perations andand

Strate
Strategic
Impact

Febri - 2046000185
Ory -
206020200111014
 Contents
1. Strategy in Busniess Operations
2. Operations strategy reflects business strategy (top-
down)
3. Operations strategy aligns with market
requirements (outside-in)
4. Operations strategy learns from operational
experience (bottom-up)
5. Operations strategy develops the capability of its
resources and processes (inside-out)
6. Four perspectives of operations strategy
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Operations
.

Strategy
 Strategy in Business Operations
Strategy comes from the Greek word
‘strategos’, meaning ‘leading an army’.

As in military practice, a business

should also formulate its own strategy
to achieve its overall goal.
 FACULTY of
ECONOMICS and
BUSINESS

Strategy in Business Operations

Both military and business strategy can be described in similar
ways, and include some of the following:
● Setting broad objectives that direct an enterprise towards its overall goal.
● Planning the general path that will achieve these goals.
● Stressing long-term rather than short-term objectives.
● Dealing with the total picture rather than stressing individual activities.
● Being detached from, and above, the confusion and distractions of
day-
to-day
activities.
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 ):~~-----
------

Operations Strategy Reflects

Business Strategy
 ACULTY of
ECONOMICS and 1
BUSINESS
Operations Strategy Reflects
Business Strategy (Top-down)

Named as the top-down perspective, it often identifies three related levels of

strategy; corporate, business, and functional.

Corporate level : Positions the corporation in its global, economic, political,

and social environments. . .
Business level : Each business unit within the corporate also need to put
together its own business strategy.
Functional level : Functional strategies need to consider what part each
function should play in contributing to the strategic objectives of the business.
 CULTY of
ECONOMICS and
BUSINESS
Operations Strategy Reflects
Business Strategy
OPERATIONS PRINCIPLE
Operations strategies should reflect
top-down and/o busines
corporate r s
objectives.
To follow such principle, an enterprise should attempt to achieve both
correspondence and coherence. To achieve those, an enterprise could
devise
a business model that integrates with an operating model.
Correspondence and Coherence
Correspondence - there should be a clear
correspondence between a business’
strategy and its operations strategy

Coherence - choices made across or within

functions should not pull it in different
directions.
Correspondence and Coherence
Business model and Operating model
 ACULT of
Y
ECONOMICS and
BUSINESS

Operations strategy aligns with

market (outside-in)
requirements
 ACULTY of
ECONOMICS and Operations strategy aligns with market
BUSINESS requirements (outside-in)

Outside-In
Any operations strategy should Growth
reflect the intended market position Maintain
market is
in
of the business. technical
skills,
'integrated
0.. metrology
Increase ~
Companies compete in different software
systems'

ways; some in cost, some in the development,

data
quality of their products, etc. exchange ~
and client
Maintain
position in
liaison, skills. 'individual
This is a market (or outside-in) metrology

perspective on operations strategy. devices'

 ACULTY of
ECONOMICS and
BUSINESS

Operations strategy learns from

operational experience (bottom-
up)

If'
 Operations strategy learns
from
operational experience (bottom-
Some companies sometimes learn
up) experience of
from their ongoing
providing products to their customers.

The bottom-up perspective should involve:

• Capturing the learning that should
come from routine, operations and
activities.
• Transforming that learning into
strategically valuable knowledge.
FACULTY of
ECONOMICS and
BUSINESS

Operations strategy develops the

capability of its resources and
processes (inside-out)

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 FACULTY of
ECONOMICS and Operations strategy develops the capability of
BUSINESS
resources and processes (inside-out)
OPERATIONS
PRINCIPLE
The long-term objective
of operation strategy is
to build 'operations-
based capabilities'.
The most common (and useful) way
of applying the RBV has become
known as the VRIO framework.
its
The idea that building operations capabilities is a
particularly important objective of operations strategy
is closely linked with the ‘resource based view’ (RBV)
of the firm.
Four questions of the VRIO framework:
1. Is the resource valuable?
2. Is the resource rare?
3. Is the resource costly to imitate?
4. Is the firm organised to capture the
value of the resource?
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FACULTY of
ECONOMICS and Operations strategy develops the capability of
BUSINESS its resources and processes (inside-out)
From Slack N The Operations Kogan Page, reproduced by
(2017) Advantage, permission.
Organisation + Organisation + value +
Inside- value = at least rarity = short/medium­
Out parity with term competitive
competitors advantage
Not all
modules Are your Are your
capabilities capabilities
can be valuable? rare?
integrate ~ Develop
d supply Operations
capability contributes to
to sustainable
include competitive
Need to buy- ~ suppliers' advantage
in equipme Is operations ~::::::::.......::::::
technical .,.... nt Are your
organised to ~
capabilities
capabilities to client exploit your
inimitable?
... ....;::_\(:apabilities?
for interface needs
Organisation = Organisation + value +
modules
potential to rarity + inimitability =
long-term competitive
contribute to
competitiveness The VRIO framework. advantage

•If"
FACULTY of
ECONOMICS and
Four perspectives of operations strategy
BUSINEeC ~==========~-------
r-
-------~
Top-down
Reflect what the whole
perspective
group or business
wants to do
Inside-out perspective

Develop resources Translate

and processesso that Operations intended
their capabilities can strategy market position
be exploited in their so as to provide
chosen markets the required
operatio decisio
ns objectives
ns
Learn from day-to-day for
activities so as to
cumulatively build
strategic capabilities

Bottom-up perspective

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FACULTY
of and Four perspectives of strategy
ECONOMI operations
1-----------------------------
Top Down

CS
Group building corporate capability in high­
BUSINESS

•
technology products and services
Outside-
Inside- In
Out
Growth
Not all Micraytech businessgrows through
market is
modules systems-based innovations Maintain in
can be technical 'integrated
integrate Develop skills,
Operations develops modular-based hi­ ..... metrology
d ~ supply increase tIIIII systems'
capability tech systems that provide highly
software If""'
to customised flexibility and innovation at
development,"
include relatively low cost through close
data
Need to buy- ~ suppliers' relationships with both clients and exchange...... Maintain
in technical .,.... equipme and client ,. position
capabilities nt liaison, in
for to client skills. 'individual
interface needs metrology
modules Experiment with 'modular' design of key
devices'
products and components
I I 't 't
I I " "
Customers seem to be confused by continual
system innovation, also costs increasing

Bottom Up
 “Strategic Operations Management: Investigating
the Impacting Communication Effectiveness and Job
Factors
Satisfaction”

Hal yang Menarik Dalam Jurnal

Penelitian ini menggunakan data bank di Iran sebagai responden, dan
pesertanya para manager bank. Dalam penelitian ini peneliti tertarik untuk
mengungkapkan seberapa penting peran manajemen strategis dalam
mengatur,mengelola dan memanage organisasi yang notabene bank dengan
menggunakan beberapa factor yang diidentifikasi.

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 Permasalahan yang dimuat Tujuan Penelitian

Terdapat kesinambungan dari beberapa

teori yang diungkapkan peneliti dalam
beberapa literature yang digunakan.
Penelitian bertujuan untuk
Literatur menunjukkan aplikasi terbaru mengidentifikasi hubungan antara
mengidentifikasi
dari manajemen strategis terutama manajemen strategis dan perilaku
manajemen
penyelarasan strategis itu memengaruhi manajemen strategis dan
strategis, manaje
motivasi dan bagaimana hal itu dapat
penyelarasan strateg is, penyelarasan dan
meningkatkan hubungan IE dan motivasi strategis, perilaku strategis dan
efektivitas komunikasi. Di sisi lain, orang
kecerdasan emosional, kecerdasan
dengan motivasi rendah cenderung
emosional dan efe
efektivitas komunikasi,
mengalami kesulitan dalam
serta komunikasi
berkomunikasi dengan orang lain. Oleh efektivitas dan kepuasan kerja dengan
kep
karena itu manajemen strategis
variabel moderator (motivasi) di Bank
memainkan dua peran yaitu hubungan Pertani
Pertanian Iran.
peran satu dengan perilaku strategis
untuk berdampak E1 dan peran lain,
hubungan dengan penyelarasan strategis
untuk memengaruhi motivasi
H1: Manajemen strategis akan memiliki hubungan yang signifikan dengan perilaku
strategis.
H2: Manajemen strategis akan memiliki hubungan yang signifikan dengan strategi
bisnis TI penjajaran.
H3: IT-business Strategic alignment akan memiliki hubungan yang signifikan
dengan motivasi.
H4: Perilaku strategis akan memiliki hubungan yang signifikan dengan kecerdasan
emosional.
H5: Kecerdasan emosional akan memiliki hubungan yang signifikan dengan
komunikasi efektivitas.
H6: Motivasi akan memoderasi hubungan antara kecerdasan emosional dan
komunikasi efektivitas.
H7: Motivasi memiliki hubungan yang signifikan dengan kecerdasan emosional.
H8: Motivasi akan memiliki hubungan yang signifikan dengan efektivitas komunikasi.
H9: Efektivitas komunikasi akan memiliki hubungan yang signifikan dengan kepuasan
kerja.
 Strateg IT -business Motivati
Metode Penelitian ic Strategic on
Manage Alignm
Validitas konstruk kuesioner diuji mentHi ent
menggunakan uji alpha Cronbach. Data
diolah dengan menerapkan koefisien
Emotio
Kendall Strateg
ic
H
nal
H Communica
tion
Jo
b
4 5
konkordansi diterapkan untuk memahami Behavio Intellige ElTectiven Satisf
perbandingan antara variabel. urs nce ess action
Fig I. Final
ResearchModel
Hasil penelitian menunjukkan ada hubungan
yang signifikan dan positif antara
manajemen strategis dan perilaku strategis,
manajemen strategis dan penyelarasan
strategis, penyelarasan strategis dan
motivasi, perilaku strategis dan kecerdasan
emosional, kecerdasan emosional dan
efektivitas komunikasi serta efektivitas
komunikasi dan kepuasan kerja dengan
variabel moderator (motivasi) di PT Bank
Pertanian Iran.
Dari hasil studi tersebut, dapat disimpulkan bahwa
Bank Pertanian Iran harus memberi banyak
perhatian pada kecerdasan emosional,
penyelarasan strategis, motivasi, dan strategis
manajemen karena mereka dapat mengarah pada
efektivitas komunikasi dan kepuasan kerja.
THANK
YOU