PERANCANGAN ORGANISASI ELVANA SPORT

• Main Author: Giffary Ivan F. P., Muhammad
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/83756
• Institution: Institut Teknologi Bandung

Elvana Sport is a company that operates in the textile industry and produces badminton equipment such as bags, shorts, socks, and racket grips. Over the past seven years, Elvana Sport has experienced a decline in sales due to several issues identified through root cause analysis, such as the lack of a vision, mission, and company strategy, the lack of a formal organizational structure, and the company's inability to adapt to market conditions. To address these issues, research was conducted to identify the current state of organizational design using the STAR Model, which includes elements of structure, process, strategy, rewards, and people at Elvana Sport. Also, to design the organization in the elements of strategy, process, and structure, based on the company's current conditions. The identification of Elvana Sport's current conditions in the stage of analyzing the current organization based on the STAR Model revealed that Elvana Sport does not have any strategy, lacks a formal company structure and leadership hierarchy, does not have formal business process documentation, has a salary system but lacks bonus and promotion systems, and does not have formal recruitment processes, criteria, or employee training. The formulation of organizational design in the stage of defining the organization’s strategy began with mapping the internal and external conditions of the organization using value chain analysis, PESTLE analysis, and Porter’s Five Forces analysis, resulting in 5 strengths, 6 weaknesses, 6 opportunities, and 6 threats. Subsequently, the vision, mission, and company values were established based on interviews with Elvana Sport’s owner as the foundation for formulating corporate and business strategies using the QSPM method with AHP weighting, resulting in growth & renewal as the corporate strategy and differentiation as the business strategy. Functional strategies were then formulated using the SWOT matrix which generates 10 functional strategies that were aggregated into 5 key functional strategies, such as integrated digital marketing, customer and community loyalty, operational restructuring and standardization, strategic partnership and external alliance, and product innovation and intellectual property protection. Based on these strategies, the organization's goals and objectives were formulated using the SMART method. In the process element or the stage of identifying the required capabilities, proposed business processes were designed by mapping the actual business processes and formulating the proposed business process using the APQC PCF cross- industry framework based on the company’s strategies, goals, and objectives. Based on xii these proposed business processes, the organizational structure was designed in the stage of designing organization structure through business process task interdependency, departmentalization, and responsibility assignment matrix, resulting in a functional organizational structure consisting of the CEO, 3 departments, and 9 divisions. Finally, based on the business processes and functional positions in the stage of defining roles and responsibilities, each role's job descriptions were detailed, and key performance indicators were established in the stage of developing rewards and measurement system.