BLUE OCEAN STRATEGY & ITS APPLICATION

Objektif Ceramah

Berkongsi ilmu tentang konsep Blue Ocean Strategy (BOS)

Relevan dengan pengurusan sekolah : Bagaimana merealisasikaan konsep BOS untuk mencapai keberkesanan pengurusan sekolah ?

ADAPTASI BOS OLEH KPMBOS DUNIA PERNIAGAAN TETAPI TIDAK BERERTI KONSEP & PRINSIP TIDAK BOLEH DIADAPTASIKAN DAN DIAPLIKASIKAN DALAM KONTEKS PENDIDIKAN

AJK BOS DIKETUAI OLEH YBHG. TAN SRI DATUK Dr. ZULKARNAIN HJ AWANG (KSU) & YBG. DATO ALIMUDDIN BIN MOHD.DOM ( KPPM)

Perhatian & cabaran !!!

BLUE OCEAN STRATEGY adalah untuk pihak yang bersedia dengan kesanggupan melakukan perbezaan dengan keluar dari status quo ke arah kejayaan dalam melestarikan kecemerlangan diri atau institusi.

MALU DENGAN KESEDERHANAAN MEMIKIR DILUAR KOTAK

konsep BOSRED OCEAN VS BLUE OCEAN

PERSAINGAN TIDAK RELEVAN LAGI

INOVASI YANG BERNILAI (VALUE INNOVATION )

PERBEZAAN ( DIFFERENTIATION)

KOS RENDAH ( LOW PRICE)

CONTOH-CONTOH CIPTAAN BLUE OCEAN VALUE INNOVATION & LOW COSTS

Celcom Broadband Modem3in 1 Nescafe mixCup Noodle?????

RED OCEAN VS BLUE OCEAN strategy (SEKOLAH)

CIRI CIRI RED OCEAN STRATEGYKONTEKS SEKOLAHCIRI-CIRI BLUE OCEAN STRATEGYKONTEKS SEKOLAHTerlibat dalam persiangan-langsung satu sama lain di ruang pasar yang samaPertandingan SHN, 3K,Sistem League -UPSR, PMR, SPMMencari ruang pasar yang belum ada pesiangan Johan AKMP SHN tak relevan lagiMengejar pertumbuhan yang pesat dan menguntungkan dengan berebut pangsa pasarTerlibat dalam pertandingan yang sama walaupun sudah menangBiarkan persiangan tak lagi relevan

Sekolah Kluster Pertandingan ASC tak relevan lagiBuat sesuatu yang sama tanpa perubahanKekalkan status sekolah : sederhanaKeluar dari status quo dan mencipta strategi masa depan yang gemilang

Status sekolah kluster ( new demand) MENJADIKAN SEBUAH SEKOLAH CEMERLANG DARI SEBUAH SEKOLAH YANG TERCICIRKekalkan konsep lama dengan memilih nilai-biayaTidak ada perubahan : Zon KeseleisaanMencipta konsep dan inovasi baru dengan menukar nilai-biayaKonsep baru cari kebitaraan untuk menonjolkan kehebatan sekolah

Berjuang mencipta diferensiasi atau berjuang mengurangkan kos Projek/program vs kos tinggiMenerapkan penjauhan diri dari persiangan dengan kos rendahInovasi dengan kos yang rendahInovasi dengan sistem permuafakatan dengan komuniti

BAGAIMANA DENGAN SEKOLAH????

ANALYTICAL TOOLS :

Visualization strategySix Paths FrameworkERRC GridFair Process ( 3Es)

LEADERSHIP STYLE : Tipping Point Leadership

The case ofBlue Ocean StrategyCreating Uncontested Market Space

TimeFunctional-emotional appealScope of product or service offeringBuyer GroupStrategic GroupIndustryThere is a global trend of deregulation for the airline industry and it is coming to Asia. Open skies in 2009.Internet usage has become widespreadRegard air travel itself as the emotional appeal but cut off all the frills to focus on the main function of air travel.Cut off all unnecessary frills but offer complimentary services like insurance, hotel rooms booking, travels and tours. Going for first time travelers and non-customers. Reach end-buyer directly.Chose to be a no frills low cost carrier instead of competing with full service carriers.Make purchases and payments convenient and accessible to end buyer.Flights as an alternative to road, rail and sea transport.Similar convenience, accessibility, and cost.Faster and safer than road, rail & sea transport.AirAsia: Reconstructing the airline industrylooking across boundaries

The Four Actions Framework for AirAsiaLoyalty programs

Tickets

Free meals

Assigned seatsA New Value CurvePrice

Turn around time

Amenities

Operating costs

AccessibilityConvenienceBrand awarenessBrand ImageFrequenciesRoutes/Network

Online purchaseOnline check inFranchiseSelf check inComplementary services

A Malaysian Success StoryMost Cost CompetitiveMost profitableWidest networkHigh Growth

Accolades in 2007All round excellenceBusinessPeopleGovernanceCostsBranding

SIX PATHS FRAMEWORK TO IDENTIFY THE WHAT ( Kim & Mauborgne, 2005 ) FOR SCHOOLS

SIX PATHS FRAMEWORKSCHOOL CONTEXTPath 1: Look across Alternative Industries Find schools niche areas curriculum ( Skills) or cocurriculum ( Public Defence Cadet , Netball , English Debate Ala Parliament )Path 2: Look across strategic groups within industriesLook across for committed and dedicated teachers & competentstaff ( Consigliere and Angels )Path 3: Look across the chain of buyersLook across the intake of interested students & supportive parents ( Reaching outside Tawau )Path 4: Look across Six Paths Framework ss complementary product and service offeringsLook across for the offer of different subjects ( IT, Homescience subjects like bakery, fashion design, pre-schooleducation )Path 5: Look across functional or emotional appeal to buyersLook across the marketability of students - job prospectPath 6: Look across time Look across time ( Strategic Plan for School Improvementwith time line and milestones )

ERRC Grid or the Four Action Grid ( Kim & Mauborgne, 2005)

ELIMINATE

Stigma school for the rejectsCorruptionPoor work cultureNon-productive activities .e.g loitering in canteen during class timePractice of teachers not entering class Ineffective teaching and learningSegregation between vocational and academic teachersInferiority complex among vocational teachersInferiority complex among the non-academic staffRAISE

Overall discipline Quality of teaching and learningAwareness of their mission as teachersMorale & motivation of teachers , non-academic staff and students Schools management standards using the Schools Inspectorate Instrument ( based on the report ) REDUCE

School & office politicsDiscipline problems ( teachers . staff and students )Resistance to changeStress CREATE

Excellent work culture school ethos New Schools visionConducive working & learning environmentTeam work & team spirit Reward and recognition systemParents-Teachers AssociationSmart partnership with Technical Education Dept. Schools Inspectorate, State Education Dept. District Education Office & local leaders and community

ERRC for Cluster Schools Figure 2: Eliminate-Reduce-Raise-Create Grid: The Case of A Cluster School of Excellence

ELIMINATE

Competition in the red ocean at district or state levels e.g Sekolah Harapan NegeriNon-performing staff Indifference RAISE

Raise the bar for international academic recognition Networking and involvement with international educational institutions Autonomy for school-based management Leadership and teachers competencies development Best practices and research Facilities development & management Utilization of ITREDUCE

Red tape from Ministry of Education or State Education DepartmentTop- down management Teacher-centred learning ( chalk and talk )CREATE

Niche areas curriculum & co-curriculum;O-level examinationsA-level examinationsInternational Baccalaureate (IB)The emerging new studentsThe emerging new learning preferences

FOUR STEPS OF VISUALIZING STRATEGY ( SCHOOL) ( Kim & Mauborgne, 2005)

1. Visual AwakeningSchoolContext 2. Visual ExplorationSchoolContext 3. Visual Strategy FairSchoolContext 4. Visual Communi- cationSchoolContextCompare yourbusiness with yourcompetitors bydrawing your asis strategycanvas.Compare SPMresults of OtherVocational schools tosee where we stand Go into thefields to Explore the six paths to creating blue oceans.Refer to The Six Paths Frameworkas mentionedaboveDraw your to beStrategy Canvasbased on Insightsfrom field observations.Benchmark the best Technical school inthe country SM Teknik Bukit Piatu, Malacca Seeing is believing To Be strategy :(Vision ) To be the be school which is always in The forefront Distribute your before and-after Strategic profiles on one page forEasy comparisonThe then , now and the future profile of the school was drawnup in a Documentationcalled Dahulu, kini Dan esok SmarTec Gemilang See where yourstrategy needs tochange.Schools Inspectorate; Technical Education Dept;State ducation Dept. Meeting of the\minds : teachers, parents, students and The courage to face the brutal truththat the school was failing no state of denial or Sweeping things under the carpet.Observe theDistinctiveadvantages ofAlternativeProducts andservices.Observe the chances that our students would have in terms of Getting places in Polytechnics and technical university Or Technical TeachersTraining College;In terms of theirmarketability for the jobmarketGet feedback onAlternative StrategyCanvases Fromcustomers, Competitorsand non customers.Feedback From Teachers, parents, staff, students, Members from the Community and ex- students ; TechnicalEducation Dept Concept of Adption byOfficer )Support only thoseProjects And Operational moves thatallow your company toclose the gaps to Actualize the newstrategy.Action Plans PDCA (Plan-Do Check Action )See which factors youShould Eliminatecreate or change. As laid out in the ERRC grid. The courage to face the brutal truth Use feedback to build The best to be Future strategy.360 degree feedback;Intellectual Critics Committee StudentsCouncil ReflectionModel ( Wallace, 1991) PTA

IIDENTIFICATION OF HOT SPOTS

HOT SPOTS VS COLD SPOTS (SCHOOL)

HOT SPOTS COLD SPOTSWelfare of teachers, students and nonteaching staffRepainting the school buildings Teaching and LearningChanging the schools fenceFinancial Management and schools accountRenovating the principals office

ACTION PLANS FOR HOT SPOTS

HOT SPOTSACTION PLANSTIME-LINEKPIsMILESTONESPengurusan KewanganKursus Pengurusan Kewangan

Jemputan kepada Audit Sekolah mengadakan pengauditan akaun sekolah

Ceramah dari Pengarah BPR1995

1996

1996 Semua kerani sekolah menghadiri kursus pengurusan kewangan

Semua kerani mengurus kewangan dan akaun sekolah dengan berkesan

Integriti sekolah dipertingkatkanAungerah Kewangan dan Akaun Sekolah (2000)

Laporan Audit Tanpa Tegursan berterusan

Tipping Point Leadership

Focus on the extremes:Cognitive BarrierExperience it first hand ( resistance to changes )MotivationFocus on king pins, fish bowling & atomise.Limited resourcesFeed hot spots, starve cold spots.PoliticsSilence devils, court angels, recruit Consigliere.

Tipping Point LeadershipHow AirAsia overcame key organizational hurdles

Focus on the extremes:Cognitive BarrierSite the office at the terminal.Everyone in the office use the same entrance to promote group identity.Casual dress to reduce power distance.Even the CEO experience the various roles. MotivationPerformance is closely monitored, analysed and published. The standard of financial reporting is well above industry standard.Having the lowest unit ASK costs is celebrated.Limited resourcesInvested in a comprehensive website as low cost distribution channel.Invested heavily in brand building by sponsoring Manchester United.Cut out all frills.PoliticsRecruited the ex-CEO of Rynair as a director.Met the Prime Minister to lobby for a license.Used media and publicity astutely in tussles with MAS.

Tipping Point LeadershipHow schools can overcome key organizational hurdles

Focus on the extremes:Cognitive Barrier360 degree leadershipMotivationARRAS & CELEBRATIONSLimited resourcesSmart Partnership PTA, School Board, Alumni. CommunityPoliticsConcept of Parading the School - media

THE FOUR ORGANIZATION HURDLES TO STRATEGY EXECUTION ( Kim & Mauborgne, 2005)Cognitive Hurdle An organization wedded to Status quo Motivational HurdleUnmotivated staff Opposition from powerful vested interestLimited Resources Political HurdleResource Hurdle

HOW FAIR PROCESS AFFECTS PEOPLES ATTITUDES AND BEHAVIOR ( Kim & Mauborgne,2005)Fair Process

EngagementExplanationExpectation ClarityStrategy Formulation ProcessAttitudesBehavior Strategy ExecutionTrust and Commitment

I feel my opinion countsVoluntary Cooperation

Ill go beyondThe call of dutyExceeds Expectation

Self-Initiated

Fernandes created an open culture, no hierarchy, a family environment. Midnight briefings conducted to involve as many as possible.People are encouraged to chip in to help out.Open office with no compartmentalization.Promoted internal branding.Staff must understand the companys direction before they can explain to others.Respect for each other.Anything is possible is their motto.Fernandes provided leadership by example.EngagementExplanationExpectationClarityBuild Execution into StrategyFair Process at AirAsia

THE EXECUTION CONSEQUENCES OF THE PRESENCE AND ABSENCE OF FAIR PROCESS IN STRATEGY MAKING (Kim & Mauborgne,2005)Fair ProcessIntellectual and Emotional RecognitionTrust and CommitmentVoluntaryCooperation inStrategyExecutionViolation ofFair ProcessIntellectualand EmotionalIndignation Distrust andResentmentRefusal toExecuteStrategy

Results of fair processSecondly, what got us here is an open culture, no hierarchy; a family environment. We can't ever change that. As soon as we change that, we lose our focus. We put everyone together. I even go down to the fact that we go through one door; we have marketing people, finance people, engineers, cabin crew, pilots -- all in one office. It means effective communication. You open the door -- you see our planes. If people need help, we all go out there to carry bags. My secretary will go out and help clean the planes if we are running into a delay.Tony Fernandes

The Blue Ocean Move Leaving behind the competitionREINVENT OURSELVES BY LEARNING, UNLEARNING & RELEARNING!!!

BACALAH DAN APLIKASIKAN KONSEP BLUE OCEAN STRATEGY KE ARAH KEGEMILANGAN SEKOLAH ANDA

TERIMA KASIH!!! THANK YOU!!!

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