Uts Strategic Management Kelompok 3 Building Your Company's Vision

1491 words - 6 pages

Building Your Company’s Vision
Harvard Business Review: September – October 1996
James C. Collins and Jerry I. Porras

Sebuah rangkuman dari Elvin C., Yohanes T., Stanly S.

Perusahaan-perusahaan yang menikmati kesuksesan yang bertahan lama memiliki nilai-nilai inti (core values) dan tujuan inti (core purpose) yang selalu tetap, sementara strategi dan praktik bisnis mereka yang tanpa henti beradaptasi dengan dunia yang terus berubah. Contohnya termasuk Hewlett-Packard, 3M, Johnson & Johnson, Proctor & Gamble, Merck, Sony, Motorola, dan Nordstrom.
Perusahaan-perusahaan yang besar memahami perbedaan antara apa yang seharusnya tidak pernah berubah (statis) dan apa yang harus ...view middle of the document...

Setelah dievaluasi, jika keadaan menjadi berubah dan mengharuskan kita untuk memegang nilai inti, akan kita masih memegangnya? Jika kita tidak bisa dengan jujur menjawab ya, maka nilai tersebut tidaklah inti dan harus dibuang dari pertimbangan.
Definisi tujuan utama (core purpose) adalah alasan organisasi untuk ada atau eksis – jangan sampai definisi ini membuat kita bingung dengan goal, target atau strategi. Core purpose adalah motivasi idealis untuk melakukan kerja perusahaan. (Ini hanya bisa dicapai dengan bertanya "Mengapa? Sampai 5 kali"). Tujuan utama juga menjadi inspirasi dan arah dalam melakukan pekerjaan. Sifatnya timeless, tidak pernah komplit: seperti mengejar horizon.
Ideologi inti (core ideology) harus bermakna dan inspiratif hanya kepada orang-orang di dalam organisasi; tidak perlu menjadi menarik untuk orang lain. Karena adalah orang-orang dalam perusahaan itulah yang perlu berkomitmen kepada ideologi organisasi dalam jangka panjang. Ideologi inti (core ideology) juga dapat bermanfaat dalam menentukan siapa yang ada di dalam organisasi dan siapa yang tidak. Anda tidak bisa memberlakukan nilai-nilai inti (core values) atau tujuan inti (core purpose) yang baru kepada orang-orang; merekalah harus cenderung untuk mengikuti nilai-nilai inti dan tujuanmu, atau biarkan mereka pergi ke tempat lain (take it or leave it).
Kompetensi inti (core competencies) seharusnya berjalan baik / sejalan dengan ideologi inti (core ideology) perusahaan dan berakar dalam; tetapi mereka bukanlah hal yang sama. Kompetensi inti (core competencies) adalah konsep strategis yang mendefinisikan kemampuan organisasi anda, apa yang merupakan kelebihan Anda, sedangkan ideologi inti (core ideology) menangkap apa yang Anda perjuangkan dan mengapa Anda ada.
Membayangkan masa depan (envisioned future) adalah suatu creative process yang terdiri dari dua bagian: sebuah tujuan berani untuk 10 sampai 30 tahun ke depan, ditambah deskripsi yang jelas tentang apa yang akan terjadi untuk mencapai tujuan tersebut. Diperlukan tingkat percaya diri dan komitmen yang tidak masuk akal untuk mewujudkannya.
Sebuah perusahaan harus memiliki BHAG (Big Hairy Audicious Goal, diucapkan Bee-hag), suatu goal / target yang besar, berbulu dan sangat berani" - titik fokus pemersatu yang jelas dan menarik usaha dan merupakan suatu katalis untuk semangat tim (katalis adalah suatu zat yang mempercepat laju reaksi) - memiliki garis finish, sehingga organisasi bisa tahu kapan telah mencapai tujuan - diumpamakan seperti sebuah gunung yang akan didaki. BHAG seharusnya tidak menjadi taruhan yang pasti menang- tapi akan memiliki kemungkinan 50% sampai 70% probabilitas keberhasilan - tetapi bagaimanapun organisasi harus percaya bahwa goal / target tersebut dapat dicapai.
Deskripsi yang jelas (vivid descriptions) itu bersemangat, menarik dan deskripsi spesifik mengenai apa yang akan terjadi untuk mencapai BHAG. Dia membuat BHAG berwujud nyata dalam pikiran orang-orang. Anggap saja seperti...

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