188 Consistent Transformation Toward Fit for Future Konsisten Bertransformasi untuk Menuju Masa Depan yang Sehat Ikhtisar Kinerja Keuangan Financial Performance Highlights Laporan Manajemen Management Report Profil Perusahaan Company Profile Analisis dan Pembahasan Manajemen Management Discussion and Analysis Tabel 4 Target Inisiatif Strategis - Organisasi Lean Table 4 Strategic Initiative Targets - Lean Organization Inisiatif Strategis Strategic Initiatives Target 4.1 Organisasi Lean* Pengambilan keputusan lebih cepat dan responsif Faster and more responsive decision making 4.2 Penerapan Shared Service WIKA Group* 4.2 Implementation of WIKA Group Shared Service* Menurunkan biaya dan mengurangi duplikasi fungsi Reduce costs and reduce duplication of functions 4.3 Penerapan Lean Office* 4.3 Implementation of Lean Office* Meningkatkan produktivitas dan penurunan overhead cost perusahaan dengan optimalisasi penggunaan sumber daya Increase productivity and reduce company overhead costs by optimizing resource use Keterangan/Note:: *Bagian dari 8 stream pada Rencana Penyehatan Keuangan WIKA *Part of 8 streams in WIKA's Financial Recovery Plan Gambar 11 Analisis Kondisi & Kebutuhan Restrukturisasi Organisasi Figure 11 Analysis of Conditions and Needs for Organizational Restructuring VISION, MISSION & VALUE ALIGNMENT 1 CORPORATE STRATEGY 2 BOD ASPIRATIONS 3 EPC MARKET 4 Vision, Mission & Value Alignment Structure Follow Strategy (Alignment) Business Process Enhancement Opportunity & Challenge Loss REASONS TO CHANGE Vision, Mision, & Value Corporate Strategy BOD Aspiration EPC Market • Roadmap RJPP • Corporate Value • Corporate Level Strategy • Business Level Strategy • Functional Level Strategy • Analisis PESTLE • Risk Assesment • PESTEL analysis • Risk Assessment • Peningkatan fungsi pembinaan anak perusahaan ( Parenting Strategy) • Desain organisasi harus dapat: 1. Meminimalisir risiko conflict of interest (contoh: operasi, bisnis, keuangan) 2. Mempertegas kewenangan dan lingkup kerja (contoh: operasi dan bisnis) 3. Mempercepat proses bisnis/end-to-end approach (contoh: menyatukan fungsi SCM dan EPCC) 4. Mengintegrasikan proses bisnis yang serumpun ( investment & finance) • Penguatan fungsi strategic planning, transformasi dan pengembangan bisnis • Meningkatkan efektivitas organisasi melalui pemisahan fungsi Planning & Development dengan fungsi Performance Monitoring • Peningkatan kualitas HC dan Corporate culture & innovation • Improvement of subsidiary development function (Parenting Strategy) • Organizational design must be able to: 1. 1. Minimize the risk of conflict of interest (example: operations, business, finance) 2. Strengthen authority and scope of work (example: operations and business) 3. Accelerate business processes/end-toend approach (example: uniting SCM and EPCC functions) 4. Integrate related business processes (investment & finance) • Strengthening strategic planning, transformation and business development functions • Increasing organizational effectiveness through the separation of Planning & Development functions with Performance Monitoring functions • Increasing HC quality and Corporate culture & innovation CHANGE DRIVERS Pendekatan terstruktur diperlukan untuk menentukan apa yang harus ada dalam organisasi Shared Services (Gambar 12). Kerangka konseptual dalam struktur organisasi dan manajemen, ini menggambarkan hubungan dan fungsi antara pusat korporat, layanan dukungan, dan unit bisnis dalam suatu organisasi yang lebih besar. Model segitiga ini menekankan keterkaitan antara ketiga komponen ini dan pentingnya kolaborasi untuk kesuksesan keseluruhan organisasi. Komunikasi dan koordinasi yang efisien antara pusat korporat, layanan dukungan, dan unit bisnis kritis untuk mencapai tujuan organisasi dan menjaga daya saing di dunia bisnis. Ketiganya saling berinteraksi dengan memiliki 3 sifat yaitu: A structured approach is required to determine what should be included in a Shared Services organization (Figure 12). The conceptual framework in organizational structure and management illustrates the relationships and functions between corporate center, support services, and business units within a larger organization. This triangular model emphasizes the interconnection between these three components and the importance of collaboration for overall success of the organization. Efficient communication and coordination between corporate center, support services, and business units are critical to achieving organizational goals and maintaining competitiveness in the business world. The three components interact with each other and possess three characteristics, which are:
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