Pemikiran strategik

Pemikiran Strategik:
Satu Keperluan Dalam
Membina Upaya
Kompetensi Kepimpinan
Unggul
oleh
Muhamad Bustaman Abdul Manaf
IAB,KPM
0199890524/mbustaman@iab.edu.myPengubal:MBAM.IAB 2012

Introducing Your
Workshop Facilitator
2
*Image via Bing
mbustaman/IAB/KPM/12
Specialist Trainer & Coach

BIODATA PENCERAMAH
MUHAMAD BUSTAMAN BIN HAJI ABDUL MANAF
Jawatan Hakiki: Pensyarah Kanan DG 52
Specialist Trainer & Specialist Coach
1. Pengalaman memberi kursus Pengurusan Strategik dan Pengurusan Kualiti di Institut Aminuddin Baki
semenjak 1995. (pensyarah paling lama di IAB dalam bidang tersebut)
2. Menulis buku:
1. Perancangan Strategik (terbitan IAB). 2. Pengurusan Kualiti dalam pendidikan (Utusan Pub)
3. Pengurusan Strategik untuk sekolah – (terbitan PTS.)
3. Latihan dalam bidang Pengurusan Strategik dan Pengurusan Kualiti luar negara
• i. Strategic Management & Leadership: World Trade Institute, New York, USA (1996)
• ii. TQM in Education: SEAMEO Innotech, Manila. Philippine (1998)
• iii. Strategic planning in education: Uni of York, England (2000- 2004) (tesis Phd)
• iv. Strategic Performance Measurement (BSC): Uni of Adelaide, Australia (2005)
4. Mempunyai sijil profesional Juruaudit (Lead Auditor) MS ISO 9000 sejak 1998 (berdaftar dengan IRCA London.
5. SUMBANGAN: Memberi khidmat konsultasi dalam Pengurusan Strategik dan KPI untuk semua peringkat
Bahagian dalam Kementerian Pelajaran Malaysia. Ahli Panel Sistem Pengurusan Kualiti Star Rating (SSR)
KPM, Pembentang pernyataan baru MISI, VISI dan Matlamat KPM
6. Sumbangan Kepakaran peringkat antarabangsa:
1. Vietnam. 2. Laos. 3. Indonesia. 4. Afghanistan
3mbustaman/IAB/KPM/12

Buku ketiga
mbustaman/IAB/KPM/12 4

5
Objektif
Pengubal:MBAM.IAB 2012
Di akhir sesi ini, peserta akan:
1. Memahami tentang konsep dan amalan
pemikiran strategik dan kepentingannya dalam
meningkatkan kualiti kepimpinan strategik.
2. Membudayakan pemikiran strategik dalam
pengurusan organisasi dan kehidupan
seharian.

Tangkap Pemikiran Anda
• Semasa kursus
berlansung,
tuliskan
perubahan cara
anda berfikir
dan akan buat
perubahan bila
balik ke tempat
kerja nanti

Leadership Thinking Skills
Soft Skills
• Thinking skills
• Internal
• Personal
Hard Skills
Technical
Procedures (SOP)
analytical
Pengubal:MBAM.IAB 2012 7

Proses 1
• Pengenalan konsep Pemikiran Strategik (PS)
• Definisi, Kepentingan, Ciri-Ciri PS
Proses 2
• Aplikasi Corak PS & Cabarannya
• Corak-corak minda strategik dan aplikasinya dalam penetapan Hala
Tuju, analisis persekitaran dan BKU (KRA)
Proses 3
•Aplikasi corak PS dan aplikasinya
• Objektif, KPI, Sasaran Prestasi ,Inisiatif dan Pelan Tindakan
Proses 4
Proses 5
8 Pengubal:MBAM.IAB 2012
Implementasi: Pengoperasian, pengukuran prestasi dan
penambahbaikan prestasi
Pembudayaan Pemikiran Strategik

12
Penilaian Kendiri 1:
Berdasarkan analisis soalselidik:
Sejauhmanakah anda berfikir
secara strategik?
hakmilik@MBAM.IAB.KPM

• 1. Memudahkan perkara yang sukar
• 2. Memaksa anda bertanyakan soalan
yang betul
• 3. Lebih fokus
• 4. Menyedia kita pada hari esok
• 5. Mengurangkan margin kesilapan
• 6. Memberi kita pengaruh atas orang lain
Mengapa Anda Patut Berfikir
Secara Strategik?

• 1. balanced short and long term needs
• 2. see problems as opportunities to improve
• 3. keeps calm when the unexpected occurs
• 4. is a skilled communicators
• 5. is a team player
(Bruce & Langdon, 2000)
Kelebihan Apabila Anda Berfikir
Secara Strategik

16
TRANSLATING A MISSION INTO DESIRED
OUTCOMES USING BSC-KAPLAN& NORTON (2003)
. MISSION
Why we exist
STRATEGY
Our game plan
PERSONAL OBJECTIVES
What I need to do
VISION
What we want to be
CORE VALUES
What we believe in
STRATEGIC INITIATIVES
What we need to do
BALANCED SCORECARD
Implementation & focus
Motivated & Prepared
workforce
Effective
Processes
STRATEGIC OUTCOMES
Satisfied
stakeholders
Delighted
Customers

17
17hak milik mbustamanIAB.KPM

Marff Resources Sdn Bhd@2009 18
Source: Palladium Group

19
• Kata Imam Ghazali:
―seorang guru yang
hanya memikirkan
mengajar sahaja
tanpa memikirkan
masa depan
muridnya, lebih baik
jangan jadi guru‖

Strategic Thinking vs Daily
Analytic Thinking
Rujuk ms 4
Nota edaran:
Becoming a strategic thinker on a
daily basis- Haines, 2006
PENILAIAN KENDIRI 2

Memartabatkan Profesion Keguruan
Mengukuhkan Struktur Persekolahan
Memantapkan Infrastruktur Institusi
Pendidikan KPM
Memperkukuh Penghayatan Akidah
dan Nilai Murni
Mentransformasi Kurikulum dan
Kokurikulum
Mentransformasi Pentaksiran
Memartabatkan Bahasa Malaysia
Memperkukuh Bahasa Inggeris
Pendidikan Awal Kanak-kanak (Permata)
Mengarusperdanakan VocTech
Pembelajaran Maya
Perkongsian Pintar Awam, Swasta,
Komuniti dan Ibu Bapa
1Murid 1Sukan
Inovasi dan Kreativiti
PENDIDIKAN BERKUALITI UNTUK SEMUA

Hubungan Kemahiran berfikir
Strategik dengan kepemimpinan
Strategik, Perancangan
Strategik & Pemikiran Strategik

1. Pemimpin Strategik

26
Strategic Leadership:
Art & Discipline
Art
Creativity to fashion a vision
Discipline
Direct thought processes & turn vision
into reality through action

27
Art
• Thinking that is open, out of the box
• Big picture –helicopter view
• Creating alternative strategic visions
• Ability to see what if? Scenarios
• Courage to analyse & see decision making criteria

28
Discipline
• Courage to make decisions
• Implement policy
• Get others to share vision &
work together to achieve it

•Your boss just told you
to "think strategically―
•—but what does that
mean?

1. Apakah realiti baru dunia pendidikan
negara & dunia?
2. Adakah saya berpuashati dengan
keputusan yang telah saya capai?
3. Adakah saya komited untuk kesan yang
positif kepada masyarakat?
4. Tidak saya mahu membina dunia esok
yang lebih baik untuk generasi masa
depan?
5.
Persoalan bersifat strategik
30 hakmilik@MBAM.IAB.KPM
PENILAIAN KENDIRI 3

5. Adakah saya mahu bertambah baik?
Adakah saya tahu caranya?
6. Adakah cara saya bekerja hari ini
(Kejayaan) akan terus sama untuk
kejayaan masa depan?
7. Adakah saya mahu kekal dihadapan dari
pesiang?
8. Adakah saya mahu dijadikan
penandaarasan kepada semua orang?
Persoalan strategik?

1. Know what difference you
want to make
2. Choose your actions
accordingly

What difference do you want
to make?
• Your community
• Your department/units
• Your team/work group
• Personally/professionally

34
Apakah itu
Strategi?
• Kamus Oxford mentakrifkan strategy has to do
with war and deception of an enemy. In nonprofit
management, strategy has to do with responding
to a dynamic and often hostile environment in
pursuit of a public service mission (Allison &Kaye,
2005)
• Cara bagaimana untuk mencapat matlamat/objektif
(ms 5)
[Lf. Gk strategos, f. stratos army + -ag-, agein to lead] [Fr.
strategie f Gk strategia... generalship..] Gk. Hist…
The art of a commander-in-chief
Oxford English Dictionary

35
Misi
&
VisiSTRATEGISITUASI
HARI INI
Cara bagaimana untuk mencapat matlamat/objektif (ms 5)

• A disciplined thinking with a focus first on desired
outcomes of your entire business as a system. Then it
focuses on the relationship between your
organizational components, along with constant
feedback about results, to find the leverage points that
best achieve your desired outcomes. (Haines, 2006)

Rujuk nota edaran

• ―perihal berfikir –
menggunakan akal (untuk
menyelesaikan sesuatu dan
sebagainya),
mempertimbangkan (dalam
ingatan).‖ (kamus Dewan,
2000)
Definisi Pemikiran

• Pemikiran strategik adalah keupayaan
untuk melepaskan isu-isu hari ini dan
meletakkan diri sendiri didalam masa
depan.
• Keupayaan melukis rupa bentuk sasaran
masa depan yang inginkan melangkaui
pengalaman hari ini
• Tempoh masa 5 tahun adalah minima
(Nolan et.el, 2008)
Definisi Pemikiran Strategik

•Integrating the future into
your decision making
processes today by
thinking big, deep and
long.
Strategic Thinking

• Big Picture
Thinking (very
broad) – do we
understand how we
connect and
interact with other
organisations
and the external
environment?

• Deep – how deeply are
we questioning our
ways of operating?
• Do we operate from our
interpretation of the
past, or our anticipation
of the future?
• Are our assumptions
today valid into the
future?

• Long – how far
into the future are
we looking? Do
we understand
the shape of
alternative futures
for our
organisation?

The long view
• Target,
not detailed steps
• Principles,
not techniques
• Strengths,
not weaknesses
• Keep it simple

Long term
Uncertain
Divergent
Incomplete
Beyond linear
Disrupting alignment
Pemikiran strategik adalah bersifat…

Short term
Logical
Convergent
Pragmatic
Deductive
Creating
Alignment
Strategic Thinking is not……

• Lift your mind above your day-to-day work and
consider the larger environment in which you're
operating.
• Ask questions and challenge assumptions about
how things work in your organization.
• Gather data and interpret it. And use the insights
gained to make smart choices and select
appropriate courses of action
• Moreover, you do all of these things with an eye toward
generating the best possible business results tomorrow,
using the opportunities presented to you today.
What does it mean to "think strategically"?
(Haines, 2012)

• ―the process by which the guiding
members of an organization
envision its future and develop
the necessary procedures and
operations to achieve that future‖
(Nolan & et.al,2008)
2. Perancangan Strategik (hard
skills)

49
Mission
&
Vision

Hubungan Perancangan
Strategik & Pemikiran Strategik
Tindakan
Ini langkah akhir? …
Perancangan
Strategik
Mengambil Tindakan
Bagaimanakah cara
untuk
melakukannya?

Hubungan Perancangan
Strategik & pemikiran strategik
Keputusan
strategik
Ramai pemimpin berhenti pada tahap membuat keputusan
strategik
Membuat
Keputusan Strategik
Membuat Pilihan
What will we do?

Pilihan
Pemikiran Strategik
Penjanaan pilihan
Apakah yang
mungkin berlaku?
Hubungan Perancangan Strategik &
Pemikiran Strategik

Pemikiran Strategik
Penjanaan pilihan
Apakah yang mungkin berlaku?
Membuat Keputusan Strategik
Membuat Pilihan
What will we do?
Perancangan Strategik
Mengambil Tindakan
Bagaimanakah cara untuk
melakukannya?
Pilihan
Keputusan
Strategi &
Tindakan
53
Sepatutnya….. Seorang pemimpinan yang strategik ….

Pemikiran Strategik
Penjanaan pilihan
Apakah yang mungkin berlaku?
Membuat Keputusan Strategik
Membuat Pilihan
What will we do?
Perancangan Strategik
Mengambil Tindakan
Bagaimanakah cara untuk
melakukannya?
Pilihan
Keputusan
Strategi &
Tindakan
54
Pendekatan
masa depan
dan kaedah

Proses 1
• Penjelasan konsep Asas Pemikiran Strategik (PS)
• Konsep PS, Ciri ciri Minda Strategik,dan kepentingannya
Proses 2
• Pemahaman Corak & Cabaran Untuk Berfikir Strategik
• Corak-corak minda strategik (9 corak) dan aplikasinya.
• Ciri 1 PS : Bina/jelas „outcomes”/ Dasar & Hala Tuju
Proses 3
• Menterjemah pemikiran kepada Pelaksanaan
•Tindakan yang berfokus & jelas , ‘Align’, boleh diukur dan ada inisiatif
•Ciri 2: KRA, Objektif, KPI, Sasaran Prestasi dan Inisiatif
Proses 4
Proses 5
Implementasi : Pengoperasian, pengukuran prestasi dan

10 corak pemikiran
strategik
1. Pemikiran Sistem (W.sheet 2:
Seeing the big picture)
2. Minda Terbuka (Open Mind)
vs Menghapuskan Bintik Buta
3. Pemikiran positif dan proaktif

• 4. Pengurusan masa yang cekap
• 5. Peka dan sensitif kepada perubahan
persekitaran.
• 6. Inovatif dan kreatif
• 7. Optimistik
• 8. Menerima kepelbagaian
• 9. Pemurah – menolong orang lain untuk
membangun diri mereka
Sambungan: Cabaran untuk bina Corak
Minda Strategik dan kesannya

Apakah kesan 10
corak/tingkahlaku pemikiran
strategik kepada proses
pengurusan strategik?

Corak MS 1:. Pemikiran Sistem
…

• Sebuah sistem adalah satu entiti
yang melestarikan kewujudannya
dan fungsinya secara keseluruhan
melalui interaksi di antara
bahagian-bahagian di dalamnya.
(Joseph O‘Connor & Ian McDermott, The Art of
systems Thinking)
Pemikiran Sistemik

The Strategic Thinking Skills: Systems Thinking (ST)
•ST refers to leaders‘ ability to see
systems holistically by understanding the
properties, forces, patterns, and
interrelationships that shape the
behaviors of the systems which provide
options for actions.
•This definition requires that leaders think holistically, defining the entire
problem by extracting patterns in the information one collects before breaking
the problem into parts

mbam@IAB.MOE 07 63
Organisasi sebagai satu sistem

Rujuk Nota edaran: Haines

mbam@IAB.MOE 07 65
The Organization as a System
Leadership System
Mission
Vision
Guiding Principles
Strategic Goals
Organizational Structure
Upstream
system Inputs
Key Work
Processes
Outputs CustomersOutcomes Stakeholders

Bintik buta ialah bahagian yang tidak dapat dilihat
dengan jelas kerana terdapat sesuatu yang
menghalang penglihatan.
Cara:
Luaskan skop pandangan.
Amal corak kepimpinan partisipatif (bermaklumat)
Telus
Wujud suasana terbuka dikalangan staf (fear)
Corak 2: Minda Terbuka (MT):
2.1.Menghapuskan Bintik Buta

2.2: Membuat Anjakan
Paradigma?
A set of rules & regulations that:
1. Defines boundaries
2. Tells you what to do to be successful
within those boundaries
3. Is used to ―filter reality.‖ We use
paradigms to understand data and
information…. to order, relate and control
our reality.
(Kaufman, 2003)

MT 2.3: Mencabar sempadan
andaian pemikiran

MT 2.4: Berfikir diluar kotak…

We can't solve
problems by
using the same
kind of thinking
we used when
we created
them.
73hakmilik@MBAM.IAB.KPM

MT 2.5:. Hapuskan Andaian: Ia
Tidak Mungkin (It’s impossible)
74
• Bebaskan minda anda (Anjakan Paradigma)

Early DEATH of South
American model
• Death of 22-year-old South
American model Luisel Ramos,
who suffered a heart attack
after stepping off a runway in
August.
• She had been on a three-month
diet of green leaves and diet
Coke after being told she could
be an international sensation -
if she lost weight.

Perception of beauty has been
distorted..

• 1. We get more of the same
• 2. We boil slowly to death like frog in a gradually
warming pot of water.
• 3. Miss out on new opportunities
• 4. We fall well behind our competitors
• 5. We lose control of the future & become its
victims
• 6. We manage by crisis & become reactive
• 7. We become victims of short-term planning
and mortgage the future.
If we ignore paradigm shifts, then….

• Sahabat kita yang terbaik dan juga
musuh kita yang terketat ialah
pemikiran kita. Suatu buah fikiran
boleh jadi lebih berfaedah daripada
doktor atau sahabat taat. Ia juga
boleh melukakan kita lebih teruk
daripada dibaling batu.
(Frank Crane,..)
Renungan

• Apakah kesan kepada seorang
pemimpin apabila memiliki minda
yang terbuka dan pemikiran
sistem dalam membina
perancangan strategik serta
membuat keputusan kepada
masalah seharian?
Persoalan Perbincangan

• 2. Pemikiran dan tindakan yang positif
persekitaran.
• 5. Optimistik
• 6. menerima kepelbagaian
• 7. pemurah
Bahagian 2: Corak Minda dan Tindakan
Seorang Pemimpin Strategik

2.1: Pupuk Pemikiran Positif
bukan Negatif
• Negativity is the poison that kills dreams!

Negativity
starts with
negative
thoughts.

Change to Positive Thought Because…..

Apakah kesan corak
pemikiran strategik kepada
proses kerja dan prestasi
organisasi?

Tabiat merujuk kepada tindakan yang diambil oleh
seseorang itu berulangkali tanpa berfikir.
Cara atasi:
1. Sedar tentang manafaat perubahan jika menjadi
proaktif
Mengikis Tabiat Tidak Produktif

The gap between reactive and proactive
futures is bridged by making time for
strategic thinking..

Individual
Foresight
unconscious
implicit
solitary
Strategic
Foresight
conscious
explicit
collective
Individuals recognise and build their
foresight capacity
Individuals begin to talk about and use
futures approaches in their work
Collective individual capacities
generate organisational capacity
(structures & processes)
88hakmilik@MBAM.IAB.KPM

Leadership
Make a change in your routine
when you go back to work.
Good Ancestory
Recognise the impact of
decisions today for future
generations
Strategic Thinking
Whenever you have to make
a decision, ask: “Am I
thinking, big, deep and long?”
Interior Exterior
Individual
Collective
Based on the work of Ken Wilber
Reflective Practice
Commit to building time to
do this daily – stop doing
something else if you
have to
YOU

Leadership
Build a scanning system to
inform decision making – and
pay attention to it
Good Ancestory
Create a futures focused
decision making culture
Strategic Thinking
Have thinking workshops as
well as planning workshops
Interior Exterior
Individual
Collective
Based on the work of Ken Wilber
Reflective Practice
Encourage and support
an outward looking staff
YOUR
ORGANISATION

Kelekaan ialah perasaan berpuas hati dengan pencapaian
sendiri yang tidak produktif atau tiidak progresif. Ia tidak
mengalakkan pencapaian (kepuasan galak pencapaian).
Cara atasi:
1. Elak andaian bahawa kecemerlangan sekarang boleh
berterusan. (laut biru kekal selamanya)
2. Sentiasa kumpul maklumat pesaing, kehendak
pelanggan dan perubahan persekitaran
3. Wujudkan keadaan ketidakpuasan kerana ia langkah
pertama seorang insan atau organisasi menuju kepada
kemajuan (Oscar Wilde)
2.2: Pengurusan Masa Berkesan

A Challenge: Beyond Busy

hakmilik@MBAM.IAB.KPM 94
Hello Sir,
I‘m Mr. Muhd. Bustamante
from IAB to …………..

• I‘m too busy dealing with today to
think about the future…
actually means…
• I can only think short term, not long
term. I don‘t have time to think
strategically.

• ―Managers who get caught in the trap of
overwhelming demands become prisoners of
routine. They do not have time to notice
opportunities. Their habituated work prevents
them from taking the first necessary step toward
harnessing willpower: developing the capacity to
dream an idea into existence and transforming it
into a concrete existence.‖
Heike Bruch & Sumantra Ghoshal, A Bias for Action: How Effective Managers
Harness Their Willpower, Achieve Results, and Stop Wasting Time, HBSP, 2004

The Result?
Our organisations
will tend to be
purposeless
wastelands,
populated by the
perpetually busy
and the inherently
unhappy.
Stephen Johnson, What do you do for a living?, 2007

To think strategically, you have to
move beyond busy.

Time management?

2. Putting Planning in its Place!
(Stephen R. Covey)

2.3. Hapuskan Tabiat Tidak Kisah
( It’s irrelevant).

2.3.1: Sikap Ingin Tahu......
Explore, learn, reflect

2.4: Inovatif and Kreatif

KEHEBATAN
KREATIVITI DAN INOVASI
―Sebatang besi buruk bernilai RM5.Jika
anda mengambil besi buruk tersebut dan
menghasilkan ladam kuda,nilainya akan
bertambah menjadi RM50.50.Jika ia
digunakan untuk membuat jarum,nilainya
meningkat kepada RM3,285.Jika anda
menghasilkan spring jam,Ia bernilai
RM250,000. Perbezaan antara RM5 dan
RM250,000 adalah KREATIVITI dan
INOVASI!‖
(Ripley‟s-Believe It or Not, TV Program)
105hak milik mbam IAB KPM

2.5: Optimistik ‗about creating
the future‘…

2.6: menerima kepelbagaian…

2.7: Think outrageously at
times…

2.8.1. ‗Are compassionate‘ &
generous. (baik hati & pemurah)

2.9: ‗Attitude Matters‘

Bila Anda mengubah fikiran Anda
Anda mengubah keyakinan Anda
Bila Anda mengubah keyakinan diri Anda
Anda mengubah harapan-harapan Anda
Bila Anda mengubah Harapan-harapan Anda
Anda mengubah sikap anda
Bila Anda mengubah sikap Anda
Anda mengubah tingkahlaku Anda
Bila Anda mengubah tingkahlaku Anda
Anda mengubah prestasi kerja Anda
Bila Anda mengubah prestasi kerja Anda
Anda mengubah nasib Anda
Bila Anda mengubah nasib Anda
Anda mengubah HIDUP Anda!
Rumusan: KUASAI MINDA ANDA,KUASAI MASA DEPAN
(MASTER YOUR MIND,DESIGN YOUR DESTINY by Mbustaman, IAB)

• Bincangkan kesan/impak dari
tidak memiliki 7 sifat pemimpin
yang berfikir strategik ke atas
pembinaan dan pelaksanaan
strategi yang berjaya.
• Sila rujuk model aliran proses
yang diedarkan
Aktiviti Kumpulan

• 1. Pemikiran positif dan proaktif
persekitaran.
• 5. Optimistik
• 6. Menerima kepelbagaian
• 7. Pemurah
7 Cabaran untuk bina Corak
Minda Strategik

• 1. kenalpasti (refleksi) amalan-amalan
corak pemikiran strategik dalam
kehidupan anda.
• 2..Penilaian kendiri: Sejauhmanakah
amalan corak pemikiran strategik tersebut
dalam kehidupan anda
• 3. Kenalpasti punca asal (root cause)
anda gagal untuk berfikir strategik dan
cadangkan cara untuk mengatasinya?
Aktiviti Pengukuhan

• Focus: critical issue/decision today
• Scan: two trends likely to affect your decision
into the future (think uncertainty not
predictability)
• Interpret: think about how these trends might
play out over the next 10 years
• Imagine: how your organisation look like in 10
years – image/metaphor/book or movie title
• Decision: – implications/options for your
decision today. What will be the same, what
might you do differently?
Your turn… (Activity)

Proses 1
• Pengenalan: Pemahaman tentang konsep Pemikiran
Strategik (PS)
• Konsep PS, Ciri ciri Minda Strategik,
Proses 2
• Mengurus Cabaran Untuk Berfikir Strategik
• 5 Corak minda strategik dan aplikasinya, Pemahaman persekitaran,
Bina Hala Tuju
Proses 3
• KRA, Objektif, KPI, Sasaran Prestasi dan Inisiatif
Proses 4
Proses 5
Tindakan: mengurus pelaksanaan strategi dan prestasi

Penetapan Aspirasi/Hasil Akhir
(outcomes)

―Vision‖
implies that
other people
can
PICTURE
what you‘re
talking
about.

BE THE ARCHITECT OF YOUR FUTURE….
119Pengubal:MBAM.IAB 2012
•What‘s your vision?
Seeing possibilities beyond
the present
•Thinking big and broadly

Primary Questions That Are Central to Your Personal
Mission and Vision
Personal Mission Personal Vision
• Who am I?
• What is my philosophy of life?
• Why am I on this earth?
• What are my overall life objectives?
• What do I live for?
• What are my deepest aspirations?
• Why do I do what I do?
• What are my unique talents?
• Where do I stand now?
• What are my core beliefs?
• Where am I going?
• Which values and principles guide my
way?
• What do I want to help realize?
• What do I want to achieve?
• What are my long-term intentions?
• What is my ideal?
• What do I stand for?
• What do I believe in?
• Which contribution to society do I strive
to make?
• How do I see myself? (What is my self-
image and my sense of self-worth?)

ANALISIS PERSEKITARAN
―Reading the environment of today and anticipating the
environment of tomorrow‖
Zoom-in, Zoom-out: looking beyond the
picture you see from where you stand

Rujuk W.sheet 3: Analyzing
Information
122

Proses 1
Proses 2
Proses 3
Proses 4
Proses 5

Video
• A little tiny frog

W3- Sifat Pemimpin Strategik:
Berfokus, ‗Align‘, KPI dan
sasaran serta ada inisiatif
Mesti jelas:
a. KRA (‘Outcomes’ Umum)
b. Objektif (‘Outcomes’ Khusus) & ‘align’
dengan misi dan visi.
c. Petunjuk Prestasi (KPI) & Sasaran
Prestasi (termasuk TOV)
d. Inisiatif berkaitan (strategi)

a. Penetapan Matlamat Strategik/
Key Results Areas -KRA
• KRA ialah bidang kejayaan kritikal yang mesti
dicapai untuk mencapai misi dan visi organisasi
(General Outcomes).
• Strategic goals define what must be done to
achieved the mission & vision. (Niven, 2003)
• Jumlah: Prinsip 7 plus or minus 2 = 5

127
mbam@IAB.MOE 07 127
Govt’ Mandate &
Mission
Vision
Goals/KRA
Objectives
Measures
Targets
Actions/
Initiatives
Why we exist
What we want to be
What we must achieve to be successful
Indicators and
Monitors of success
Desired level of
performance and timelines
Planned Actions to
Achieve Objectives
O1 O2
AI1 AI2 AI3
M1M2M3
T1T1 T1
Specific outcomes expressed in
measurable terms (NOT activities)
Strategic Planning
Action Planning
Implementation /
Measures
KRA or Strategic Goals
KRA or Goals serve as the starting point for developing Objectives,
Initiatives, and KPIs down through the organization
mbustaman/IAB/
KPM/12

B. Jelaskan Objektif ( Specific
0utcomes) & ―Align‖ dengan MV

Perhatian Penting
• Setiap penulisan pernyataan objektif mesti jelas
apakah hasil akhir khusus atau specific
outcomes yang ingin dicapai dalam satu
tempoh tertentu.
• Berasaskan tahunan cth 2012, 2013, 2014, ..
• Kesilapan umum: Objektif ialah ends bukan
proses atau cara (means) iaitu strategi.
• Kegagalan mematuhi perkara di atas boleh
memberi masalah untuk membina KPI.

130
 What are SMART-A Measures?
When creating a ‘balanced’ set measures for an organization, aligning
measures where possible is also critical for your success ….
TIMELY
REALISTIC
AGREED TO
MEASURABLE
SMART
MEASURES
SPECIFIC
ALIGNED
mbustaman/IAB/
KPM/12

The individual
needs of each
student are met
Our students enjoy
a positive and
enjoyable learning
experience Our students
demonstrate
exemplary
behaviour
Providing quality &
varied extra
curricula activities
Effective teaching
methods that instil
the joy of learning
Knowledgeable,
efficient, competent,
nurturing & highly
motivated staff who
display our core values
Transparency &
Accountability
Financial viability
FIDUCIARYLEARNINGINTERNALCUSTOMER
b.1. ‗Align‘: Pemetaan Objektif dengan Misi & Visi sekolah
Our students
strive towards
academic
excellence
Safe welcoming, efficient,
comfortable facilities and
working environment
Ongoing
maintenance &
upgrading of
facilities
Ample supply of
resources – teaching
aids, technology,
equipment
Consistent
discipline
Providing
opportunity for
Learning religion
Principles
Responsive curriculum
that encompasses the
motto ―work, play and
learn together‖
Our students are
well rounded &
excel in all fields
Our students enjoy a
safe, welcoming,
efficient, comfortable
and family oriented
environment
mbustaman/IAB/KPM/12 131

Basic Scorecard Terminology
(Institute Aminuddin Baki)
Objectives
Objectives:
What the
strategy is
trying to
achieve
Targets
Targets:
The level of
performance
or rate of
improvement
needed
Initiatives:
Key action
programs
required to
achieve
targets
InitiativesMeasures
Measures:
How success
or failure
(performance)
against
objectives is
monitored
Financial
Excellent Financial Management
Stakeholders &
Customer satisfied
with IAB services
Stakeholders & Customer
satisfaction
Innovation & Growth
Strategy Map
Quality
Core Business
Quality &
World Class
Educational
Leaders
High Competency
Staff and Peacefull
Internal Business Processes
Mission & Vision

C. Bina Matrik Pengukur (Measure) &
sasaran Perkembangan prestasi
• KPI adalah suatu parameter yang boleh diukur,
yang telah dipersetujui bersama, dan yang akan
mencerminkan kejayaan sesuatu organisasi
(Muhamad Yahaya, 2005).
• KPI juga dikenali sebagai penunjuk kejayaan
membantu organisasi mentakrif dan mengukur
kemajuan untuk mencapai matlamat organisasi.
• Maka KPI adalah kaedah mengukur pencapaian
matlamat.

134
Developing KPI
*Image via Bing
mbustaman/IAB/
KPM/12

Mengapakah pentingnya KPI alam proses
perancangan strategik?
Mengikut Kaplan (2003):
• If we can‟t measure our processes, we can‟t
manage our processes
• If we can‟t manage our processes, we can‟t
change our processes for improvement
• If we can‟t improve our processes, we can‟t
meet or exceed our customers‟ expectations
• MEASURE - MANAGE – CHANGE - EXCEED

137
Identifying & Creating KPIs
… That Can Present in Different Forms
Rankings
(Benchmarks)
Absolute
Numbers
Rating
(surveys)
Ratio
Percentages
Indices
Strategic Information Generated
ComplexityofAnalysis

138
mbam@IAB.MOE 07 138
D. Hubungkan KPI dengan
Sasaran dan Inisiatif
• Target: Desired level of performance for a
performance measure (e.g., % of customer
satisfaction target = 95%)
• Initiatives: Action programs that will achieve our
performance goals (e.g., Improve training
methodology & Increase Trainer skills
(source: Balanced Scorecard Institute, USA. 2005)

139
CUSTOMER PERSPECTIVE
KRA: …
Strategic
Objective
Strategic Measures (2011, 2012,2013) Strategic Initiatives
2011
Strategic
Initiatives
Accountability
KPI Target KPI Owner
C1. C1.1 Tov::
2011:
2012:
2013:
C1.2 BL: NEW
ST:
LT
mbustaman/IAB/
KPM/12

140
mbam@IAB.MOE 07 140
MATLAMAT
STRATEGIK
OBJEKTIF KPI SASARAN PRESTASI
BIDANG:
KURIKULUM
TOV
(08)
09 10 11 12 13
Meningkatkan
kecemerlangan
akademik
Meningkatka
Pencapaian
Cemerlang
dalam
PMR, SPM
dan
STPM
1. Peratus (%)
Kelulusan
Peperiksaan
PMR
2. (% As)
3. (Gred
Purata)
80.9 82.0 84.0 90.0 95.0 100
%
Kelulusan
SPM
(% As)
(Gred Purata)
94.8 96.0 97.0 98.0 99.0 100
%
Kelulusan
STPM
(% As)
(Gred Purata)
97.5 98.0 100 100 100 100
mbustaman/IAB/
KPM/12

Untuk lebih Berkesan: Gunakan
‗Thinking Tools‘
1. Questioning
4. Cognitive Research
Trust (CoRT)
2. Concepts
3. Mindmaps

But first, What is a Thinking Tool?
A Thinking Tool is an instrument that can help
us in using our minds systematically, clearly,
and easy to be understood and effectively.
.
• Questioning
• Concepts
• Mindmaps
• Cognitive Research Trust (CoRT)

Proses 1
Proses 2
Proses 3
Proses 4
Proses 5

Pengoperasian
• Isu:
1. ‗Communicate and cascading the
plan/ideas‘
• 2. ‗Teambuilding‘
• 3. Mengurus perubahan
5. Pengurusan prestasi: kawalan dan
pelaporan
• 6. Penambahbaikan berterusan
mbustaman/IAB/KPM/12
144

145
mbam@IAB.MOE 07 145
MISI VISI
Contoh: BORANG PELAPORAN PRESTASI
Objektif KPI Tov Sasaran Prestasi Sebenar Ulasan
MATLAMAT:

Proses 1
Proses 2
Proses 3
Proses 4
Proses 5

Pembudayaan Pemikiran
Strategik Dalam Tindakan
Seharian Pemimpin:
Contoh Pelan Kecemerlangan
Kendiri Pendekatan ‗Balanced
Scorecard‘.

Primary Questions That Are Central to Your Personal
Mission and Vision
Personal Mission Personal Vision
• Who am I?
• What is my philosophy of life?
• Why am I on this earth?
• What are my overall life objectives?
• What do I live for?
• What are my deepest aspirations?
• Why do I do what I do?
• What are my unique talents?
• Where do I stand now?
• What are my core beliefs?
• Where am I going?
• Which values and principles guide my
way?
• What do I want to help realize?
• What do I want to achieve?
• What are my long-term intentions?
• What is my ideal?
• What do I stand for?
• What do I believe in?
• Which contribution to society do I strive
to make?
• How do I see myself? (What is my self-
image and my sense of self-worth?)

The Personal Ambition of Muhd. Bustaman
*Personal Mission :To live with ‘TAQWA’ and mean something to others.
*Personal Vision: To be a leader in strategic management
studies especially in educational management.
I want to fulfill my mission in the following way.
• Be honest with others.
• Work with others harmoniously, help each other, inspire others, and share
knowledge.
• Do things that make a difference in the lives of others.
• Take initiative, learn from mistakes, continuously improve and develop
myself.
• Strive for physical, mental,soul and financial health.
• Have respect and appreciation for others, as well as be appreciated by my
family, friends, employer, and associates.
• Deliver high-quality work so that my organisatitor is continuously satisfied.
Hak Milik MBAM IAB KPM 149

MY KEY ROLES
In order to achieve my mission, the following key roles
have top priority:
• Wife: My wife is the most important person in my life.
• Father : I want to promote the capabilities and creativity of
my children continuously and to help them reach a happy
existence.
• Muslim: God (Allah) can count on me to keep my duty
towards others.
• Manager: Help the organization (IAB, KPM) where I work
become successful and by doing this serve society/nation.
• Student: I want to learn something new every day, I will
always be a scholar.
Hak Milik MBAM IAB KPM 150

Hak Milik MBAM IAB KPM
Critical Success Areas & Factors of M.Bustaman
151
Financial Perspective External Perspective
• Financial health
• Extra Income
•Be appreciated by family, friends,
colleagues, and employer
•Deliver high-quality work
Internal Perspective Learning Perspective
• working together harmoniously,
helping each other, inspiring others,
and sharing knowledge with each
other
•Strive for physical and mental health
•Take initiative, learn from my
mistakes, continuously improve and
develop myself
•Learn something new every day and
always be a scholar

KRA, Objectives, KPI & Target of M Bustaman PDP
152
KRA (Financial) Objectives KPI Target
•Financial health •More earnings
•Reliable future
earnings
•Curbing spending
•Salary increase
•Employment
contract
•Pension
•Disability insurance
•Ratio of income to
spending
•At least 5 % per
year
•From temporary (
as acting manager )
to permanent
employment
contract ( for
unlimited time )
within two years
•13% of gross salary
•5% of gross salary
•Increase of at least
5% within tow years
KRA (External)
•Being
appreciated by
family, friends,
colleagues, and
employer
•Being appreciate by
life companion
•Being appreciated
by own children
•Number of times
being together in a
charming
atmosphere
•Being cared for
•At least once a
week
•Every time there is
an occasion for it
•Increase depending

KRA, Objectives, KPI & Target of M Bustaman PDP
153
KRA (External) Objectives KPI Target
•Deliver high-
quality work
by employer
•Improved level of
satisfaction of
employees
•Greater trust of my
employer in fulfillment
of my job
•Level of reward
•Number of
authorities
•Degree of
satisfaction of
employees
•Level of satisfaction
of employer
•Increase at least
5% per year
•Increase of 25%
within two years
•At least 80% within
1,5 years
1.5 years
KRA (Internal)
•Working together
harmoniously,
helping each
other, inspiring
each other and
sharing
knowledge with
each other
•Strive for
physical and
•Improvement level of
satisfaction from
others with respect to
teamwork and
personal contact
•Satisfaction
•Physically healthy
and mentally strong
•More time off
•Enjoying the good
•Perception score
from others with
regard to teamwork
and personal
contacts
•Helping others
•Percent of sick
leave
•Level of tension
•Level of immunity
2 years
•To be determined
•Less than 2 % in 1
year
•Decrease by at
least 50% in 2 years
•Decrease by at
least 50% in 2 years
•At least 17 days

Untuk lebih Berkesan: Gunakan
‗Thinking Tools‘
1. Questioning
4. Cognitive Research
Trust (CoRT)
2. Concepts
3. Mindmaps

Questioning - Five Ws and H
The Five W’s and H, is an
influential, inspirational and
imaginative checklist (often used
by journalists) to generate:
• Data-gathering questions,
during the early stages of
problem solving when you are
gathering data.
• Idea-provoking questions (e.g.
whilst brainstorming).
• Criteria for evaluating options.
What
Who
Where
When
Why
How
5Ws
H

2. Concepts
Concepts - General ideas that we use to
identify and organize our experience.
Structure of Concepts:
1) Sign - word/symbol that names the concept
2) Referents - examples of the concept
3) Properties - qualities that all examples of the concept
share in common.
Properties
ReferentsSign
Concepts
Words are the vocabulary of language;
Concepts are the vocabulary of thought.

2.1 Applying Concepts: Example
Some may attribute a girl's BEAUTY to her fair skin,
rosy cheeks and long silky hair. Others, however,
may attribute beauty to the kindness of her heart
and considerate nature.
How do you classify the concept of
BEAUTY?
160

3. Mindmaps
A mindmap can be defined as a visual presentation
of the ways in which concepts can be related to
one another.
It’s the
Ultimate
Learning Tool!

4. CoRT Thinking Method
• The essence of the CoRT (Cognitive Research
Trust) Thinking Method is to focus attention
directly on different aspects of thinking and to
crystallize these aspects into definite concepts and
tools that can be used deliberately.
• It is designed to encourage students to broaden
their thinking.

CoRT Thinking Tools
CAF: Consider All Factors
FIP: First Important Priorities
PMI: Plus, Minus, Interesting (ideas)
APC: Alternatives, Possibilities, Choices
OPV: Other People's Views
AGO: Aims, Goals, Objectives (purpose)
C&S: Consequence and Sequel
163

CAF: Consider All Factors
Used to look as widely as possible at all the factors
involved in a situation.
Steps involved:
List down all the factors.
Consider each factor.
What is the appropriate decision to be made?
Example:
Should IAB G.Highlands as a main campus?

Buku Rujukan

Put your heart, mind, intellect, and soul even
into your smallest acts. This is the secret of
success in strategic decision.- Muhamad
Bustaman Abd Manaf (IAB. 2010)
Final Quote

167
Terima Kasih
Dari
Institut Aminuddin Baki
Kementerian Pelajaran
Malaysia

Pemikiran strategik

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