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Inovasi dan Perubahan

Organisasi
Prof. Dr. Martani Huseini dan Team
TUJUAN INSRUKSIONAL UMUM
• Setelah mengikuti mata kuliah ini mahasiswa diharapkan dapat memahami
Konsep Perubahan Organisasi dan Tata Kelola (Governance) yang Dinamis,
Kreatif & Inovatif baik mulai dari Masukan, Proses serta Keluarannya
(Inputing). Daya ungkit (leverages) kehidupan sebuah organisasi dalam
proses adaptabilitas dengan lingkungan yang sangat kompleks penuh
dengan turbulensi yang disruptif dan tidak menentu arahnya sangat
dipengaruhi oleh aspek ‘Sensing’, ‘Knowledge Creating’ hingga proses
‘Decision Making’nya di pelbagai sektor organisasi tersebut berada. Oleh
karena itu setelah mempelajari konsep, teori tentang Inovasi dalam
Organisasi disertai dengan aplikasi studi kasusnya diharapkan mahasiswa
tidak hanya mengenal konsep utama, namun dapat mempraktekkannya
dan mengidentifikasi manfaat suatu inovasi bagi organisasi
TUJUAN INSTRUKSIONAL KHUSUS
• Setelah mengikuti mata kuliah ini mahasiswa diharapkan dapat memahami
kesulitan sebuah organisasi untuk melakukan baik ‘Invention’ maupun
‘Innovation’ dalam organisasi yang berkaitan dengan mendisain PEOPLE,
PROCESS, LEVERAGES, & OUTPUT/OUTCOME dalam organisasi privat maupun
publik. Dengan ungkapan sederhana kita disodorkan dua pilihan INNOVATION OR
DIE. Tentu semua pihak akan memilih Innovation. Bagaimana mewujudkannya?
Ikutilah Materi Perkuliahan ini disertai dengan contoh kasus dan latihan kecil.

• SISTEM EVALUASI
• 1. Ujian Tengah Semester 40%
• 2. Studi Mandiri 20%
• 3. Partisipasi Kelas 20%
• 4. Ujian Akhir Semester 20%
1 Konsep Tata kelola organisasi yang dinamis dan inovatif
- Konsep Perubahan dan Lingkungan Organisasi
- Konsep Tata Kelola yang dinamis dan Inovatif
- PR presentasi minggu depan dengan topik SAP 2

2 Membangun Self Urgency of the Need for Change


- Presentasi Individual SAP 2
- Pentingnya perubahan dan Inovasi dalam suatu organisasi
- Tantangan Perubahan (Daya saing global, dll)
- PR Presentasi minggu depan dengan topic membahas SAP 3
3 Beberapa Pilihan Model Pengelolaan Dinamis untuk Inovasi
- Presentasi individual SAP 3
- Konsep Inovasi
- Konsep Model Pengelolaan Dinamis untuk Inovasi
- PR Presentasi minggu depan dengan topic SAP 4
4 State of the Art The Innovation Theory
- Presentasi Individual SAP 4
- Teori –teori Inovasi
- Teroi Resistensi
- PR Presentasi minggu depan topic SAP 5
5 Leadership and Innovation
- Presentasi SAP 5
- Kepemimpinan Perubahan dan karakteristiknya
- PR Presentasi minggu depan dengan Topik SAP 6

6 Innovation and Culture


- Presentasi Individual SAP 6
- Konsep Budaya organisasi
- Inovasi dan Budaya organisasi
- PR Presentasi minggu depan dengan topik SAP 7
7 Innovation and Social Science
- Presentasi individual SAP 7
- Konsep Inovasi dan Social Science
- PR presentasi individual SAP 9
8
Ujian Tengah Semester
9 Innovation and Knowledge Management
- Presentasi Individual SAP 9
- Konsep Knowledge Management
- PR Presentasi topic SAP 10

10 Innovation and Learning Organization


- Presentasi Individual SAP 10
- Konsep Pemahaman Learning Organiztion
- PR Presentasi Topik SAP 11
11 Innovation and Public Policy Support
- Presentasi Individual SAP 11
- Konsep Innovasi dan Dukungan Kebijakan Publik
- PR Presnetasi topic SAP 12

12 Innovation and Social Entrepreneurship


- Presentasi individual SAP 12
- Konsep Social Entrepreneurship

13 Guest Lecture

14 Company Visits

15 CLOSING & RESUME

16 Ujian Akhir Semester


REFERENSI UTAMA :
• 01. Barton, D.L., Wellsprings of Knowlegde, Harvard Business School Press, Boston, 1995
• 02. Edgar H. Schein, Strategic Pragmatism, The MIT Press, Singapore, 1996
• 03. Galphin, Tinothy J, 1996, The Human Side of Change, USA : Jossey Bass, Inc.
• 04. Jahansson, J.K. & Nonaka, I., Relentless, Harper Business, New York, 1996
• 05. Kottler, J.P., Leading Change, Harvard Business, New York, 1996
• 06. Nadler, D.A. et al, Discontinue Change : Leading Organization Transformation, Jossey Bass, New York, 1995
• 07. Nonaka, I. & Tekeuchi, The Knowlegde-Creating Company, Harvard Business School Press, New York, 1995
• 08. Pasmore, William A., 1994; Creating Stategic Change ; Designing the Flexible, High Performing Organization, USA : John Wiley & Sons, Inc.
• 09. Savage, C., The Fifth Generation of Management, Harper, New York, 1996
• 10. Senge, P., The Fifth Discipline New York, 1990
• 11. Smith, Douglas K., 1996; Taking Charge of Change, USA ; Addison Wesley, Inc.
• 12. White, Randall P., et. al ; 1996;1996; The Future of Leadership : A White Water Revolution, Great Britain; Pitman Publishing
• 13. Lance A. Berger., Martin J. Sikora., The Change Management Handbook., Chicago Irwin 1994.
• 14. Richard L. Nolan., David C. Croson., Creative Destruction., Harvard Business., Boston 1995..
• 15. Clayton Christensen., Innovator’s Dillemas, Harvard Business Publisher, Boston 2005.
• 16. Kasali Rhenald., Disruption, Rumah Perubahan, Penerbit Gramedia, Jakarta, 2017.
Konsep Tata Kelola Organisasi
yang Dinamis dan Inovatif
Tata Kelola Organisasi
• Corporate governance is the mechanisms, processes
and relations by which corporations are controlled and
directed.
Shailer, Greg. An Introduction to Corporate Governance in Australia, Pearson Education Australia,
Sydney, 2004

https://en.wikipedia.org/wiki/Corporate_governance
• Governance structures and principles identify the
distribution of rights and responsibilities among different
participants in the corporation (such as the board of
directors, managers, shareholders, creditors, auditors,
regulators, and other stakeholders) and includes the rules
and procedures for making decisions in corporate affairs.

The Corporate Governance of Iconic Executives, 87 Notre Dame Law Review 351 (2011), available
at:http://ssrn.com/abstract=2040922

https://en.wikipedia.org/wiki/Corporate_governance
• Corporate governance includes the processes through which
corporations' objectives are set and pursued in the context of the
social, regulatory and market environment. Governance
mechanisms include monitoring the actions, policies, practices,
and decisions of corporations, their agents, and affected
stakeholders. Corporate governance practices are affected by
attempts to align the interests of stakeholders.

• "OECD Principles of Corporate Governance, 2004". OECD.


• Tricker, Adrian, Essentials for Board Directors: An A–Z Guide, Bloomberg Press, New York, 2009, ISBN 978-1-57660-354-3

https://en.wikipedia.org/wiki/Corporate_governance
Dinamis
• Dynamic governance is the key to success in a world undergoing
accelerating globalization and unrelenting technological
advancement.

• If institutions can evolve and embed the cultures and capabilities that
enable continuous learning and change, their contributions to a
country’s socio-economic progress and prosperity would be
enormous. The lessons from their efforts in institutionalizing culture,
capabilities and change would be useful for achieving similar
outcomes in other types of organizations, such as business firms and
volunteer groups.
Boon Siong Neo & Geraldine Chen (2007) Dynamic Governance, Embedding Culture, Capabilities
and Change in Singapore, Singapore: World Scientific Publishing Co. Pte. Ltd
• Dynamic governance is the ability of a (government) to continually
adjust its public policies and programs, as well as change the way
they are formulated and implemented, so that the long-term
interests of the nation are achieved.
• Dynamism in governance is essential for sustained economic and
social development in an uncertain and fast changing environment,
and in an increasingly demanding and sophisticated society where
citizens are more educated and more exposed to globalization.

Boon Siong Neo & Geraldine Chen (2007) Dynamic Governance, Embedding Culture, Capabilities
and Change in Singapore, Singapore: World Scientific Publishing Co. Pte. Ltd
System
A collection of parts that interact with one another
to function as a whole. A System is more than the
sum of its part – it is the product of their
interaction (Ackoff, 1993);
Sumber gambar: http://arts.brighton.ac.uk/stibbe-handbook-of-sustainability/chapters/complexity
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A grouping of parts
that operate together
for a common
purpose
(Forrester, 1968).
Sumber gambar ilustrasi: http://www2.hull.ac.uk/hubs/research/centres/systems-studies.aspx
Sifat Sistem

Jamak
• Sistem terdiri dari beberapa subsistem.
• Sistem menjadi bagian (subsistem) dari
sistem yang lebih besar

Menyeluruh.
• Sifat sistem hanya muncul apabila sistem
bekerja secara menyeluruh.
• Subsistem tidak memiliki sifat sistem
http://www.huntvalleychurch.org/interdependence/interdependence-image-3/, http://mz2026.blogspot.co.id/2014/11/1031-interdependence-of-organisms-2.html
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 Mengubah suatu subsistem akan mengakibatkan
perubahan dalam sistem, dan akan terjadi akibat
sampingan
 Sistem akan melawan perubahan yang terjadi
dalam sistem, karena subsistem saling terkait
dalam sistem
 Dalam sistem terdapat subsistem yang dengan
upaya kecil dapat mengakibatkan perubahan
besar dalam sistem = leverage

“Small push in the right direction is enough” (Senge, 1990)

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Inovatif
• Innovation is the specific tool of entrepreneurs, the means by which
they exploit change as an opportunity for a different business or a
different service. It is capable of being presented as a discipline,
capable of being learned, capable of being practiced. Entrepreneurs
need to search purposefully for the sources of innovation, the
changes and their symptoms that indicate opportunities for
successful innovation. And they need to know and to apply the
principles of successful innovation.

[Drucker, 1985] Innovation and Entrepreneurship


SPURRING IDEA
alex f osborn
Reverse
Eliminate
put to other use
Modify
Amplify
Combine
Substitute
6 1
8. Merencanakan
pihak yang dilayani/
Pihak yang Membuat
Menjual yang menerima produk atau
membantu
menggaransi jasa
menyediakan
Key resources dan
key activuty 2
Solusi masalah/
pemenuhan Kebutuhan-
Keinginan-
harapan/status/pengurang
an risiko/kenyamanan
7. 3. Hubungan
SDM Mendapat pelanggan
Sarpra baru/mempertahankan
s pelanggan/meningkatkan
System pendapatan dari pelanggan
uang
4.Media
identifikasi
9. 5 kebutuhan/penyampaian
Biaya untuk mendapatkan Key Harga yang dibayar pelanggan/manfaat produk/promosi/evaluasi
resources yang diberikan pelanggan(cara kepuasan
Costumer
“Cakupan Manfaat”

100%
Tahapan Perubahan

To Do
“Kejelasan hubungan
antara perubahan
dengan hasil dan
kejelasan proses per
tahapan”
http://www.the1873network.org/category/economy/
Diskusi

Tata Kelola Organisasi yang Dinamis dan Inovatif ?


PR
• Cari jurnal/book chapter terkait dengan
• Membangun Self Urgency of the Need for Change
• Pentingnya Perubahan dan Inovasi dalam suatu organisasi
• Tantangan Perubahan (Daya Saing Global, dll)
• Dikerjakan dlam Kelompok (5 orang per kelompok)
• Dipresentasikan pada Pertemuan berikutnya dalam waktu maksimal
10 menit
• Diimel ke hairilanw@yahoo.com