Jelaskan bagaimana organisasi anda menentukan tantangan strategis dan kelebihan-kelebihannya? Jelaskan bagaimana organisasi anda mentetapkan strateginya dan sasaran-sasaran strategis dengan memperhatikan tantangan-tantangan dan meningkatkan kelebihan-kelebihannya. Buatkan rangkuman sasaran-sasaran strategis utama organisasi anda dan tujuan-tujuan terkaitnya.

Dalam respon anda sertakan jawaban atas pertanyaan-pertanyaan berikut :

      a.   Proses Pengembangan Strategi

(1)  Bagaimana organisasi anada melaksanakan perencanaan strategisnya? Apa saja langkah-langkah pentingnya? Siapa saja peserta utamanya? Bagaimana proses anada untuk mengidentifikasi potensi ketidak tersambungan (blind spots)? Bagaimana anda menentukan tantangan strategis dan kelebihan-kelebihan seperti diidentifikasi di P2 pada profil organisasi? Berapa lama rentang waktu perencanaan jangka pendek dan jangka panjang anda? Bagaimana menentuken rentang waktu tersebut? Bagaimana perencanaan strategis anda memperhitungkan rentang waktu tersebut?

(2)   Bagaimana anda menjamin bahwa perencanaan strategis memperhitungkan faktor-faktor dibawah ini? Bagaimana anda mengumpulkan dan menganalisa data dan informasi yang relevan atas faktor-faktor sebagai bagian dari proses perencanaan strategis anda?

§       Kekuatan-kekuatan, kelemahan-kelemahan, peluang-peluang, dan anacaman-ancaman  organisasi anda

§       Indikasi-indikasi awal dari perubahan teknologi, pasar, persaingan, atau lingkungan regulasi

§       Kesinambungan organisasi jangka panjang dan tetap berjalannya organisasi dalam keadaan darurat.

§       Kemampuan anda dalam mengeksekusi rencana strategis

      b.    Sasaran-Sasaran Strategis

(1)   Apa saja sasaran-sasaran strategis utama anda dan jadwal pencapaiannya? Apa saja tujuan (goals) yang paling penting anda dari sasaran-sasaran strategis tersebut?   

(2)   Bagaimana strategic objecive anda mempertimbangkan tantangan-tantangan dan kelebihan organisasi? Bagaimana sasaran-sasaran strategis anada mempertimbangkan peluang-peluang inovasi pada produk dan layanan, operasi, dan model bisnis? Bagaimana anda menjamin bahwa sasaran-sasaran strategis anda menyeimbangkan tantangan-tantangan dan peluang-peluang jangka pendek dan jangka panjang? Bagaimana anda menjamin sasaran-sasaran strategis anda menyeimbangkan kebutuhan seluruh stakeholder utama?

HyperLinked Kriteria Items: 1.1 - 1.2 - 2.1 - 2.2 - 3.1 - 3.2 - 4.1 - 4.2 - 5.1 - 5.2 - 6.1 - 6.2 - 7.1 - 7.2 - 7.3 - 7.4 - 7.5 - 7.6 - P.0 - P.1 - P.2

Describe HOW your organization establishes its strategy and STRATEGIC OBJECTIVES, including

HOW you address your STRATEGIC CHALLENGES. Summarize your organization’s KEY STRATEGIC OBJECTIVES and their related GOALS.

Within your response, include answers to the following questions:

a. Strategy Development Process

(1) HOW does your organization conduct its strategic planning?

What are the KEY PROCESS steps?

Who are the KEY participants?

HOW does your PROCESS identify potential blind spots?

What are your short- and longer-term planning time horizons?

HOW are these time horizons set?

HOW does your strategic planning PROCESS address these time horizons?

(2) HOW do you ensure that strategic planning addresses the KEY factors listed below?

HOW do you collect and ANALYZE relevant data and information pertaining to these factors as part of your strategic planning PROCESS:

• your organization’s strengths, weaknesses, opportunities, and threats

• early indications of major shifts in technology, markets, competition, or the regulatory environment

• long-term organizational SUSTAINABILITY and business continuity in emergencies

• your ability to execute the strategic plan

b. Strategic Objectives

(1) What are your KEY STRATEGIC OBJECTIVES and your timetable for accomplishing them?

What are your most important GOALS for these STRATEGIC OBJECTIVES?

(2) HOW do your STRATEGIC OBJECTIVES address the challenges identified in response to P.2 in your ORGANIZATIONAL PROFILE?

HOW do you ensure that your STRATEGIC OBJECTIVES balance short- and longer-term challenges and opportunities?

HOW do you ensure that your STRATEGIC OBJECTIVES balance the needs of all KEY STAKEHOLDERS?

Notes:

N1. “Strategy development” refers to your organization’s APPROACH (formal or informal) to preparing for the future. Strategy development might utilize various types of forecasts, projections, options, scenarios, or other APPROACHES to envisioning the future for PURPOSES of decision making and resource allocation. Strategy development might involve KEY suppliers, distributors, PARTNERS, and CUSTOMERS. For some nonprofit organizations, strategy development might involve organizations providing similar services or drawing from the same donor population or volunteer workforce.

N2. “Strategy” should be interpreted broadly. Strategy might be built around or lead to any or all of the following: new products, services, and markets; revenue growth via various APPROACHES, including acquisitions; new PARTNERSHIPS and alliances; and new employee relationships. Strategy might be directed toward becoming a preferred supplier, a local supplier in each of your major CUSTOMERS’ markets, a low-cost producer, a market innovator, or a high-end or customized product or service provider.

N3. Your organization’s strengths, weaknesses, opportunities, and threats (2.1a[2]) should address all factors that are KEY to your organization’s future success, including the following, as appropriate: your CUSTOMER and market needs, expectations, and opportunities; your competitive environment and your capabilities relative to competitors and comparable organizations; your product life cycle; technological and other KEY INNOVATIONS or changes that might affect your products and services and HOW you operate, as well as the rate of that INNOVATION; your human and other resource needs; your opportunities to redirect resources to higher priority products, services, or areas; financial, societal, ethical, regulatory, technological, and other potential risks; changes in the national or global economy; PARTNER and supply chain needs, strengths, and weaknesses; and other factors unique to your organization.

N4. Your ability to execute the strategic plan (2.1a[2]) also should address your organizational agility based on contingency plans or if circumstances require a shift in plans and rapid execution of new or changed plans.

N5. STRATEGIC OBJECTIVES that address KEY challenges (2.1b[2]) might include rapid response, customization, co-location with major CUSTOMERS, specific joint ventures, Lean or Virtual Manufacturing, rapid INNOVATION, ISO 9000:2000 registration, Web-based supplier and CUSTOMER relationship management, and product and service quality enhancements. Responses to Item 2.1 should focus on your specific CHALLENGES—those most important to your business success and to strengthening your organization’s overall PERFORMANCE.

N6. Item 2.1 addresses your overall organizational strategy, which might include changes in services, products, and product lines. However, the Item does not address product and service design; you should address these factors in Item 6.1, as appropriate.

For additional description of this Item, see 1.2 Governance and Social Responsibilities Item Description.