B ussiness M anagem ent D evelopm ent Program

M D P 2021

Thinking
S trategically
YULID AN JIFIRM AN SYAH
D isadurdariberbagaisum berII
C haracteristic of
S trategic Thinker
C uriosity
G enuinely interested in w hat’s
going on in yourunit,com pany,
and industry and the w ider
business environm ent
Future Focus
C onstantly considerhow the
condition in w hich yourgroup
and com pany operate m ay
change in the com ing m onth and
year.
C onsistency
Strive to m eetgoals and pursue
the objectives persistently
O utw ard Focus
Able to identify trends and
pattern in yourindustry and
understand theirim plication.
A gility
Able to adaptapproaches and
shiftideas w hen new inform ation
suggestthe need to do so
O penness
W elcom e fornew ideas from all
ofteam m em berand outside
stakeholders.
Breadth
C ontinually w ork to broaden
yourknow ledge and experience
so you can see connections and
patters across seem ingly
unrelated fields ofknow ledge
Q uestioning
C onstantly ask ourselfifw e
should doing w hatw e are doing
and how w hatw e are doing is
creating value.
G et S tarted:
B e S trategic in
Y our D aily W ork
Strategic Leadership :
The EssentialSkills
Six Ability to hone and apply
1. Anticipate
2. C hallenge
3. Interpret
4. D ecide
5. Align
6. Learn
G et S tarted:
B e S trategic in
Y our D aily W ork


  

 
To Be Strategic,Balance
A gility and C onsistency
 


Know how to balance consistency and agility 
 
in yourcareerand in the organization you
serve.

 
  
G et S tarted:B e S trategic
in Y our D aily W ork
1. B u ild a so lid fo u n d a tio n o f
tre n d s a n d in sig h t.
D EV ELO P 2 .P rio ritize stra te g ic th in kin g

Prove You're Ready for the

IN G
S trategic Thinking
N ext Levelby Show ing O ff
Your Strategic Thinking Skills 1. B rin g a p o in t o f vie w to th e
ta b le
D EM O N S 2 .S h o w th a t yo u c a n in itia te
TR A TE in n o va tio n a n d b rin g
stra te g ic c h a n g e
S trategic Thinking

U nderstand Y our
O rganization’s
S trategy
01.
G ather Inform ation A bout
Strategic O bjectives
02.
A nalyze Risk in Strategic
O bjectives
D E F I N I N G S T R AT E G I C O B J E C T I V E S
Your Organization
• What are the company’s major strategic objectives right
now?
• What are the major needs/challenges/opportunities we’re
facing over the next six months? Year? In the long term?
• I’m hearing that ________ is our primary priority right now,
and that long term we’re preparing for _____.
reading the landscape right? What am I missing?
Am I
Your Team
• How do you see my team fitting into this picture?
• What are your top priorities for my group? What are the big
needs/challenge/opportunities you’d like to see us tackle in
the next months? Year? In the long term?
• I’d like to see my team do ____ and ____. What are your
thoughts?
You
• What role would you like to see me play in carrying out this
strategy?
• What are the major needs/challenges/opportunities you’d
like to see me take on in the next six months? Year? In the
long term?
• With your boss or key person. What are your objectives
right now within the organization? How can I support them?
U nderstand Y our
O rganization’s
S trategy

03. 04.
Strategy Isn’t W hat You Say, Building a Strategic N etw ork
It’s W hat You D o.
D evelop a O bserve Signals Inside Your

B ig-Picture O rganization 01
Perspective Study Trends O utside Your
C om pany
1. N ew s and com petitor updates
02
2. The latest research
Spotting Trends 3. People in your netw ork
4. M acro trends
and Patterns That 5. Source outside your core area of business

A ffect Your Business

M ove from Inform ation to
Insights 03
D evelop a Tap Your Stakeholder

B ig-Picture FIVE QUESTION TO IDENTIFY KEY STAKEHOLDER

1. Does the stakeholder have fundamental impact on your

01
Perspective organization performance? (required response : yes)
2. Can you clearly identify what you want from the stakeholder?
(required response : yes)
3. Is the relationship dynamic, do you want it grow? (required
response : yes)
4. Can you exist without or easily replace the stakeholder?
Look at Your C om pany (required response : yes)
5. Has the stakeholder already been identified through another
from the O utside In
relationship? (required response :yes)

G o Beyond Your C urrent

C ustom ers 02
D evelop a
B ig-Picture 3 Things N eed to D o
To think O rganization Future
Perspective
1. U nderstand H ow People Think

Thinking Long-Term in a 2. Q uestion Your O rganization’s

Fundam entalBeliefs
Short-Term Econom y
3. U se “Prospective Thinking” to
C onsider Key Trends and D isruptions
The Future Is Scary.
C reative Thinking C an H elp
 D evelop a
B ig-Picture Zoom In
Perspective Zoom O ut
A re you stuck in a perspective that’s too close in? A re you stuck in a perspective that’s too far out?
Tanda Tanda P e rta n y a a n y a n g m e m b a n tu a n d a Tanda Tanda P e rta n y a a n y a n g m e m b a n tu a n d a

T e llta le S ig n u n tu k m e lih a t le b ih lu a s T e llta le S ig n u n tu k m e lih a t le b ih s e d e rh a n a

• You getover w helm ed by countless details. • W hat is the context? W hat m atters m ost? • You dism iss deviations from plan or m odels • D oes the deviation challenge the m odel? H ow

as too m inor to m atter. can the deviation be understood?

• You take things personally,finding the “m e” • W hat larger purpose is being served? W hat is • You take things personally,finding the “m e” • W hat larger purpose is being served? W hat is

angle first. atstake forother? angle first. atstake forother?

• You trade favors,hoping others w ill“do itfor • W hy is the task orm ission w orthy ofsupport? • You trade favors,hoping others w ill“do itfor • W hy is the task orm ission w orthy ofsupport?

m e”. m e”.

• You m ake exceptions or specialdeals based • W illthe circum stances recur? • You m ake exceptions or specialdeals based • W illthe circum stances recur?

on particularcircum stances. • W hat policies ordecision fram e w orks could on particularcircum stances. • W hat policies ordecision fram e w orks could

be used? be used?

• You jum p on any good-looking offerthat pops • D oes this fitthe goalordestination? W hat else • You jum p on any good-looking offerthat pops • D oes this fitthe goalordestination? W hat else

up. m ight be on the horizon? up. m ight be on the horizon?

• You treat every situation as unique. • Are there other sim ilarsituations? • You treat every situation as unique. • Are there other sim ilarsituations?

• W hat categories orgroupings m ake sense? • W hat categories orgroupings m ake sense?
A lign D ecision “W hat at first seem s like an opportunity

w ith S trategic m ight revealsignificant risk and w hat

seem ed risky at first m ight reveala

O bjective significant opportunity”

Reflect on Your A ction

A nd C hoices M ake tim e to reflect before m aking decision.

1. W hat is involved?
Ifyou’re notbeing seen as enough ofa strategic
2. W ho is involved?
thinker,it’s because you’re so busy betw een
m eetings,em ails,phone calls,and other
3. W hat is at stake?
im m ediate dem and.Then you often notm uch
tim e leftforw ork thatrequires deep thought.
4. W hat is opportunity and w hat are the risk?
The resultis decisions thatare based m ore on
reflex than on reflection.
A lign D ecision W rite dow n the m ost im portant inform ation

w ith S trategic 03 you are m issing

O bjective W rite dow n im pact your decision w illhave,

04 one year,in the future

Seven Steps for M aking
Faster,Better D ecision Involve a team of at least tw o but not m ore

05 than six stakeholder

W rite dow n five preexisting com pany goals

01 or priorities that w illim pacted the decision.

W rite dow n w hat w as decide,as w ellas w hy

06 and how m uch the team support decision

W rite dow n at least three,but ideally four

02 or m ore realistic alternatives.

Schedule a decision follow up in lim itation

07 tim e
A lign Y our Team
A round the Think about your audience

01
S trategic G oals W hat they care m ost about?

Target the m essage to their need

02 H ow is the vision relevant to them

C om m unicate the Lay out action steps

V ision to Your G oal 03 W hat are specific,m easurable goals and deadlines

Engage their em otions

04 H ow w illthey get a benefit at the end?

W hen Y ou Think “Kita harus m enaruh kepercayaan pada atasan atau

the S trategy is superior kita terutam a karena adanya kem ungkinan

m ereka tidak m em ilikikebebasan untuk

W rong m em utuskan”

“Kebanyakan,orang tidak m enaruh respek pada

01.
fighting yang sebenarnya hanya
D iagnose:U nderstand the full
m em perm asalahkan ketidaksem purnaan”
picture

02. 03.
Reflect:C ontextualize your Speak U p:Proceed carefully
concern
W hen Y our B oss
G ives Y ou
C onflict M essage
D on’t Pretend the C onflict Identify the C hallenge and

D oesn’t Exist M ove Forw ard

• U se H um or

• D iscus the U ndiscussable