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""PDMA's Visions: ""Credit Johnston and Bate for their bias for action -- the book is organized to foster implementation, with helpful process tips sprinkled liberally throughout, helpful chapter summaries and endnotes by chapter for convenient diving into referenced materials. The immediacy and clarity of the presentation should help you get right into the process."""

"Strategic planning sounds business-as-usual dull, while innovation conjures up images of corporate vision and risk-taking. The truth is, the two must be brought together for companies to excel in dynamic markets. The Power of Strategy Innovation presents a five-phase Discovery Process for staging, aligning, exploring, creating, and mapping the paths between analytical, numbers-oriented, day-to-day planning and market-centric, discovery-driven innovation that focuses on the future. This edition updated in 2013 to include a new Preface and Epilogue, describing the emergence of Enterprise Innovation."

"Rumah Sakit Umum Amira sebagai rumah sakit swasta profit kelas C di Kabupaten Purwakarta menghadapi berbagai peluang dan tantangan untuk mewujudkan visi dan misi demi keberlangsungan organisasi. Rencana strategis RSU Amira perlu dikembangkan untuk memberikan arah strategi guna mencapai tujuan rumah sakit. Penelitian ini bertujuan untuk menganalisis critical success factor dari lingkungan internal dan eksternal rumah sakit, menentukan di mana posisi strategis rumah sakit, merumuskan strategi alternatif, sasaran, dan indikator kinerja terukur untuk RSU Amira.Penelitian ini merupakan penelitian kualitatif dengan pengumpulan data dilakukan melalui wawancara mendalam, telaah dokumen, dan Conesus Decision Making Group (CDMG). Pada tahap input, analisis data menggunakan metode SWOT, matriks IFE dan EFE. Tahap pencocokan digunakan matriks IE dan matriks TOWS dan untuk memprioritaskan alternatif strategi dalam tahap pengambilan keputusan menggunakan matriks QSPM. Tahap implementasi rencana strategis tergambar dalam kanvas kerangka Business Model Canvas dan kerangka Balanced Scorecard. Penelitian dilakukan di RSU Amira pada Oktober hingga November 2022.RSU Amira berada pada tingkat respon menengah atau rata-rata dengan faktor kekuatan dan peluang lebih menonjol daripada kelemahan dan ancaman. RSU Amira berada dalam sel V (Hold and maintain) dengan alternatif strategi yang berfokus pada penetrasi pasar dan pengembangan produk. Dirumuskan 5 prioritas, 9 sasaran strategis dan 23 indikator kinerja utama.

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Amira General Hospital (RSU Amira) as a class C profit private hospital in Purwakarta Regency faces various opportunities and challenges to realize the vision and mission for the sustainability of the organization. RSU Amira strategic plan needs to be developed to provide strategic direction to achieve the hospital's goals. This study aims to analyze the critical success factors of the internal and external environment of the hospital, determine where the strategic position of the hospital is, formulate alternative strategies, goals, and measurable performance indicators for RSU Amira.

This research is qualitative research with data collection conducted through in-depth interviews, document review, and Conesus Decision Making Group (CDMG). At the input stage, data analysis uses the SWOT method, IFE and EFE matrices. The matching stage is used IE matrix and TOWS matrix and to prioritize alternative strategies in the decision-making stage using the QSPM matrix. The implementation stage of the strategic plan is depicted in the Business Model Canvas and the Balanced Scorecard framework. The research was conducted at RSU Amira from October to November 2022.

RSU Amira are at an intermediate or average response level with strengths and opportunities factor more stand out than weaknesses and threats. RSU Amira is in V cell (Hold and maintain) with an alternative strategy focused on market penetration and product development. In this research, 5 priorities, 9 strategic goals and 23 key performance indicators were formulated."

"Sistem Manajemen Keselamatan, Kesehatan Kerja, dan Lingkungan (SMK3L) telah diterapkan di Kawasan Universitas Indonesia. Namun, dalam pengelolaan SMK3L, belum terjalin komunikasi stakeholder yang efektif dan efisien yang mengakibatkan kebutuhan informasi stakeholder belum terpenuhi. Hal ini disebabkan oleh kurang memadainya rencana manajemen komunikasi stakeholder yang ada saat ini. Penelitian ini bertujuan untuk meningkatkan efektivitas dan efisiensi komunikasi dalam pengelolaan SMK3L di Kawasan Universitas Indonesia dengan membuat perencanaan manajemen komunikasi stakeholder berbasis risiko dengan pendekatan PMBOK Edisi 6. Metode penelitian yang digunakan pada penelitian ini meliputi studi literatur, validasi pakar, pilot survey, survey responden, dan communication requirement analysis. Hasil dari penelitian ini adalah rekomendasi rencana manajemen komunikasi stakeholder dalam pengelolaan SMK3L di Kawasan Universitas Indonesia. Selain itu, teridentifikasi pula 17 input serta 29 alat dan teknik yang diperlukan pada proses perencanaan manajemen komunikasi stakeholder dalam pengelolaan SMK3L di Kawasan Universitas Indonesia yang dapat meningkatkan efektivitas dan efisiensi komunikasi.

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The Occupational Safety and Health Management System (OSHMS) has been implemented at Universitas Indonesia Area. However, in OSHMS management, effective and efficient stakeholder communication has not yet been established, which results in the need for stakeholder information not being met. This is due to the inadequacy of the current stakeholder communication management plan. This study aims to improve the effectiveness and efficiency of communication in OSHMS management at Universitas Indonesia area by making a risk-based stakeholder communication management plan with PMBOK 6th Edition approach. The research methods used in this study include literature studies, expert validation, pilot survey, respondent survey, and communication requirements analysis. The result of this study is recommendation regarding stakeholder communication management plan in OSHMS management at Universitas Indonesia area. In addition, 17 inputs and 29 tools and techniques needed in plan stakeholder communication management process in OSHMS management at Universitas Indonesia area are identified can improve communication effectiveness and efficiency."