.
A vision forms when we think far enough ahead to
realize there will be important challenges that
we can prepare for now.

37. • Vision : A mental picture of what the organization
should look like in the future
• Visioning involves a community of people developing
ideas and setting the stage.
Defining Vision

38. NE-II-159 38
Vision
Criteria for a Meaningful Vision
 A vision engages the heart and the spirit.
 ... leads toward a worthwhile goal.
 ... gives meaning to an effort.
 ... is simple.
 ... is attainable.
 ... can change over time.

39. NE-II-159 39
Vision
“Nothing happens unless first a dream.”
– Carl Sandburg
Example

40. Mission
The organization’s core broad
purpose and reason for
existence
• Two critical parts:
– Core values guide the organization
– Core purpose is why the organization exists

41. • Mission : To assist in increasing the effectiveness and
efficiency of all individuals in organization
• Our measures of success is based on the improvement of
job behaviors, job performance, problem solved, cost
savings to organization, product quantity, product quality,
lower absenteeism, lower turnover and customer
satisfaction of product/service we provide.
Defining Mission

42. What Is Our Business?
• Mission statement
– a declaration of an organization’s “reason for
being.”
– answers the pivotal question “What is our
business?”
– essential for effectively establishing objectives and
formulating strategies
2-42

43. Mission Statement
• Mission statement
– reveals what an organization wants to be and
whom it wants to serve
– Also called a creed statement, a statement of
purpose, a statement of philosophy, a statement
of beliefs, and a statement of business principles
2-43

44. Mission
A mission is a brief statement that reflects the core
values of an organization.
A mission communicates an organization’s long-
term objectives
– why the organization exists.

45. Mission Statement
A Mission Statement …
 Serves as a communication tool for an organization
 Aligns people with a purpose; it fosters commitment and unity
 Defines directions for change and growth
 Acts as an evaluation tool to help measure activities and programs

46. NE-II-159 46
Mission Statement
Supported by lists of Corporate Values
“To preserve and improve human life:
– “Corporate social responsibility
– “Unequivocal excellence in all aspects of the
company
– “Science-based innovation
– “Honesty and integrity
– “Profit, but profit from work that benefits
humanity” – Merck

47. NE-II-159 47
Mission Statement
Supported by lists of Corporate Values
“To make people happy:
– “No cynicism
– “Nurturing and promulgation of ‘wholesome
American values’
– “Creativity, dreams, and imagination
– “Fanatical attention to consistency and detail
– “Preservation and control of the Disney
‘magic’” – Walt Disney

48. NE-II-159 48
Mission Statements
• “To establish Starbucks as the premier
purveyor of the finest coffee in the world while
maintaining our uncompromising principles as
we grow” – Starbucks Coffee
• “To solve unsolved problems innovatively” –
3M
• “To offer all the fine customers in our
territories all of their household needs in a
manner in which they continue to think of us
fondly” – Wal-Mart
Example

49. FISHBONE
“Cause-and-Effect Diagram”
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..0812 2353 284

50. Why implement this?
• It increases knowledge of the
process by helping everyone to
learn more about the factors at
work and how they relate.
• It identifies areas where data
should be collected for further
study.
> EXAMPLE OF A BUSINESS PROCESS >

51. STEP 1:
• Decide on the effect to be examined.
• An effect may be positive (an
objective) or negative (a problem),
depending upon the issue that is being
discussed.
Identify and clearly define the outcome or
EFFECT to be analyzed.
> PUTTING ‘CAUSE-AND-EFFECT’ DIAGRAM’ TO TEST: STEP 2 >

52. STEP 1:
Identify and clearly define the outcome or
EFFECT to be analyzed.
>POSITIVE
– pride and ownership over productive areas
– upbeat atmosphere that encourages the participation of the group
> NEGATIVE
– justifying why the problem occurred and placing blame
– easier for a team to focus on what causes a problem than what causes an
excellent outcome
– concentrate on things that can go wrong may foster a more relaxed
atmosphere which sometimes enhances group participation
> PUTTING ‘CAUSE-AND-EFFECT’ DIAGRAM’ TO TEST: STEP 2 >

53. STEP 2:
• Draw a horizontal arrow pointing to the right.
This is the spine.
• To the right of the arrow, write a brief
description of the effect or outcome which
results from the process.
• Draw a box around the description of the
effect.
Draw the SPINE and create
the EFFECT box.
> CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1 & 2 >

54. STEP 3:
 Establish main causes, or categories, under
which other possible causes will be listed.
 3Ms and P – Methods, Materials, Machinery,
and People
 4Ps – Policies, Procedures, People, and
Plant
 Environment
Identify the main CAUSES contributing to the
effect being studied.
> CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2 & 3 >

55. STEP 3:
Identify the main CAUSES contributing to the
effect being studied.
• Write the main categories your team has
selected to the left of the effect box. Draw some
above and below the spine.
• Draw a box around each category label and use
a diagonal line to form a branch from the box to
the spine.
> CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2 & 3 >

56. STEP 4:
• Identify as many factors or causes
possible and attach them as sub-
branches of the major branches.
• Fill in detail for each cause.
For each major branch, identify other
specific factors which may be the CAUSES of
the EFFECT.
> CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2, 3 & 4 >

57. STEP 5:
• You can do this by asking a
series of WHY questions.
Identify more detailed levels of causes and
continue organizing them under related
causes or categories.
> CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2, 3, 4 & 5 >

58. STEP 5:
Identify more detailed levels of causes and
continue organizing them under related
causes or categories.
FROM GIVEN EXAMPLE:
Q: Why is there an invalid list of updates?
A: Because the data was mixed up.
Q: Why was the data mixed up?
A: There was a problem with the manual organization of the files.
Q: Why is there a problem with the manual organization of the
files?
A: Because there are no back-up files and since it was
manually prearranged, inaccuracy is inevitable.
> CAUSE-AND-EFFECT DIAGRAM , updated with STEPS 1, 2, 3, 4 & 5 >

59. STEP 6:
• It helps identify causes that warrant further
investigation.
• Use a pareto chart to determine the cause
to focus on first.
• See the “balance” of your diagram,
checking for comparable levels of detail for
most of the categories.
Analyze the diagram.
> CAUSE-AND-EFFECT DIAGRAM , completed >

60. STEP 6:
Analyze the diagram.
– A thick cluster of items in one area may indicate a
need for further study.
– A main category having only a few specific causes
may indicate a need for further identification of
causes.
– If several major branches have only a few sub-
branches, you may need to combine them under a
single category.
> CAUSE-AND-EFFECT DIAGRAM , completed >

61. STEP 6:
Analyze the diagram.
• Look for causes that appear repeatedly. These
may represent root causes.
• Look for what you can measure in each cause so
you can quantify the effects of any changes you
make.
• Most importantly, identify and circle the causes
that you can take action on.
> CAUSE-AND-EFFECT DIAGRAM , completed >

62. GoalsSetting
HM MBT OKTOBER 2009 62
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..0812 2353 284

63. Goal Setting
WHY SHOULD YOU SET GOALS
• Establish your ultimate destination
• Identify the roads you can take to get there
• Know when you have arrived at your goal
“The person who starts out going nowhere,
generally gets there”
- Dale Carnegie
Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion

64. Goals can give employees control over their own jobs
and, at the same time, give managers a tool for
monitoring their employees’ performance.

65. What is a GOAL?
Goal :
The purpose toward which an endeavor is
directed; an end; an objective.
Goal Setting:
To set or adjust for proper functioning.
Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
Setting goals is a means of identifying and plotting how
you are going to achieve your aims in life. By writing
down your goals you are committing yourself to
accomplishing them; therefore, make sure that your
goals are important to YOU!!!!!

66. 1. What personal goals do I have for myself
over the next few years?
2. What skills do I want to develop in myself
to help me achieve my goals?
3. What opportunities are there that I can
leverage to gain the skills needed to
achieve my goals?
4. What will I do when I return home from
this conference to take advantage of these
opportunities? What can I do RIGHT
NOW?
Question?
(Apa yang akan Anda capai dlm wkt dekat ini?)
(Kemampuan apa saja…….. utk mencapainya?)
(Peluang apa saja….Kemampuan ---tercapai?)
Format Setting GOAL

67. Seven goal areas
Family/home
Social
Educational
Religious
Achievement/recognition
Career
Physical/health
Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion

68. There are three types of people
1. Ones that make things happen
2. Those that let it happen
3. And the ones that don’t know what
happened.
What one are you going to be?
Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion

69. Program Kerja
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..08122353284

70. Pengertian Program Kerja
• Program Kerja disebut juga Agenda Kegiatan.
Yaitu suatu rencana kegiatan organisasi yang
dibuat untuk jangka waktu tertentu yang
disepakati oleh pengurus organisasi.
• Program kerja harus dibuat secara sistematis,
terpadu, terperinci serta terarah, sebab
program kerja sebagai pegangan dalam
mencapai tujuan organisasi

71. Tahapan
Penyusunan
Program Kerja
1. Research and Listening
2. Planning and Decision Making
3. Communication and Action
4. Evaluation

72. Hal-hal yang perlu
diperhatikan dalam
penyusunan
program kerja

73. 1. SWOT analysis
 Strenght (kekuatan organisasi)
Sejauhmana organisasi memiliki kemampuan serta keunggulan
baik SDM maupun SDA
 Weeknesses (kelemahan organisasi)
Setiap organisasi memiliki kelemahan, bagaimana mengatasinya.
 Opportunity (peluang bagi organisasi)
Organisasi menganalisis peluang-peluang untuk mencapai target
atau sasaran (goals)
 Threats (ancaman bagi organisasi)
Organisasi menganalisis serta mampu mengantisipasi ancaman
Internal dan Ekternal yang dimungkinkan akan terjadi

74. 2. Waktu
Kapan kegiatan akan dilaksanakan, time
schedule dibuatkan
3. Siapa yang melaksanakan dan apa tugas-
tugasnya
Pembagian tugas sesuai kompetensi yang
dimiliki anggota, serta dibuatkan deskripsi
tugas (job description)
4. Program kerja yang dibuat harus lebih baik
dari realisasi kerja periode sebelumnya.

75. • Setelah program kerja disusun, maka dibahas
pada “rapat kerja” selanjutnya dikembangkan
melalui pembagian tugas (organizing and
staffing), pemimpin menetapkan “target
kerja” yang harus dicapai sesuai dengan tugas
masing-masing anggota organisasi, dalam
proses kerjanya diberikan arahan (directing)
serta dilakukan pengawasan (controlling) agar
terarah sesuai program yang telah dibuat
bersama.

76. Hal ini sesuai dengan “Fungsi
Manajemen” :
• Planning
• Organizing and Staffing
• Directing
• Controlling

77. By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..0812 2353 284

78. Dignity Action Plan – Planning Process Steps
Step 1
Identify and describe a
DIGNITY PROBLEM
Step 2
What are the CAUSES?
Step 3
What are the FACTORS?
Step 5
Create ACTION PLAN
(and carry it out)
Step 6
Were you SUCCESSFUL?
Step 4
What are my OPTIONS?
If not ...
try again!

79. Action Planning Step 5: Create the Plan - Goals & Objectives (C)
Have you a clear GOAL? (Single clear sentence of overall target)
What are your OBJECTIVES? Are your Objectives SMART?
• Specific
• Measurable
• Achievable
• Realistic
• Timed

80. Action Planning Step 5: Create the Plan - Goals & Objectives (D)
Have you a clear GOAL? (Single clear sentence of overall target)
What are your OBJECTIVES? Are your Objectives SMART?
• Specific
• Measurable
• Achievable
• Realistic
• Timed
• Inspiring
• Enthusiasm Generating
• Sustainable
SMARTIES !

82. Objectives of M&E
• Informing budget allocation decisions
• Supporting government planning at the national, sub
national, local and sectoral level
• Helping the management of programs and the provision
of public services. Element of any results based
management system
• Accountability of local governments and central
agencies

83. Building blocks of the supply side
• Improve Statistics and National Statistical Systems:
– household surveys, sectoral surveys and censuses
– Better administrative records and sectoral statistics
– Integration of systems for the production of input and outcome indicators
– Increasing need for regional and local level data
• To feed the production/maintenance of these tools
– Sectoral/program Monitoring systems
– Central Monitoring systems (Systems of presidential goals).
– Performance evaluation systems.
– Process evaluations
– Rapid Assessments
– Impact evaluation
– Ex-ante evaluations of investment projects

84. Effective Utilization of the System
Increasing Demand
• Increase the consciousness of potential users of what the system offers
and its importance (congress, NGO’s, academia etc)
• Set standards of quality of information which create trust
• Foster a strong communication channels between producers and users.
• Produce information (data , indicators, evaluations) which will be used
• Incentives for managers, sectoral officials, budget officials, congress,
etc. so that they use the information
• One or more leaders who persuade and motivate the government to
keep advancing in this area

85. What should a M&E System Measure?
Source: Adapted from ADB (2006) Introduction to Results Management, p. 7
World Bank (2001) PRSP Sourcebook, p. 108.
Access to, use of, and
satisfaction with
services
Effects on dimensions of
well-being
Goods and services
produced
Tasks undertaken to
transform inputs to
outputs
Financial, human and
material resources
Outcomes
Impact
Outputs
Activities
Inputs
School enrollment
rates
Improve literacy
Number of schools
built; textbooks, etc.
Building of schools
Distribution of
textbooks, etc.
Spending on
primary education
Indicative Example:The Results Chain