Download - Pemikiran strategik
Pemikiran Strategik: Satu Keperluan Dalam
Membina Upaya Kompetensi Kepimpinan
Ungguloleh
Muhamad Bustaman Abdul ManafIAB,KPM
0199890524/[email protected] Pengubal:MBAM.IAB 2012
Introducing Your Workshop Facilitator
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mbustaman/IAB/KPM/12
Specialist Trainer & Coach
BIODATA PENCERAMAH
MUHAMAD BUSTAMAN BIN HAJI ABDUL MANAFJawatan 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
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Buku ketiga
mbustaman/IAB/KPM/12
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Objektif
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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
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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 (10 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
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Implementasi: Pengoperasian, pengukuran prestasi dan penambahbaikan prestasi
Pembudayaan Pemikiran Strategik
mbustaman/IAB/KPM/05
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Penilaian Kendiri 1:Berdasarkan analisis soalselidik: Sejauhmanakah anda berfikir secara strategik?
• 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?
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• 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
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TRANSLATING A MISSION INTO DESIRED OUTCOMES USING BSC-KAPLAN& NORTON (2003)
. MISSIONWhy we exist
STRATEGYOur game plan
PERSONAL OBJECTIVESWhat I need to do
VISIONWhat we want to be
CORE VALUESWhat we believe in
STRATEGIC INITIATIVESWhat we need to do
BALANCED SCORECARDImplementation & focus
Motivated & Preparedworkforce
EffectiveProcesses
STRATEGIC OUTCOMES
Satisfiedstakeholders
Delighted Customers
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EXECUTION PREMIUM
Marff Resources Sdn Bhd@2009 18Source: Palladium Group
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• 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
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PENILAIAN KENDIRI 2
BERSAMA MELAKSANA TRANSFORMASI
Agenda Transformasi Negara: Peranan Pendidik?
Memartabatkan Profesion Keguruan
Mengukuhkan Struktur Persekolahan
Memantapkan Infrastruktur Institusi Pendidikan KPM
Memperkukuh Penghayatan Akidah dan Nilai Murni
Mentransformasi Kurikulum dan Kokurikulum
Pemantapan Pemacu Pembaharuan & Lonjakan
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
AKSES EKUITI KUALITI
RMK10 PTKW 2020MBE
PTE MBE FPK PIPP
Inovasi dan Kreativiti
SEMUA MURID BERPOTENSI UNTUK
BERJAYA
PENDIDIKAN BERKUALITI UNTUK SEMUA
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Hubungan Kemahiran berfikir Strategik dengan kepemimpinan
Strategik, Perancangan Strategik & Pemikiran Strategik
1. Pemimpin Strategik
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Strategic Leadership:Art & Discipline
Art
Creativity to fashion a vision
Discipline
Direct thought processes & turn vision into reality through action
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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
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Discipline
• Courage to make decisions• Implement policy• Get others to share vision &
work together to achieve it
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•Your boss just told you to "think strategically“
•—but what does that mean?
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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
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
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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-chiefOxford English Dictionary
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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)
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Rujuk nota edaran
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• “perihal berfikir – menggunakan akal (untuk menyelesaikan sesuatu dan sebagainya), mempertimbangkan (dalam ingatan).” (kamus Dewan, 2000)
Definisi Pemikiran
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• 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
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• Integrating the future into your decision making processes today by thinking big, deep and long.
Strategic Thinking
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• Big Picture Thinking (very broad) – do we understand how we connect and interact with other organisations
and the external environment?
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• 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?
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• Long – how far into the future are we looking? Do we understand the shape of alternative futures for our organisation?
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The long view
• Target, not detailed steps
• Principles, not techniques
• Strengths, not weaknesses
• Keep it simple
Long term
Uncertain
Divergent
Incomplete
Beyond linear
Disrupting alignment45 Pengubal:MBAM.IAB 2012
Pemikiran strategik adalah bersifat…
Short term
Logical
Convergent
Pragmatic
Deductive
Creating Alignment
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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)
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Mission&Vision
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Hubungan Perancangan Strategik & Pemikiran Strategik
Tindakan
Ini langkah akhir? …
Perancangan Strategik
Mengambil TindakanBagaimanakah
cara untuk melakukannya?
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Hubungan Perancangan Strategik & pemikiran strategik
Keputusan strategik
Ramai pemimpin berhenti pada tahap membuat keputusan strategik
Membuat Keputusan Strategik
Membuat PilihanWhat will we do?
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Pilihan
Pemikiran StrategikPenjanaan pilihan
Apakah yang mungkin berlaku?
Hubungan Perancangan Strategik & Pemikiran Strategik
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Pemikiran StrategikPenjanaan pilihan
Apakah yang mungkin berlaku?
Membuat Keputusan StrategikMembuat Pilihan
What will we do?
Perancangan StrategikMengambil Tindakan
Bagaimanakah cara untuk melakukannya?
Pilihan
Keputusan
Strategi & Tindakan
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Sepatutnya….. Seorang pemimpinan yang strategik ….
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Pemikiran StrategikPenjanaan pilihan
Apakah yang mungkin berlaku?
Membuat Keputusan StrategikMembuat Pilihan
What will we do?
Perancangan StrategikMengambil Tindakan
Bagaimanakah cara untuk melakukannya?
Pilihan
Keputusan
Strategi & Tindakan
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Pendekatan masa depan dan kaedah
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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 (10 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
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Implementasi : Pengoperasian, pengukuran prestasi dan penambahbaikan prestasi
Pembudayaan Pemikiran Strategik
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
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• 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
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Sambungan: Cabaran untuk bina Corak Minda Strategik dan kesannya
Apakah kesan 10 corak/tingkahlaku pemikiran
strategik kepada proses pengurusan strategik?
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Corak MS 1:. Pemikiran Sistem …
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• 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
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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
[email protected] 07 63
Organisasi sebagai satu sistem
Rujuk Nota edaran: Haines
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[email protected] 07 65
The Organization as a SystemLeadership System
MissionVision
Guiding PrinciplesStrategic Goals
Organizational Structure
Upstreamsystem Inputs
Key WorkProcesses 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)
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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.
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MT 2.3: Mencabar sempadan andaian pemikiran
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MT 2.4: Berfikir diluar kotak…
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We can't solve problems by using the same kind of thinking we used when we created them.
MT 2.5:. Hapuskan Andaian: Ia Tidak Mungkin (It’s impossible)
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• Bebaskan minda anda (Anjakan Paradigma)
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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
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• 1. Pengurusan masa yang cekap• 2. Pemikiran dan tindakan yang positif• 3. Peka dan sensitif kepada perubahan
persekitaran.• 4. Inovatif dan kreatif• 5. Optimistik• 6. menerima kepelbagaian• 7. pemurah
Bahagian 2: Corak Minda dan Tindakan Seorang Pemimpin Strategik
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2.1: Pupuk Pemikiran Positif bukan Negatif
• Negativity is the poison that kills dreams!
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Negativity starts with negative thoughts.
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Change to Positive Thought Because…..
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Apakah kesan corak pemikiran strategik kepada proses kerja dan prestasi
organisasi?
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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..87 [email protected]
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)
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
Apakah kesan corak pemikiran strategik kepada proses kerja dan prestasi
organisasi?
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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)
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2.2: Pengurusan Masa Berkesan
A Challenge: Beyond Busy
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?, 200797 [email protected]
To think strategically, you have to move beyond busy.
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Time management?
2. Putting Planning in its Place! (Stephen R. Covey)
Apakah kesan corak pemikiran strategik kepada proses kerja dan prestasi
organisasi?
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2.3. Hapuskan Tabiat Tidak Kisah ( It’s irrelevant).
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2.3.1: Sikap Ingin Tahu......
Explore, learn, reflect103 Pengubal:MBAM.IAB 2012
2.4: Inovatif and Kreatif
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KEHEBATANKREATIVITI 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’…
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2.6: menerima kepelbagaian…
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2.7: Think outrageously at times…
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2.8.1. ‘Are compassionate’ & generous. (baik hati & pemurah)
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2.9: ‘Attitude Matters’
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Bila Anda mengubah fikiran AndaAnda mengubah keyakinan AndaBila Anda mengubah keyakinan diri AndaAnda mengubah harapan-harapan AndaBila Anda mengubah Harapan-harapan Anda
Anda mengubah sikap andaBila Anda mengubah sikap AndaAnda mengubah tingkahlaku AndaBila Anda mengubah tingkahlaku AndaAnda mengubah prestasi kerja AndaBila Anda mengubah prestasi kerja AndaAnda mengubah nasib AndaBila 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
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• 1. Pemikiran positif dan proaktif• 2. Pengurusan masa yang cekap• 3. Peka dan sensitif kepada perubahan
persekitaran.• 4. Inovatif dan kreatif• 5. Optimistik• 6. Menerima kepelbagaian• 7. Pemurah
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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
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• 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)
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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
•Menterjemah pemikiran kepada Pelaksanaan
•KRA, Objektif, KPI, Sasaran Prestasi dan Inisiatif
Proses 4
Proses 5
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Tindakan: mengurus pelaksanaan strategi dan prestasi
Pembudayaan Pemikiran Strategik
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Penetapan Aspirasi/Hasil Akhir (outcomes)
“Vision” implies that other people
can PICTURE
what you’re talking about.
BE THE ARCHITECT OF YOUR FUTURE….
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•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?)
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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
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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 (10 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
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Implementasi : Pengoperasian, pengukuran prestasi dan penambahbaikan prestasi
Pembudayaan Pemikiran Strategik
Video
• A little tiny frog
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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)
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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
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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 GoalsKRA 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
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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.
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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
SMARTMEASURES
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
FID
UC
IAR
YL
EA
RN
ING
INT
ER
NA
LC
US
TO
ME
Rb.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 fieldsOur students enjoy a
safe, welcoming, efficient, comfortable and family oriented
environment
mbustaman/IAB/KPM/12
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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
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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.
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Developing KPI
*Image via Bing
mbustaman/IAB/KPM/12
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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
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Identifying & Creating KPIs
… That Can Present in Different Forms
Rankings(Benchmarks)
Absolute Numbers
Rating(surveys)
Ratio
Percentages
Indices
Strategic Information Generated
Co
mp
lexi
ty o
f A
nal
ysis
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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)
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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
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MATLAMATSTRATEGIK
OBJEKTIF KPI SASARAN PRESTASI
BIDANG:KURIKULUM
TOV(08)
09 10 11 12 13
Meningkatkan kecemerlangan akademik
Meningkatka PencapaianCemerlang dalam PMR, SPMdanSTPM
1. Peratus (%)KelulusanPeperiksaanPMR2. (% As)3. (Gred
Purata)
80.9 82.0 84.0 90.0 95.0 100
%KelulusanSPM (% As)(Gred Purata)
94.8 96.0 97.0 98.0 99.0 100
%KelulusanSTPM(% 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
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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)
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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 (10 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
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Implementasi : Pengoperasian, pengukuran prestasi dan penambahbaikan prestasi
Pembudayaan Pemikiran Strategik
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
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MISI VISI
Contoh: BORANG PELAPORAN PRESTASI
Objektif KPI Tov Sasaran Prestasi Sebenar Ulasan
MATLAMAT:
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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 (10 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
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Implementasi : Pengoperasian, pengukuran prestasi dan penambahbaikan prestasi
Pembudayaan Pemikiran Strategik
Pembudayaan Pemikiran Strategik Dalam Tindakan
Seharian Pemimpin:Contoh Pelan Kecemerlangan Kendiri Pendekatan ‘Balanced
Scorecard’.
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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?)
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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.
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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.
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Hak Milik MBAM IAB KPM
Critical Success Areas & Factors of M.Bustaman
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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
Hak Milik MBAM IAB KPM
KRA, Objectives, KPI & Target of M Bustaman PDP
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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•Being appreciated by friends
•Number of times being together in a charming atmosphere•Being cared for own children•Number of real friends
•At least once a week•Every time there is an occasion for it•Increase depending on the circumstances
Hak Milik MBAM IAB KPM
KRA, Objectives, KPI & Target of M Bustaman PDP
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KRA (External) Objectives KPI Target
•Deliver high-quality work
•Being appreciated 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•At least 80% within 1.5 years
KRA (Internal)
•Working together harmoniously, helping each other, inspiring each other and sharing knowledge with each other•Strive for physical and mental health
•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 things in life
•Perception score from others with regard to teamwork and personal contacts•Helping others•Percent of sick leave•Level of tension•Level of immunity to stress•Number of paid vacation days a year•enjoyment
•At least 80% within 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•To be determined
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Hak Milik MBAM IAB KPM 155
Hak Milik MBAM IAB KPM 156
Untuk lebih Berkesan: Gunakan ‘Thinking Tools’
1. Questioning
4. Cognitive Research Trust (CoRT)
2. Concepts
3. Mindmaps
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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.
Words are the vocabulary of language;
Concepts are the vocabulary of thought.
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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?
3. MindmapsA 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!
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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.
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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
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?
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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
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Terima Kasih
Dari
Institut Aminuddin Baki
Kementerian Pelajaran Malaysia
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