Dr. Teguh Widodo, SE., ST., MM
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Week-10
Foundation of Digital Enterprise
Digital enterprise is defined as ‘using digital technologies and networks in the activities of :
– buying and selling goods and services,
– servicing customers,
– collaborating with business partners,
– conducting communications and transactions within the organization’
We have seen such terms as digital enterprise, digital business, digital commerce, electronic business, electronic commerce, online business, Internet based business; here, these terms are treated as equivalent terms and are used interchangeably
(adapted from Turban et al. 2012, p. 38)
Week-12
Digital Governance
Sheet 8
Governance is an enabler
Organisasi hendaknya faham bagaimana caranya bila akan memutuskan portofolio digital
Hal ini memungkinkan organisasi untuk meminimalkan sebagian dari churn dan ketidakpastian dalam pembangunan dengan menetapkan akuntabilitas dan wewenang pengambilan keputusan untuk semua hal digital secara jelas.
Sheet 9
Digital Development DNA
Yakinkan bahwa kehadiran digital Anda berkembang selaras dengan tujuan stratejik organisasi
- Kerangka tata kelola digital tidak birokratis dan tidak efektif.
- Dirancang dengan benar,
- kerangka tata kelola digital dapat membuat mesin bisnis online Anda menggembirakan.
Sheet 10
Organisasi dapat mengambil manfaat dari teknologi digital
Organisasi Anda membutuhkan W3C sendiri
- Standar terbuka yang jelas dari World Wide Web Consortium (W3C) memungkinkan World Wide Web eksis.
- Dengan menerapkan parameter yang masuk akal untuk misi, tujuan, dan organisasi
Sheet 11
Pemimpin bisnis dan pemimpin digital senior perlu berkumpul utk menetapkan cara mengatur dan mengelola digital secara efektif dalam organisasi mereka.
Tim digital yang bekerja secara efisien dan produktif dibutuhkan untuk menbentuk kerangka kerja tata kelola digital.
Sheet 12
Digital Governance
Orang yang berada dalam tim digital diberi kewenangan utk mengambilan keputusan untuk tiga wilayah berikut:
Strategi digital: Orang dalam organisasi yang menentukan arah digital
Kebijakan digital: Orang dalam organisasi yang menentukan apa yang harus dilakukan dan tidak boleh dilakukan secara online.
Standar digital: Orang dalam organisasi yang menentukan sifat portofolio digital Anda
Sheet 14
Digital Governance Frameworks
- Framework diperlukan untuk mengklarifikasi siapa pembuat keputusan
- Penting pertama memahami strategi, kebijakan, dan standar apa
- Organisasi ini menantikan lingkungan kerja yang lebih dan kehadiran digital berkualitas lebih tinggi dan lebih efektif bagi semua pemangku kepentingan pengguna digital.
Sheet 16
Digital Transformation – Digital Strategy
Strategi Digital
- Strategi digital memanfaatkan kemampuan Internet dan World Wide Web bagi organisasi
- Strategi digital memiliki dua aspek: prinsip panduan dan sasaran kinerja
Sheet 17
Prinsip panduan
memberikan gambaran kualitatif dan efisien kepada para pemangku kepentingan tentang maksud dan nilai bisnis digital bagi organisasi.
Sheet 18
Lima Prinsip Panduan Wikipedia
- Wikipedia: sebuah ensiklopedia untuk dunia
- Wikipedia adalah sebuah ensiklopedia.
- Wikipedia ditulis dari sudut pandang netral.
- Wikipedia adalah konten gratis yang dapat diedit, digunakan, dimodifikasi, dan diedarkan oleh siapapun.
- Editor harus saling memperlakukan dengan hormat dan sivilitas.
- Wikipedia tidak memiliki peraturan yang tegas.
Sheet 19
Performance objectives
Secara kuantitatif mendefinisikan keberhasilan digital sebuah organisasi.
Sheet 20
The right set of resources
Sumber daya yang tepat
- People
Yang tahu cara menganalisis dan mengevaluasi dampak digital di pasar.
- People
yang memiliki pengetahuan dan kemampuan untuk memahami respon informasi dan visioner terhadap dampak itu.
- People
yang memiliki keahlian dan wewenang bisnis untuk memastikan bahwa visi digital diterapkan secara efektif.
Sheet 21
DO dan DON’T
DO:
Yakinkan bahwa:
- Strategi digital Anda memperhitungkan pertimbangan bisnis.
- Kultur organisasi Anda perlu mengarah ke digital.
- Tdk semua industri perlu sampai ground-breaking, digital go-getter.
Sheet 22 – 26
Digital Transformation – Digital Policy
Dasar kebijakan digital:
Kebijakan 01: Aksesibilitas
Rincian tingkat aksesibilitas yang harus diikuti untuk memastikan bahwa semua pengguna dapat berinteraksi dengan organisasi Anda secara online
Kebijakan 02: Branding
Menentukan bagaimana organisasi Anda menjaga identitas yang diinginkan saat online
Kebijakan 03: Nama Domain
Mengelola pembelian, pendaftaran, dan penggunaan nama domain Internet
Kebijakan 04: Bahasa dan Pelokalan
Menetapkan parameter untuk bahasa yang digunakan dalam melakukan bisnis online dan informasi khusus yang berkaitan dengan pembuatan konten yang sesuai untuk lokal di seluruh dunia. Ini termasuk terjemahan, penggunaan idiom, citra, dan sebagainya
Kebijakan 05: Hyperlink dan Hyperlink
Menentukan bagaimana dan kapan itu sesuai dan tidak pantas untuk hyperlink ke konten di World Wide Web di dalam dan di luar organisasi ..
Kebijakan 06: Kekayaan Intelektual
Meliputi hak cipta dan kepemilikan lainnya atas informasi yang dikumpulkan, disampaikan, dan digunakan secara online
Kebijakan 07: Privasi
Meliputi kebutuhan privasi karyawan dan pengguna saat berinteraksi dengan organisasi secara online. Teknologi spesifik yang unik ke Web (seperti “cookies” dan perangkat pelacakan lainnya) didefinisikan dan penggunaannya dibahas
Kebijakan 08: Keamanan
Mendefinisikan langkah-langkah yang akan diambil untuk memastikan bahwa informasi disampaikan secara online (dan digunakan dalam transaksi) dan disediakan oleh pelanggan dan Karyawan digunakan dengan cara yang dimaksudkan dan tidak dicegat, dipantau, digunakan, atau didistribusikan oleh pihak yang tidak dimaksudkan
Kebijakan 09: Media Sosial
Alamat parameter untuk penggunaan perangkat lunak sosial dalam organisasi
Kebijakan 10: Manajemen Rekaman Web
Menentukan pengelolaan konten siklus penuh yang disampaikan dan dihasilkan di World Wide Web. Mungkin juga mencakup disposisi file log transaksional.
Sheet 27
Digital Transformation – Digital Standard
DO and DON’T
DO:
Pastikan bahwa organisasi mendokumentasikan keseluruhan standar digital, yang mencakup desain, editorial, penerbitan dan pengembangan, dan standar jaringan dan server.
Sheet 29
Standar
- panduan untuk mensukseskan kehadiran digital organisasi.
- memastikan kualitas dan efektivitas digital
- pengalaman pengguna secara keseluruhan, masalah strategi konten, spesifikasi yang terkait dengan komponen konten berbasis situs web atau cuplikan kode yang dapat ditiru
Sheet 30 -31
Digital Transformation – The Power of the Framework
DIGITAL GOVERNANCE FRAMEWORK :
DELEGATES AUTHORITY untuk PEMBUATAN KEPUTUSAN DIGITAL tentang PRODUK DIGITAL DAN LAYANAN memungkinkan untuk DECENTRALIZE PRODUCTION MAINTENANCE
Sheet 32
Disperse core = inti yg tersebar
Stewardship = penata layanan
Sheet 34-35
Sheet – 36
Your Digital Team: Where They Are and What They Do
Sheet 37
What Is Your Digital Team?
Tim digital Anda adalah kumpulan sumber daya yang dibutuhkan untuk menjaga agar proses digital berfungsi bagi organisasi Anda.
Tim digital Anda tidak hanya mencakup tim yang berfokus pada produk utama yang ditemukan di bidang pemasaran / komunikasi dan TI, namun juga kontributor konten biasa, manajer bisnis unit bisnis, vendor perangkat lunak pendukung, dan agen organisasi yang mencatat.
Sheet 38
Core Team Program Management
TANGGUNG JAWAB PROGRAM MANAJEMEN
- Mengawasi staf dan anggaran digital lokal dan global.
- Mengimplementasikan strategi digital.
- Tindakan dan laporan tentang efektivitas inisiatif digital
- Menginformasikan dan penulis kebijakan digital.
- Membangun dan menopang komunitas praktik digital internal.
Sheet 39
Core Team Product Management
TANGGUNG JAWAB MANAJEMEN PRODUK
- Mengawasi pengembangan dan pemeliharaan produk.
- Membantu pengembangan Web untuk dukungan masyarakat dan pelatihan.
- Mengumpulkan metrik digital.
- Menginformasikan kebijakan digital.
- Mendefinisikan standar digital.
- Mengimplementasikan dan mendukung teknologi infrastruktur inti.
- Mengembangkan dan mengelola situs web “korporat” atau tingkat atas organisasi.
Sheet 42
RESPONSIBILITAS TIM DIGITAL DISTRIBUSI
- Menjaga kualitas aspek tertentu dari kehadiran digital.
- Mengembangkan dan memelihara konten, aplikasi, atau data untuk mendukung kehadiran digital.
- Menyediakan masukan untuk pengembangan standar digital.
Sheet 43
Committees, Councils, And Working Groups
PERAN KOMITE, DEWAN, DAN KELOMPOK KERJA
- Vets dan menyetujui prinsip panduan.
- Membahas metrik bisnis tingkat tinggi.
- Memeriksa bagaimana digital harus diberi sumber daya.
- Curah gagasan baru atau teknologi
Sheet 44
Your Extended Team
Karena kecepatan perubahan di sekitar digital, organisasi sulit sekali untuk melatih tim mereka dengan semua keahlian yang relevan, sehingga memanfaatkan keahlian pengembangan dan produksi eksternal dapat membuat banyak akal – terutama dari perspektif sumber daya manusia dan fiskal.
Anda harus mempertimbangkan apakah masuk akal bagi organisasi Anda untuk memanfaatkan dukungan vendor eksternal.
Sheet 46
Exercise: Establishing Your Field
Siapa yang memerintah? Kerangka tata kelola digital adalah masalah organisasi
Pertama, identifikasi organisasi yang mendelegasikan wewenang. Ini bisa menjadi organisasi tingkat atas Anda, atau cabang, departemen, atau subdivisi organisasi lainnya.
Jelaskan cakupan kerangka kerja Anda.
Identifikasi komponen organisasi yang berfungsi sebagai inti, terdistribusi inti (jika ada), didistribusikan, ad hoc, dan anggota tim digital yang diperluas
—————————————————————————————————————–
Week-13
Digital Strategy
- THE ORGANIZATIONAL RESPONSE TO DIGITAL
DIGITAL TO EXECUTIVES
there are a lot of executives who need to understand the impact of digital better,but some of an organization’s inability to define and execute an effective digital strategy stems from the digital worker’s lack of basic management skills.
DIGITAL LEADERSHIP
“legacy” leadership needs to step aside and let the digital experts run the whole show. (kepemimpinan legacy perlu memberi jalan masuk digital experts utk menjalankan organisasi).
DIGITAL TEAM
Because digital teams are often led by managers who don’t understand how digital works,
digital resources may not have been developed as well as their counterparts in pure marketing or IT roles.
And it is these skills that are required in order to mature and integrate digital with the rest of the business.
Digital experts
senior leaders and digital experts
sitting in the same room having a serious conversation
about how to get digital done in their organization.
Hopefully,
while the conversation is happening, some knowledge and skill transfer can take place.
DO/DOES:
Make sure that your digital strategy is articulated via both quantitative and qualitative factors.
————————————————————————————————————————————–
- DIGITAL STRATEGY
(Who Should Define Digital Strategy?)
- The right set of resources: 3P
- People who know how to analyze and evaluate the impact of digital in your markets.
- People who have the knowledge and ability to conceive an informed and visionary response to that impact.
- People who have the business expertise and authority to ensure that the digital vision is effectively implemented.
- THE ROLE OF LEADERSHIP
A good leader should manage the following areas:
- Make sure that the digital strategy is informed by non-digital strategic business objectives.
- Ensure that the digital presence performs for the organization by pressing for and contributing to the definition of measureable outcomes.
- Provide market analysis and expertise, ensuring that the digital strategy is “worth the effort.”
- Align management for implementation of the digital strategy.
- THE ROLE OF THE DIGITAL WORKER.
The digital worker/user experience role should perform as follows:
- Brainstorm and invent.
à digital functionality in order to meet business goals.
- Ensure that the digital presence
à aligns with good practices and relevant emerging trends in digital
- Provide digital expertise and experience ensuring that
à the digital strategy is “doable.”
- Ensure that the digital and non-digital experiences of the customer/user
à make sense and produce value for the business.
- Align
à organizational digital workers for implementation of the digital strategy
DIGITAL STRATEGY INPUTS
- Leadership Focus
- Executives
- Analysts
- Lines of Business Leads and “Product Managers”
- Digital Focus
- User Experience
- Senior Digitalists
- Content
- Technology
DON’T confuse your organizational digital strategy with your content, technology, or user experience strategies.
————————————————————————————————————————————–
- DIGITAL STRATEGY
(DO YOU REALLY NEED A SEPARATE DIGITAL STRATEGY?)
DIGITAL STRATEGY
- DICO: digital is the product or service (think Amazon or Netflix)
- Competition and the market have forced your organization to address digital strategy head-on.
- The one whose role it is to define the strategy—most likely a diverse team that includes senior digital subject matter experts and business experts
- the organization has blended the legacy business strategy and operations with digital efforts so that everything works in concert.
- SUBTLY DISRUPTED : organizations that have more subtly or ambiguously been disrupted by digital (ice cream, thermometer, pharmaceutical)
- digital strategy when you are not forced to do so in order to remain viable or if the impact is more subtle;
- digital coming, but exactly how it’s going to impact your marketspace;
- most of online happens behind firewall on intranet;
- the integration of digital and “analog” business processes needs to happen, but in some cases that integration can be managed more gently.
DO’S : Make sure that business experts and digital experts inform your digital strategy. Alone, neither of these resource types has enough knowledge to get the job done well.
————————————————————————————————————————————–
- DIGITAL CONSERVATIVE & DIGITAL PROGRESSIVES
(Is Your Leader a Digital Conservative or a Digital Progress)
Digital Conservatives
- Digital conservatives are slower to leverage the capabilities of digital to augment existing or invent new business processes, products, and services.
- being aggressive or innovative around digital is not of strategic importance
- DON’T:
- Expect digitally conservative leaders to eagerly adopt new technologies. Learn how to use metrics and more traditional business jargon to engage them in digital initiatives.
- THE UNINTENTIONAL DIGITAL CONSERVATIVE characteristics
The unintentional digital conservative often has the following characteristics:
- Delegates digital strategy to more junior resources due to lack of interest.
- Feels threatened by digital
- Uses traditional pre-Web business metrics and tactics to evaluate and drive their business.
- Is often unfamiliar with the strategic capabilities of digital.
- THE INTENTIONAL DIGITAL CONSERVATIVE characteristics:
- Purposely delegates digital strategy to more junior resources.
- Monitors how digital is impacting the organization.
- Incorporates new ways of measuring business effectiveness.
- Understands the strategic capabilities of digital and how it might be leveraged in the organization’s market.
DIGITAL PROGRESSIVES
- Digital progressives are faster to leverage the capabilities of digital to augment existing or invent new business processes, products, and services.
- They might be leveraging “big data” to better understand the behaviors and needs of their customer base and to shape and drive the operations of the business.
- And you can also see the digital progressive that leans into digital indiscriminately.
THE UNINTENTIONAL DIGITAL PROGRESSIVE characteristics:
- Implements digital capabilities without real business case or performance objectives.
- Sometimes indiscriminately adopts new technologies without any real business purpose.
THE INTENTIONAL DIGITAL PROGRESSIVE characteristics:
- Integrates digital strategy with overall business strategy
- Utilizes digital capabilities to invent new ways to do business and to set norms for others in their marketspace.
- Tunes operational and governance practices to support the new normal of digital.
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