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Strategic management

This document provides information about a workshop facilitator and strategic management trainer named Muhamad Bustaman Bin Haji Abdul Manaf. It includes his biography, qualifications, experience in areas like strategic management and quality management, publications, training courses conducted, and areas of expertise. The document also discusses key aspects of strategic management like the strategic management process, levels of strategy, SWOT analysis, strategic planning tools like the BCG matrix, balanced scorecards, and developing KPIs.

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Hak Cipta MBustamanIAB 1
Introducing Your Workshop Facilitator 2 *Image via Bing Trainer & Coach Hak Cipta MBustamanIAB
3 Pensyarah/ Pembimbing (coach) Muhamad Bustaman Bin Haji Abdul Manaf Institut Aminuddin Baki, KPM 0199890524/mbamiabkpm@gmail.com Hak Cipta MBustamanIAB
BIODATA PENCERAMAH MUHAMAD BUSTAMAN BIN HAJI ABDUL MANAF Jawatan Hakiki: Pensyarah Cemerlang DG54 Specialist Trainer & Specialist Coach Instutut Aminuddin Baki, KPM 1. Pengalaman memberi kursus Pengurusan Strategik dan Pengurusan Kualiti di Institut Aminuddin Baki semenjak 1995. (pensyarah paling lama di IAB) 2. Menulis buku: 1. Perancangan Strategik (IAB). 2. Pengurusan Kualiti dalam pendidikan (Utusan Pub) 3. Buku ketiga: Pengurusan Strategik untuk sekolah -di terbit oleh PTS. 3. Pernah mengikuti Latihan Profesionalisme dalam bidang Pengurusan Strategik dan Pengurusan Kualiti Latihan Luar Negara (selain dalam 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) (bidang tesis Phd) • iv. Strategy Performance Measurement (BSC): Uni of Adelaide, Australia (2005) 4. Berkelayakan sebagai Juruaudit (Lead Auditor) MS ISO 9000 sejak 1998. 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 (2004) 6. Kepakaran lain: Kursus Pemikiran Strategik, Kepemimpinan Strategik, Pengurusan Organisasi, Sistem Pengurusan Prestasi Strategik (SPPS), Pembinaan KPI dan BSC, TQM, Benchmarking, Quality Tools, dan ‘Leadership Coaching and Mentoring” 4Hak Cipta MBustamanIAB
• Every company is concerned with strategy – It determines which organizations succeed and which ones struggle – Strategic blunders can hurt a company • Strategic management is a specific type of planning Strategy 5Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
• Explicit strategy is the plan of action • Competitive advantage is the organization‟s distinctive edge for meeting customer needs Strategies should:  Exploit Core Competencies  Build Synergy  Deliver Value Purpose of Strategy 6Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
• The long-term view of the organization and competition • Thinking strategically impacts performance and financial success • Today‟s environment requires everyone to think strategically Thinking Strategically 7Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
Decisions and actions used to formulate and execute strategies that will provide competitively superior fit between the organization and its environment to achieve organizational goals Strategic Management 8Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
8.1 Levels of Strategy 9 Copyright ©2012 by South-Western, a division of Cengage Learning.
What is Strategic Management? • Strategic management is the comprehensive collection of ongoing activities and processes that organizations use to systematically coordinate and align resources and actions with mission, vision and strategy throughout an organization. Strategic management activities transform the static plan into a system that provides strategic performance feedback to decision making and enables the plan to evolve and grow as requirements and other circumstances change. (BSC Institute, 2012) 10Hak Cipta MBustamanIAB
8.2 The Strategic Management Process 11 Copyright ©2012 by South-Western, a division of Cengage Learning.
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Hak Cipta MBustamanIAB 14 Source: Palladium Group
What Are the Steps in Strategic Planning & Management? • There are many different frameworks and methodologies for strategic planning and management. While there is no absolute rules regarding the right framework, most follow a similar pattern and have common attributes. Many frameworks cycle through some variation on some very basic phases: • 1) analysis or assessment, where an understanding of the current internal and external environments is developed, 15Hak Cipta MBustamanIAB
What Are the Steps in Strategic Planning & Management? • 2) strategy formulation, where high level strategy is developed and a basic organization level strategic plan is documented . • 3) strategy execution, where the high level plan is translated into more operational planning and action items, and • 4) evaluation or sustainment / management phase, where ongoing refinement and evaluation of performance, culture, communications, data reporting, and other strategic management issues occurs 16Hak Cipta MBustamanIAB
17 Mission & Vision Hak Cipta MBustamanIAB
Characteristics of Good Strategic Plans 18Hak Cipta MBustamanIAB
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The 5 Cs of Strategy Execution Causality Criticality CompatibilityContinuity Clarity 22Hak Cipta MBustamanIAB
• Integrating the future into your decision making processes today by thinking big, deep and long. Strategic Thinking 23 Hak Cipta MBustamanIAB
• Big (very broad) – do we understand how we connect and interact with other organisations and the external environment? 24 Hak Cipta MBustamanIAB
Thinking Big: Thinking in Systems 25 Hak Cipta MBustamanIAB
• 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? 26 Hak Cipta MBustamanIAB
• Long – how far into the future are we looking? Do we understand the shape of alternative futures for our organisation? 27 Hak Cipta MBustamanIAB
• Strategic thinking is identifying, imagining and understanding possible and plausible future operating environments for your organisation…28 Hak Cipta MBustamanIAB
Analisis Persekitaran ‘Where are we now’? 29Hak Cipta MBustamanIAB
hakmilik@MBAM.IAB.KPM 30 Environmental Scanning
hakmilik@MBAM.IAB.KPM 31 THE ORGANIZATION AS AN ICEBERG 14.5
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• Formulating strategy often begins with an audit of internal and external factors – Internal Strengths and Weaknesses – External Opportunities and Threats • Information is acquired from reports, surveys, discussions, and meetings SWOT Analysis 33Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
SWOT ANALYSIS 34Hak Cipta MBustamanIAB
8.3 SWOT: Audit Checklist 35 Copyright ©2012 by South-Western, a division of Cengage Learning.
Strategic Business Units (SBUs) have a unique mission, products, and competitors Companies manage the mix of SBUs for synergy and competitive advantage Organizations should not become too dependent on one business Formulating Corporate-Level Strategy: Portfolio Strategy 36Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
• Organizes business along two dimensions – Business growth rate – Market share • Four categories for corporate portfolio – The combination of high/low market share and high/low business growth Formulating Corporate-Level Strategy: The BCG Matrix 37Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
8.4 The BCG Matrix 38 Copyright ©2012 by South-Western, a division of Cengage Learning.
39mbam@IAB.MOE 07 39 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 Hak Cipta MBustamanIAB
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WHAT ARE ''KRA'' AND ''KPA'' AND ''KPI'' • Key Result Areas “Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. hakmilik@MBAM.IAB.KPM 41
Value of KRAs • Identifying KRAs helps individuals: · Clarify their roles · Align their roles to the organisation‟s business or strategic plan · Focus on results rather than activities · Communicate their role‟s purposes to others · Set goals and objectives · Prioritize their activities, and therefore improve their time/work management · Make value-added decisions hakmilik@MBAM.IAB.KPM 42
Description of KRAs • Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation). hakmilik@MBAM.IAB.KPM 43
Example • KRA 1 -RECRUITMENT/ SELECTION KPA 1 (objectives) --RECRUITMENT KPI ----reduce average time taken to fill marketing/sales vacancies by 15% KPI ----reduce average cost per recruit by 10% hakmilik@MBAM.IAB.KPM 44
example • CORPORATE OBJECTIVE / STRATEGY -to gain world market share of 51% DISTRIBUTION OBJECTIVE -Improve / Increase the distribution coverage by 20% KRA 1 -DISTRIBUTION KPA 1 --CHANNEL EXPANSION BY 2 NEW CHANNELS. KPI ----INCREASE THE CHANNEL NETWORK BY 20% hakmilik@MBAM.IAB.KPM 45
hakmilik@MBAM.IAB.KPM 46 CORPORATE OBJECTIVE / STRATEGY -to gain world market share of 51% SALES DEPARTMENT'S OBJECTIVE -INCREASE THE SALES COVERAGE BY 20%. KRA 1 -SALES COVERAGE KPA 1 --SALES COVERAGE KPI ----INCLUDE 5 MORE COUNTRIES IN THE SALES EXPANSION. KPI ----INCREASE THE GEOGRAPHICAL COVERAGE BY 15%.
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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 48Hak Cipta MBustamanIAB
49  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 Hak Cipta MBustamanIAB
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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, efficien t, 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, comf ortable facilities and working environment Ongoing maintenance & upgrading of facilities Ample supply of resources – teaching aids, technology, equip ment 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, efficie nt, comfortable and family oriented environment 54Hak Cipta MBustamanIAB
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IUM 2015 Strategic Direction: Towards becoming a Research-Intensified University S1. Produce well- rounded personalities and employable graduates Customer Stakeholder Financial Learning &Growth InternalProcess Research & Academic Excellence C1. Achieve status as a leading international academic & research institution imbued with Islamic values L1. Strengthen staff development and competency F1. Achieve budgetary sufficiency and efficiency P1. Strengthe n quality integrated curriculum P8. Increase income contribution from SBUs/RMC/IHSB S2. Become centre of reference in niche areas of research P6. Secure bigger research grant P5. Have a significant pool of distinguished scholars P2. Intensify quality research output and publication P4. Increase academic staff who are engaged in high impact research L2. Ensure quality of research facilities through key compliance P3. Strengthen postgraduate studies P7. Enhance quality service L3. Improve library facilities to support research L4. Enhance morality within the university community IIUM Strategy Map 2007-2015 56Hak Cipta MBustamanIAB
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59 Key Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organisation and differ depending on the organisation Hak Cipta MBustamanIAB
60 Developing KPI *Image via Bing Hak Cipta MBustamanIAB
61 • Key Performance Indicators, also known as KPI or Key Success Indicators (KSI), help an organisation define and measure progress toward organisational goals. • Once an organisation has analysed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress toward those goals. Key Performance Indicators are those measurements Hak Cipta MBustamanIAB
62 Performance Measures • 1. Percentage of… • 2. Number of… (hours, times per month, donation, activities, km etc) • 3. Frequency of …. • 4. Level of …. • 5. Total of …(score, costs, hours, ..) • 6. Average • 7. Grade • 8. Ratio of • 9. Degree of Hak Cipta MBustamanIAB
 1.3 Identifying & Creating KPIs … That Can Present in Different Forms Rankings (Benchmarks) Absolute Numbers Rating (surveys) Ratio Percentages Indices Strategic Information Generated ComplexityofAnalysis 63Hak Cipta MBustamanIAB
Define Targets: How Will We Know We Are There? 64Hak Cipta MBustamanIAB
What is target? • Targets are quantified and time-based • Target: Desired level of performance *a performance measure (e.g., % of customer satisfaction target = 95%) (source: Balanced Scorecard Institute, USA. 2005) * Remember to set the baselines or take of values (TOV)/ a point to start measurement) 65Hak Cipta MBustamanIAB
66 Why Do it? • 1. to make objectives explicit and tangible • 2. to quantify the expected value of the strategy • 3. to motivate desired behaviors • 4. to set timing for performance- improvement expectations • 5. to calibrate strategic evaluation and learning Hak Cipta MBustamanIAB
What To Do 67Hak Cipta MBustamanIAB
68 • 1. Choose the Right Achievement Targets • Potential areas to consider when setting targets: • 1. TOV or Baselines and trends • 2. National, state, local or Education Standards. • 3. Benchmarking • 4. Feedback from customers and stakeholders Hak Cipta MBustamanIAB
• 2. Understand the predictive (lead) and outcomes Metrics • 3. Review the existing portfolio of metrics • 4. Listen the voices of customer,stakeholders and others • 5. Consider Noneconomic • 6. Be careful with expensive benchmarking 69Hak Cipta MBustamanIAB
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71 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 Hak Cipta MBustamanIAB
Misi Sekolah:… Visi Sekolah:….. Isu Strategik: Peningkatan prestasi belum mencapai tahap yang diinginkan. KRA/Matlamat Strategik: Peningkatan Prestasi Akademik Objektif Petunjuk (KPI) Tov (base) 2012 2013 2014 Inisiatif / Strategi Akauntibiliti Peningkat kan prestasi UPSR GPS % Lulus % 5As 2.0 93 10%. 1 1.8 94.5 12% 1.7 97.0 16% 1.50 100 20% 1. meningkakan Kapibiliti guru dalam P&P 2. meningkakan Kemahiran Belajar pelajar 3. Meningkatkan sokongan komuniti GPK 1 (p) GPK HEM GPK koku 72Hak Cipta MBustamanIAB
hakmilik@MBAM.IAB.KPM 73 What is Organisational Strategy? – “A strategy is defined as a pattern, of purposes, policies, programmes, actions, d ecisions, or resource allocations that define what a school is, what it does, and why it does it. Strategies can vary by level function, and by time frame.” (Bryson, 1995, p.32)
hakmilik@MBAM.IAB.KPM 74 Apakah itu Strategi? • Strategi adalah merujuk kepada tindakan khusus atau pendekatan yang diambil oleh sesuatu organisasi untuk mencapai matlamat dan objektif. • Ia bersifat „action-oriented‟ dan berhubungan terus dengan pengukuran output. • Strategi menjelaskan bagaimanakah cara untuk mencapai matlamat dan objektif berbanding dengan objektif merujuk kepada apakah yang mahu dicapai oleh sesebuah organisasi itu
hakmilik@MBAM.IAB.KPM 75 • A strategy is an approach, or an implementation methodology, that will lead to the achievement of an objective. • Strategies sets the basis for the development of action plans that follow, in which case the when, how, and by whom the organization will achieve each objective is described.
hakmilik@MBAM.IAB.KPM 76 THE TOWS MATRIX (GENERATION OF STRATEGIC OPTIONS) STRENGTHS 1. 2. LIST STRENGTHS 3. 4, 5. 6. INTERNAL ENVIRONMENT WEAKNESSES 1. 2. LIST WEAKNESSES 3. 4. 5. 6. OPPORTUNITIES 1. 2. LIST OPPORTUNITIES 3. 4. 5. 6. S-O STRATEGIES PENETRATION EXPANSION INTENSIFICATION ACQUISITION INTEGRATION OF BACKWARD AND FORWARD LINKAGES W-O STRATEGIES NICHE LINKAGING OR NETWORKING SUB-CONTRACTING ANCHORING ORGANIZATION DEVELOPMENT/CAPABILITY BUILDING THREATS 1. 2. LIST THREATS 3. 4, 5. 6. S-T STRATEGIES DIVERSIFICATION CONSOLIDATION CONTINGENCY MECHANISMS W-T STRATEGIES RETRENCH MERGE WITHDRAW CLOSE SHOP STATUS QUO EXTERNAL ENVIRONMENT
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Tools for Putting Strategy into Action 78 Copyright ©2012 by South-Western, a division of Cengage Learning.
79 *Image via Bing Hak Cipta MBustamanIAB
80 Source: Palladium Group Hak Cipta MBustamanIAB
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Obctacles in implmentationof strategy • Make people accountable for strategic tasks • The most frequently barrier to implementing a plan is accountability.. The best practice is: • Use SMART goals or objectives with clear deadlines • Be clear about responsibility and objectives (confirm and clarify), and link the objectives to all involved • Delegate, have one person responsible for each key task • Build in incentives, recognition and give recognition- the most powerful motivator • Teach delegation in the organization • Give ownership to the team • Review at milestones • Be sure the boss acknowledges the assignment eye ball to eye ball • Give them the resources • No micro-managing, just coaching and feedback • Be sure the audience is the right audience - are they folks who want to be accountable 82Hak Cipta MBustamanIAB
Overcome day to day pressures? How? Overcome the barrier by individual accountablity for strategic tasks. • Review workload and delegate; • Develop “action plans” assigning responsibility and deadlines. Make individuals accountable. • Refocus decision makers away from fires, usually at off-site thinking meetings • Dedicated staff for strategic planning • Make the strategic work part of the employees goals and provide incentives to achieve those goals • Track progress • Work on priorities and delay non-essentials, understand the source of the “fires” • Carve out time away from distractions (no phone, emails … for a day) • Take a day off • Get a new job/ transfer? • Get a Samsung Galaxy S or throw away your Samsung GS (there were mixed feelings) 83Hak Cipta MBustamanIAB
Make a strategic plan more flexible. How? No strategic plan plays out exactly to script. More frequent progress reviews increased accountability and keep the plan flexible. We can overcame this barrier by: • Frequently review progress and how the environment is changing • Keep the strategic plan at a high level, with flexibility for implementation of the details and some reserve funds • Increase you contact with vendors and customers as the plan rolls out • Track the details of cross-functional work, not within departments. Let the department heads manage their teams • Make sure you have the right people involved -those with something in it for them • Part of the plan includes several 'what if' contingencies • Set the review cycle to give time for actions to take effect but not too long miss a market opportunity • Give the key players the 'right' to reconvene the team if they see something that must be addressed 84Hak Cipta MBustamanIAB
How to overcome fear, resistance to change Uncertainty is one cause of fear and people resist strategic change. As the strategic planning team formulates its strategy, factor in how to overcome this barrier. Top down support is critical and a compelling vision is necessary. • Point out the results if there is no change; present hard data to support the need for change, talk fact( dollars and cents) • Create a learning environment, make it part of the culture • Understand and communicate, communicate: the why, the benefits of the change, what is in it for me (WIIFM) • Delegate ownership of the change process 85Hak Cipta MBustamanIAB
• Make sure you have the right people involved • Rewards and recognition - tied to the purpose of the organization • Uncover and address key concerns in advance • Involve those affected by the change and value their inputs • Lead by example • Use external resources with reputation; bring in new people for new ideas/questions • Decrease, mitigate the risk of change, i.e. do not shoot the risk taker, some failure is expected • Focus senior management training on change methods • Bring in outside experts • The bar length indicates the most likely method for success. 86Hak Cipta MBustamanIAB
Step 9: The step nine is monitoring and controlling the implementation of plan • (a) control the process • (b) arrange an internal audit, to determine how closely the performance matches the plan, • (c) arrange a management review meeting, • (d) take corrective action where needed, align the plan and undertake a continuous improvement process. • (e) arrange an audit of external environmental development, • (f) maintain as quality records the results of process control measures, to provide evidence of effective operation and monitoring of the process. 87Hak Cipta MBustamanIAB
MISI VISI BORANG PENGUKURAN PRESTASI DAN MAKLUM BALAS Objektif KPI Tov Sasaran Prestasi Sebenar Ulasan MATLAMAT: 88Hak Cipta MBustamanIAB
PENGUKURAN DAN PENILAIAN KAEDAH BALANCE SCORECARD PERSPEKTIF Pencapaian Sebenar Target Matlamat Strategik Objektif KPI Unit Pengukuran 2006- 2007 2007- 2008 2008- 2009 2009- 2010 2006- 2010 M1 M1-O1 M1-O2 M1-O3 M2 M2-O1 M2-O2 M2-O3 M2-O4 89Hak Cipta MBustamanIAB
Six Silent Killers of Strategy 90 Copyright ©2012 by South-Western, a division of Cengage Learning.
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Format for a Strategic Planning Document Table of Contents: • Introduction by the school Principal or Director (Head of Department) • Mission, Vision and Values Statement • Organization History and Profile • Strategic Issues and Strategic Goals or Key Results Area (KRA) • Objectives, KPI & long term targets (3-5 Years) • Strategy or initiative that link to each objectives together with a table of action plan • Appendices (If Included) • a. Environmental Assessment (example: SWOT) • b. Summary of Client Surveys • c. Membership of Board and Planning Committee • d. Long-Range Budget Projections • e. Strategy selection analysis 92Hak Cipta MBustamanIAB
93 SEKIAN, TERIMA KASIH Hak Cipta MBustamanIAB

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Strategic management

  • 1.
  • 2.
    Introducing Your Workshop Facilitator 2 *Imagevia Bing Trainer & Coach Hak Cipta MBustamanIAB
  • 3.
    3 Pensyarah/ Pembimbing (coach) MuhamadBustaman Bin Haji Abdul Manaf Institut Aminuddin Baki, KPM 0199890524/mbamiabkpm@gmail.com Hak Cipta MBustamanIAB
  • 4.
    BIODATA PENCERAMAH MUHAMAD BUSTAMANBIN HAJI ABDUL MANAF Jawatan Hakiki: Pensyarah Cemerlang DG54 Specialist Trainer & Specialist Coach Instutut Aminuddin Baki, KPM 1. Pengalaman memberi kursus Pengurusan Strategik dan Pengurusan Kualiti di Institut Aminuddin Baki semenjak 1995. (pensyarah paling lama di IAB) 2. Menulis buku: 1. Perancangan Strategik (IAB). 2. Pengurusan Kualiti dalam pendidikan (Utusan Pub) 3. Buku ketiga: Pengurusan Strategik untuk sekolah -di terbit oleh PTS. 3. Pernah mengikuti Latihan Profesionalisme dalam bidang Pengurusan Strategik dan Pengurusan Kualiti Latihan Luar Negara (selain dalam 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) (bidang tesis Phd) • iv. Strategy Performance Measurement (BSC): Uni of Adelaide, Australia (2005) 4. Berkelayakan sebagai Juruaudit (Lead Auditor) MS ISO 9000 sejak 1998. 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 (2004) 6. Kepakaran lain: Kursus Pemikiran Strategik, Kepemimpinan Strategik, Pengurusan Organisasi, Sistem Pengurusan Prestasi Strategik (SPPS), Pembinaan KPI dan BSC, TQM, Benchmarking, Quality Tools, dan ‘Leadership Coaching and Mentoring” 4Hak Cipta MBustamanIAB
  • 5.
    • Every companyis concerned with strategy – It determines which organizations succeed and which ones struggle – Strategic blunders can hurt a company • Strategic management is a specific type of planning Strategy 5Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
  • 6.
    • Explicit strategyis the plan of action • Competitive advantage is the organization‟s distinctive edge for meeting customer needs Strategies should:  Exploit Core Competencies  Build Synergy  Deliver Value Purpose of Strategy 6Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
  • 7.
    • The long-termview of the organization and competition • Thinking strategically impacts performance and financial success • Today‟s environment requires everyone to think strategically Thinking Strategically 7Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
  • 8.
    Decisions and actionsused to formulate and execute strategies that will provide competitively superior fit between the organization and its environment to achieve organizational goals Strategic Management 8Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
  • 9.
    8.1 Levels ofStrategy 9 Copyright ©2012 by South-Western, a division of Cengage Learning.
  • 10.
    What is StrategicManagement? • Strategic management is the comprehensive collection of ongoing activities and processes that organizations use to systematically coordinate and align resources and actions with mission, vision and strategy throughout an organization. Strategic management activities transform the static plan into a system that provides strategic performance feedback to decision making and enables the plan to evolve and grow as requirements and other circumstances change. (BSC Institute, 2012) 10Hak Cipta MBustamanIAB
  • 11.
    8.2 The StrategicManagement Process 11 Copyright ©2012 by South-Western, a division of Cengage Learning.
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    Hak Cipta MBustamanIAB14 Source: Palladium Group
  • 15.
    What Are theSteps in Strategic Planning & Management? • There are many different frameworks and methodologies for strategic planning and management. While there is no absolute rules regarding the right framework, most follow a similar pattern and have common attributes. Many frameworks cycle through some variation on some very basic phases: • 1) analysis or assessment, where an understanding of the current internal and external environments is developed, 15Hak Cipta MBustamanIAB
  • 16.
    What Are theSteps in Strategic Planning & Management? • 2) strategy formulation, where high level strategy is developed and a basic organization level strategic plan is documented . • 3) strategy execution, where the high level plan is translated into more operational planning and action items, and • 4) evaluation or sustainment / management phase, where ongoing refinement and evaluation of performance, culture, communications, data reporting, and other strategic management issues occurs 16Hak Cipta MBustamanIAB
  • 17.
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    Characteristics of GoodStrategic Plans 18Hak Cipta MBustamanIAB
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    The 5 Csof Strategy Execution Causality Criticality CompatibilityContinuity Clarity 22Hak Cipta MBustamanIAB
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    • Integrating thefuture into your decision making processes today by thinking big, deep and long. Strategic Thinking 23 Hak Cipta MBustamanIAB
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    • Big (verybroad) – do we understand how we connect and interact with other organisations and the external environment? 24 Hak Cipta MBustamanIAB
  • 25.
    Thinking Big: Thinking inSystems 25 Hak Cipta MBustamanIAB
  • 26.
    • 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? 26 Hak Cipta MBustamanIAB
  • 27.
    • Long –how far into the future are we looking? Do we understand the shape of alternative futures for our organisation? 27 Hak Cipta MBustamanIAB
  • 28.
    • Strategic thinkingis identifying, imagining and understanding possible and plausible future operating environments for your organisation…28 Hak Cipta MBustamanIAB
  • 29.
    Analisis Persekitaran ‘Where are wenow’? 29Hak Cipta MBustamanIAB
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    32 Hak CiptaMBustamanIAB
  • 33.
    • Formulating strategyoften begins with an audit of internal and external factors – Internal Strengths and Weaknesses – External Opportunities and Threats • Information is acquired from reports, surveys, discussions, and meetings SWOT Analysis 33Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
  • 34.
  • 35.
    8.3 SWOT: AuditChecklist 35 Copyright ©2012 by South-Western, a division of Cengage Learning.
  • 36.
    Strategic Business Units(SBUs) have a unique mission, products, and competitors Companies manage the mix of SBUs for synergy and competitive advantage Organizations should not become too dependent on one business Formulating Corporate-Level Strategy: Portfolio Strategy 36Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
  • 37.
    • Organizes businessalong two dimensions – Business growth rate – Market share • Four categories for corporate portfolio – The combination of high/low market share and high/low business growth Formulating Corporate-Level Strategy: The BCG Matrix 37Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
  • 38.
    8.4 The BCGMatrix 38 Copyright ©2012 by South-Western, a division of Cengage Learning.
  • 39.
    39mbam@IAB.MOE 07 39 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 Hak Cipta MBustamanIAB
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  • 41.
    WHAT ARE ''KRA'' AND''KPA'' AND ''KPI'' • Key Result Areas “Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. hakmilik@MBAM.IAB.KPM 41
  • 42.
    Value of KRAs •Identifying KRAs helps individuals: · Clarify their roles · Align their roles to the organisation‟s business or strategic plan · Focus on results rather than activities · Communicate their role‟s purposes to others · Set goals and objectives · Prioritize their activities, and therefore improve their time/work management · Make value-added decisions hakmilik@MBAM.IAB.KPM 42
  • 43.
    Description of KRAs •Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation). hakmilik@MBAM.IAB.KPM 43
  • 44.
    Example • KRA 1 -RECRUITMENT/SELECTION KPA 1 (objectives) --RECRUITMENT KPI ----reduce average time taken to fill marketing/sales vacancies by 15% KPI ----reduce average cost per recruit by 10% hakmilik@MBAM.IAB.KPM 44
  • 45.
    example • CORPORATE OBJECTIVE/ STRATEGY -to gain world market share of 51% DISTRIBUTION OBJECTIVE -Improve / Increase the distribution coverage by 20% KRA 1 -DISTRIBUTION KPA 1 --CHANNEL EXPANSION BY 2 NEW CHANNELS. KPI ----INCREASE THE CHANNEL NETWORK BY 20% hakmilik@MBAM.IAB.KPM 45
  • 46.
    hakmilik@MBAM.IAB.KPM 46 CORPORATE OBJECTIVE/ STRATEGY -to gain world market share of 51% SALES DEPARTMENT'S OBJECTIVE -INCREASE THE SALES COVERAGE BY 20%. KRA 1 -SALES COVERAGE KPA 1 --SALES COVERAGE KPI ----INCLUDE 5 MORE COUNTRIES IN THE SALES EXPANSION. KPI ----INCREASE THE GEOGRAPHICAL COVERAGE BY 15%.
  • 47.
  • 48.
    Basic Scorecard Terminology (InstituteAminuddin 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 48Hak Cipta MBustamanIAB
  • 49.
    49  What areSMART-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 Hak Cipta MBustamanIAB
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    The individual needs ofeach 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, efficien t, 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, comf ortable facilities and working environment Ongoing maintenance & upgrading of facilities Ample supply of resources – teaching aids, technology, equip ment 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, efficie nt, comfortable and family oriented environment 54Hak Cipta MBustamanIAB
  • 55.
  • 56.
    IUM 2015 StrategicDirection: Towards becoming a Research-Intensified University S1. Produce well- rounded personalities and employable graduates Customer Stakeholder Financial Learning &Growth InternalProcess Research & Academic Excellence C1. Achieve status as a leading international academic & research institution imbued with Islamic values L1. Strengthen staff development and competency F1. Achieve budgetary sufficiency and efficiency P1. Strengthe n quality integrated curriculum P8. Increase income contribution from SBUs/RMC/IHSB S2. Become centre of reference in niche areas of research P6. Secure bigger research grant P5. Have a significant pool of distinguished scholars P2. Intensify quality research output and publication P4. Increase academic staff who are engaged in high impact research L2. Ensure quality of research facilities through key compliance P3. Strengthen postgraduate studies P7. Enhance quality service L3. Improve library facilities to support research L4. Enhance morality within the university community IIUM Strategy Map 2007-2015 56Hak Cipta MBustamanIAB
  • 57.
  • 58.
  • 59.
    59 Key Performance Indicators arequantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organisation and differ depending on the organisation Hak Cipta MBustamanIAB
  • 60.
    60 Developing KPI *Image viaBing Hak Cipta MBustamanIAB
  • 61.
    61 • Key PerformanceIndicators, also known as KPI or Key Success Indicators (KSI), help an organisation define and measure progress toward organisational goals. • Once an organisation has analysed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress toward those goals. Key Performance Indicators are those measurements Hak Cipta MBustamanIAB
  • 62.
    62 Performance Measures • 1.Percentage of… • 2. Number of… (hours, times per month, donation, activities, km etc) • 3. Frequency of …. • 4. Level of …. • 5. Total of …(score, costs, hours, ..) • 6. Average • 7. Grade • 8. Ratio of • 9. Degree of Hak Cipta MBustamanIAB
  • 63.
     1.3 Identifying& Creating KPIs … That Can Present in Different Forms Rankings (Benchmarks) Absolute Numbers Rating (surveys) Ratio Percentages Indices Strategic Information Generated ComplexityofAnalysis 63Hak Cipta MBustamanIAB
  • 64.
    Define Targets: HowWill We Know We Are There? 64Hak Cipta MBustamanIAB
  • 65.
    What is target? •Targets are quantified and time-based • Target: Desired level of performance *a performance measure (e.g., % of customer satisfaction target = 95%) (source: Balanced Scorecard Institute, USA. 2005) * Remember to set the baselines or take of values (TOV)/ a point to start measurement) 65Hak Cipta MBustamanIAB
  • 66.
    66 Why Do it? •1. to make objectives explicit and tangible • 2. to quantify the expected value of the strategy • 3. to motivate desired behaviors • 4. to set timing for performance- improvement expectations • 5. to calibrate strategic evaluation and learning Hak Cipta MBustamanIAB
  • 67.
    What To Do 67HakCipta MBustamanIAB
  • 68.
    68 • 1. Choosethe Right Achievement Targets • Potential areas to consider when setting targets: • 1. TOV or Baselines and trends • 2. National, state, local or Education Standards. • 3. Benchmarking • 4. Feedback from customers and stakeholders Hak Cipta MBustamanIAB
  • 69.
    • 2. Understandthe predictive (lead) and outcomes Metrics • 3. Review the existing portfolio of metrics • 4. Listen the voices of customer,stakeholders and others • 5. Consider Noneconomic • 6. Be careful with expensive benchmarking 69Hak Cipta MBustamanIAB
  • 70.
  • 71.
    71 CUSTOMER PERSPECTIVE KRA: … Strategic Objective StrategicMeasures (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 Hak Cipta MBustamanIAB
  • 72.
    Misi Sekolah:… Visi Sekolah:….. IsuStrategik: Peningkatan prestasi belum mencapai tahap yang diinginkan. KRA/Matlamat Strategik: Peningkatan Prestasi Akademik Objektif Petunjuk (KPI) Tov (base) 2012 2013 2014 Inisiatif / Strategi Akauntibiliti Peningkat kan prestasi UPSR GPS % Lulus % 5As 2.0 93 10%. 1 1.8 94.5 12% 1.7 97.0 16% 1.50 100 20% 1. meningkakan Kapibiliti guru dalam P&P 2. meningkakan Kemahiran Belajar pelajar 3. Meningkatkan sokongan komuniti GPK 1 (p) GPK HEM GPK koku 72Hak Cipta MBustamanIAB
  • 73.
    hakmilik@MBAM.IAB.KPM 73 What isOrganisational Strategy? – “A strategy is defined as a pattern, of purposes, policies, programmes, actions, d ecisions, or resource allocations that define what a school is, what it does, and why it does it. Strategies can vary by level function, and by time frame.” (Bryson, 1995, p.32)
  • 74.
    hakmilik@MBAM.IAB.KPM 74 Apakah ituStrategi? • Strategi adalah merujuk kepada tindakan khusus atau pendekatan yang diambil oleh sesuatu organisasi untuk mencapai matlamat dan objektif. • Ia bersifat „action-oriented‟ dan berhubungan terus dengan pengukuran output. • Strategi menjelaskan bagaimanakah cara untuk mencapai matlamat dan objektif berbanding dengan objektif merujuk kepada apakah yang mahu dicapai oleh sesebuah organisasi itu
  • 75.
    hakmilik@MBAM.IAB.KPM 75 • Astrategy is an approach, or an implementation methodology, that will lead to the achievement of an objective. • Strategies sets the basis for the development of action plans that follow, in which case the when, how, and by whom the organization will achieve each objective is described.
  • 76.
    hakmilik@MBAM.IAB.KPM 76 THE TOWSMATRIX (GENERATION OF STRATEGIC OPTIONS) STRENGTHS 1. 2. LIST STRENGTHS 3. 4, 5. 6. INTERNAL ENVIRONMENT WEAKNESSES 1. 2. LIST WEAKNESSES 3. 4. 5. 6. OPPORTUNITIES 1. 2. LIST OPPORTUNITIES 3. 4. 5. 6. S-O STRATEGIES PENETRATION EXPANSION INTENSIFICATION ACQUISITION INTEGRATION OF BACKWARD AND FORWARD LINKAGES W-O STRATEGIES NICHE LINKAGING OR NETWORKING SUB-CONTRACTING ANCHORING ORGANIZATION DEVELOPMENT/CAPABILITY BUILDING THREATS 1. 2. LIST THREATS 3. 4, 5. 6. S-T STRATEGIES DIVERSIFICATION CONSOLIDATION CONTINGENCY MECHANISMS W-T STRATEGIES RETRENCH MERGE WITHDRAW CLOSE SHOP STATUS QUO EXTERNAL ENVIRONMENT
  • 77.
  • 78.
    Tools for Putting Strategyinto Action 78 Copyright ©2012 by South-Western, a division of Cengage Learning.
  • 79.
    79 *Image via Bing HakCipta MBustamanIAB
  • 80.
  • 81.
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    Obctacles in implmentationofstrategy • Make people accountable for strategic tasks • The most frequently barrier to implementing a plan is accountability.. The best practice is: • Use SMART goals or objectives with clear deadlines • Be clear about responsibility and objectives (confirm and clarify), and link the objectives to all involved • Delegate, have one person responsible for each key task • Build in incentives, recognition and give recognition- the most powerful motivator • Teach delegation in the organization • Give ownership to the team • Review at milestones • Be sure the boss acknowledges the assignment eye ball to eye ball • Give them the resources • No micro-managing, just coaching and feedback • Be sure the audience is the right audience - are they folks who want to be accountable 82Hak Cipta MBustamanIAB
  • 83.
    Overcome day today pressures? How? Overcome the barrier by individual accountablity for strategic tasks. • Review workload and delegate; • Develop “action plans” assigning responsibility and deadlines. Make individuals accountable. • Refocus decision makers away from fires, usually at off-site thinking meetings • Dedicated staff for strategic planning • Make the strategic work part of the employees goals and provide incentives to achieve those goals • Track progress • Work on priorities and delay non-essentials, understand the source of the “fires” • Carve out time away from distractions (no phone, emails … for a day) • Take a day off • Get a new job/ transfer? • Get a Samsung Galaxy S or throw away your Samsung GS (there were mixed feelings) 83Hak Cipta MBustamanIAB
  • 84.
    Make a strategicplan more flexible. How? No strategic plan plays out exactly to script. More frequent progress reviews increased accountability and keep the plan flexible. We can overcame this barrier by: • Frequently review progress and how the environment is changing • Keep the strategic plan at a high level, with flexibility for implementation of the details and some reserve funds • Increase you contact with vendors and customers as the plan rolls out • Track the details of cross-functional work, not within departments. Let the department heads manage their teams • Make sure you have the right people involved -those with something in it for them • Part of the plan includes several 'what if' contingencies • Set the review cycle to give time for actions to take effect but not too long miss a market opportunity • Give the key players the 'right' to reconvene the team if they see something that must be addressed 84Hak Cipta MBustamanIAB
  • 85.
    How to overcomefear, resistance to change Uncertainty is one cause of fear and people resist strategic change. As the strategic planning team formulates its strategy, factor in how to overcome this barrier. Top down support is critical and a compelling vision is necessary. • Point out the results if there is no change; present hard data to support the need for change, talk fact( dollars and cents) • Create a learning environment, make it part of the culture • Understand and communicate, communicate: the why, the benefits of the change, what is in it for me (WIIFM) • Delegate ownership of the change process 85Hak Cipta MBustamanIAB
  • 86.
    • Make sureyou have the right people involved • Rewards and recognition - tied to the purpose of the organization • Uncover and address key concerns in advance • Involve those affected by the change and value their inputs • Lead by example • Use external resources with reputation; bring in new people for new ideas/questions • Decrease, mitigate the risk of change, i.e. do not shoot the risk taker, some failure is expected • Focus senior management training on change methods • Bring in outside experts • The bar length indicates the most likely method for success. 86Hak Cipta MBustamanIAB
  • 87.
    Step 9: Thestep nine is monitoring and controlling the implementation of plan • (a) control the process • (b) arrange an internal audit, to determine how closely the performance matches the plan, • (c) arrange a management review meeting, • (d) take corrective action where needed, align the plan and undertake a continuous improvement process. • (e) arrange an audit of external environmental development, • (f) maintain as quality records the results of process control measures, to provide evidence of effective operation and monitoring of the process. 87Hak Cipta MBustamanIAB
  • 88.
    MISI VISI BORANG PENGUKURANPRESTASI DAN MAKLUM BALAS Objektif KPI Tov Sasaran Prestasi Sebenar Ulasan MATLAMAT: 88Hak Cipta MBustamanIAB
  • 89.
    PENGUKURAN DAN PENILAIAN KAEDAHBALANCE SCORECARD PERSPEKTIF Pencapaian Sebenar Target Matlamat Strategik Objektif KPI Unit Pengukuran 2006- 2007 2007- 2008 2008- 2009 2009- 2010 2006- 2010 M1 M1-O1 M1-O2 M1-O3 M2 M2-O1 M2-O2 M2-O3 M2-O4 89Hak Cipta MBustamanIAB
  • 90.
    Six Silent Killersof Strategy 90 Copyright ©2012 by South-Western, a division of Cengage Learning.
  • 91.
  • 92.
    Format for aStrategic Planning Document Table of Contents: • Introduction by the school Principal or Director (Head of Department) • Mission, Vision and Values Statement • Organization History and Profile • Strategic Issues and Strategic Goals or Key Results Area (KRA) • Objectives, KPI & long term targets (3-5 Years) • Strategy or initiative that link to each objectives together with a table of action plan • Appendices (If Included) • a. Environmental Assessment (example: SWOT) • b. Summary of Client Surveys • c. Membership of Board and Planning Committee • d. Long-Range Budget Projections • e. Strategy selection analysis 92Hak Cipta MBustamanIAB
  • 93.

Editor's Notes

  • #28 Or are you just assuming that the future will be more of the present?
  • #50 Isu: penjelasan outcomes ygingindicapaisecaraoperasi.Pernyataanobjektifmestimenjelaskan outcomes dgnjelasdanmenjadiasasutkmembinakpisertastrategi. Isutambahan: adakahianya Align: penyelesaianialadgnmelakukan ‘Strategy Mapping”.