RIRI SATRIA is Founder and CEO of Value Alignment Advisory (VA2), a consulting firm that provide services in strategic management, organisationdevelopment and human capital management. He is a senior lecturer at Master of Information Technology Program, Faculty of Computer Science, University of Indonesia and Master of Management Program PPM School of Management.

Currently, Riri also serves Indonesian National Police (Polri) as expert advisor (penasihat ahli) for strategic management, bureaucracy reform and information technology, after more than 8 years as external consultant for Polri for many strategic organisational issues.

Riri started his career as a management consultant at Klynveld Peat Marwick Goerdeler (KPMG) Indonesia in 1995, then moved to PPM Institute of Management, joined People Performance Consulting as Director in 2007 and established Value Alignment Advisory (VA2) in 2012.

PROJECTSINSTRATEGICMANAGEMENTFRAMEWORK

• Contingency theory states that in order to manage its environment effectively, an organization should design its structure and systems to fit with its environment.

• A poor fit between structure and environment leads to failure, a close fit leads to success.

The basic principles for CHANGE MANAGEMENT

BUSINESS ENVIRONMENT CHANGE

ORGANIZATION CHANGE (STRATEGIC AND OPERATIONAL)

VARIOUS PROJECTS WITHIN ORGANIZATION

…aprojectisdefinedasatemporaryendeavorundertakentocreateauniqueproduct,serviceorresult.Ithasadefinedbeginningandendintime,andthereforedefinedscopeandresources.Itisuniqueinthatitisnotaroutineoperation,butaspecificsetofoperationsdesignedtoaccomplishasingulargoal.

…aprojectisdefinedasbreakthroughinitiative toexecutestrategy inordertoresponsechangesinbusinessenvironment whereorganizationshouldperformasimplechangemanagement,organizationrestructuringorevenaradicalbusinesstransformation.

PREVIOUSCONDITIONS

DESIREDCONDITIONS

STRATEGY/BREAKTHROUGHINITIATIVES

PROJECT1 PROJECT2 PROJECTN…

1. Alignmenttobusinessstrategy2. BusinesscontributionusingMeasuredOrganizationValue(MOV)3. Changemanagementstrategy4. Multi-projectsmanagement5. Project-basedorganizationandagiletheoryoforganization

Stakeholder/FinancialPerspective

CustomerPerspective

InternalProcessPerspective

Learn&GrowthPerspective

StrategicOutcome

StrategicActions/Drivers

StrategicAsset

StrategicOutput

Financial/stakeholder(outcome)

Customer(output)

Internalprocess(process)

Learnandgrowth(input)

Theobjectivesofprojectsareto(1)createnewcapability,and(2)toimprovecurrentcapabilityoforganization.

Capabilitycomprisedof:peoplecompetencies,

technologyandinfrastructures,corporateculture,organization

structure,etc.

• Theproject’sgoal• Measureofsuccess• Mustbemeasurable• Providesvaluetotheorganization• Mustbeagreedupon• Mustbeverifiableattheendoftheproject• Guidestheprojectthroughoutitslifecycle• Shouldalignwiththeorganization’sstrategyandgoals

OrganizationalStrategy

Project’sOrganizationalMeasurable

Value(MOV)

OrganizationalVision&Mission

Drives

Drives

Supports

Supports

Financial/stakeholder(outcome)

Customer(output)

Internalprocess(process)

Learnandgrowth(input)

MeasuredOrganizationalValue(MOV)ofvariousprojectsaretheKey

PerformanceIndicators(KPI)assignedtostrategic

objectivesintheperspectives:internalprocess,customerandfinancial/stakeholders.

• Rational-empirical approach (pattern) • Normative-reeducation approach • Power-coercive approach • Environmental-adaptive approach

Recognizing theneed for change

Attempting tocreate a new stateof affairs

Incorporating the changes,creating and maintaining anew organizational system

Step 1: Unfreezing

Step 3: Refreezing

Step 2: Changing

PREVIOUSCONDITIONS

DESIREDCONDITIONSCHANGE/TRANSFORMATION

DRIVINGFORCE

RESISTINGFORCE

THEPROJECT

CHANGINGUNFREEZING REFREEZING

LESSONSLEARNEDININDONESIA(GovernmentandBusiness)

• Privatebusinessorganizations:4• State-ownedenterprises:3• GovernmentInstitutions:5

Methodology:ethnographicresearch

• Unfreezing phase is relatively quick.• Spending much efforts in changing and refreezing phases. • Resisting force is less than driving force.• Change strategies : rational-empirical approach (pattern) and

normative-reeducation approach.• Management systems development is critical success factor.

• Unfreezing phase is relatively long and lots of effort, should involve many stakeholders, and KemenBUMN is the most important one.

• Less effort in changing process, but again, lots of effort in refreezing phase (new SOP and internal / external control).

• Somehow, driving force is relatively equal to than resisting force.• Change strategies : combination of the four strategies.• Leaders involvement is critical success factor, although

management systems are also important.

• Unfreezing phase is relatively long and lots of effort, should involve many stakeholders (MenPANRB, BKN, Bappenas, KemenKeu, etc).

• Less effort in changing process, but again, lots of effort in refreezing phase (new SOP and internal / external control).

• Driving force is less than resisting force.• Change strategies : power-coercive approach and environmental-

adaptive approach

• Leaders involvement is critical success factor.

• http://about.me/ririsatria• Facebook:ririsatria.va2• Twitter:@ririsatria• E-mail:ririsatria@gmail.com• http://strategy4management.wordpress.com• http://catatandosen43.wordpress.com• http://kepolisian.wordpress.com