This document discusses strategic thinking as an important skill for developing excellent leadership competencies. It begins by defining strategic thinking as the ability to look beyond present issues and envision the desired future state. Effective strategic thinking integrates consideration of both the short and long term needs of an organization. The document emphasizes that strategic thinking, strategic planning, and strategic leadership are closely interrelated processes that leaders should cultivate to guide their organizations successfully.
Fostering Friendships - Enhancing Social Bonds in the Classroom
Pemikiran strategik
1. Pemikiran Strategik:
Satu Keperluan Dalam
Membina Upaya
Kompetensi Kepimpinan
Unggul
oleh
Muhamad Bustaman Abdul Manaf
IAB,KPM
0199890524/mbustaman@iab.edu.myPengubal:MBAM.IAB 2012
3. BIODATA PENCERAMAH
MUHAMAD BUSTAMAN BIN HAJI ABDUL MANAF
Jawatan Hakiki: Pensyarah Kanan DG 52
Specialist Trainer & Specialist Coach
1. Pengalaman memberi kursus Pengurusan Strategik dan Pengurusan Kualiti di Institut Aminuddin Baki
semenjak 1995. (pensyarah paling lama di IAB dalam bidang tersebut)
2. Menulis buku:
1. Perancangan Strategik (terbitan IAB). 2. Pengurusan Kualiti dalam pendidikan (Utusan Pub)
3. Pengurusan Strategik untuk sekolah – (terbitan PTS.)
3. Latihan dalam bidang Pengurusan Strategik dan Pengurusan Kualiti luar negara
• i. Strategic Management & Leadership: World Trade Institute, New York, USA (1996)
• ii. TQM in Education: SEAMEO Innotech, Manila. Philippine (1998)
• iii. Strategic planning in education: Uni of York, England (2000- 2004) (tesis Phd)
• iv. Strategic Performance Measurement (BSC): Uni of Adelaide, Australia (2005)
4. Mempunyai sijil profesional Juruaudit (Lead Auditor) MS ISO 9000 sejak 1998 (berdaftar dengan IRCA London.
5. SUMBANGAN: Memberi khidmat konsultasi dalam Pengurusan Strategik dan KPI untuk semua peringkat
Bahagian dalam Kementerian Pelajaran Malaysia. Ahli Panel Sistem Pengurusan Kualiti Star Rating (SSR)
KPM, Pembentang pernyataan baru MISI, VISI dan Matlamat KPM
6. Sumbangan Kepakaran peringkat antarabangsa:
1. Vietnam. 2. Laos. 3. Indonesia. 4. Afghanistan
3mbustaman/IAB/KPM/12
5. 5
Objektif
Pengubal:MBAM.IAB 2012
Di akhir sesi ini, peserta akan:
1. Memahami tentang konsep dan amalan
pemikiran strategik dan kepentingannya dalam
meningkatkan kualiti kepimpinan strategik.
2. Membudayakan pemikiran strategik dalam
pengurusan organisasi dan kehidupan
seharian.
6. Tangkap Pemikiran Anda
• Semasa kursus
berlansung,
tuliskan
perubahan cara
anda berfikir
dan akan buat
perubahan bila
balik ke tempat
kerja nanti
8. Proses 1
• Pengenalan konsep Pemikiran Strategik (PS)
• Definisi, Kepentingan, Ciri-Ciri PS
Proses 2
• Aplikasi Corak PS & Cabarannya
• Corak-corak minda strategik dan aplikasinya dalam penetapan Hala
Tuju, analisis persekitaran dan BKU (KRA)
Proses 3
•Aplikasi corak PS dan aplikasinya
• Objektif, KPI, Sasaran Prestasi ,Inisiatif dan Pelan Tindakan
Proses 4
Proses 5
8 Pengubal:MBAM.IAB 2012
Implementasi: Pengoperasian, pengukuran prestasi dan
penambahbaikan prestasi
Pembudayaan Pemikiran Strategik
13. • 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?
13 Pengubal:MBAM.IAB 2012
14. • 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
14 Pengubal:MBAM.IAB 2012
16. 16
TRANSLATING A MISSION INTO DESIRED
OUTCOMES USING BSC-KAPLAN& NORTON (2003)
. MISSION
Why we exist
STRATEGY
Our game plan
PERSONAL OBJECTIVES
What I need to do
VISION
What we want to be
CORE VALUES
What we believe in
STRATEGIC INITIATIVES
What we need to do
BALANCED SCORECARD
Implementation & focus
Motivated & Prepared
workforce
Effective
Processes
STRATEGIC OUTCOMES
Satisfied
stakeholders
Delighted
Customers
Pengubal:MBAM.IAB 2012
19. 19
• Kata Imam Ghazali:
―seorang guru yang
hanya memikirkan
mengajar sahaja
tanpa memikirkan
masa depan
muridnya, lebih baik
jangan jadi guru‖
hakmilik@MBAM.IAB.KPM
20. Strategic Thinking vs Daily
Analytic Thinking
Rujuk ms 4
Nota edaran:
Becoming a strategic thinker on a
daily basis- Haines, 2006
Pengubal:MBAM.IAB 2012 20
PENILAIAN KENDIRI 2
21.
22. Memartabatkan Profesion Keguruan
Mengukuhkan Struktur Persekolahan
Memantapkan Infrastruktur Institusi
Pendidikan KPM
Memperkukuh Penghayatan Akidah
dan Nilai Murni
Mentransformasi Kurikulum dan
Kokurikulum
Mentransformasi Pentaksiran
Memartabatkan Bahasa Malaysia
Memperkukuh Bahasa Inggeris
Pendidikan Awal Kanak-kanak (Permata)
Mengarusperdanakan VocTech
Pembelajaran Maya
Perkongsian Pintar Awam, Swasta,
Komuniti dan Ibu Bapa
1Murid 1Sukan
Inovasi dan Kreativiti
PENDIDIKAN BERKUALITI UNTUK SEMUA
26. 26
Strategic Leadership:
Art & Discipline
Art
Creativity to fashion a vision
Discipline
Direct thought processes & turn vision
into reality through action
Pengubal:MBAM.IAB 2012
27. 27
Art
• Thinking that is open, out of the box
• Big picture –helicopter view
• Creating alternative strategic visions
• Ability to see what if? Scenarios
• Courage to analyse & see decision making criteria
Pengubal:MBAM.IAB 2012
28. 28
Discipline
• Courage to make decisions
• Implement policy
• Get others to share vision &
work together to achieve it
Pengubal:MBAM.IAB 2012
29. •Your boss just told you
to "think strategically―
•—but what does that
mean?
29 Pengubal:MBAM.IAB 2012
30. 1. Apakah realiti baru dunia pendidikan
negara & dunia?
2. Adakah saya berpuashati dengan
keputusan yang telah saya capai?
3. Adakah saya komited untuk kesan yang
positif kepada masyarakat?
4. Tidak saya mahu membina dunia esok
yang lebih baik untuk generasi masa
depan?
5.
Persoalan bersifat strategik
30 hakmilik@MBAM.IAB.KPM
PENILAIAN KENDIRI 3
31. 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?
31 hakmilik@MBAM.IAB.KPM
32. 1. Know what difference you
want to make
2. Choose your actions
accordingly
33. What difference do you want
to make?
• Your community
• Your department/units
• Your team/work group
• Personally/professionally
34. 34
Apakah itu
Strategi?
• Kamus Oxford mentakrifkan strategy has to do
with war and deception of an enemy. In nonprofit
management, strategy has to do with responding
to a dynamic and often hostile environment in
pursuit of a public service mission (Allison &Kaye,
2005)
• Cara bagaimana untuk mencapat matlamat/objektif
(ms 5)
[Lf. Gk strategos, f. stratos army + -ag-, agein to lead] [Fr.
strategie f Gk strategia... generalship..] Gk. Hist…
The art of a commander-in-chief
Oxford English Dictionary
hakmilik@MBAM.IAB.KPM
36. • 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)
36 Pengubal:MBAM.IAB 2012
38. • ―perihal berfikir –
menggunakan akal (untuk
menyelesaikan sesuatu dan
sebagainya),
mempertimbangkan (dalam
ingatan).‖ (kamus Dewan,
2000)
Definisi Pemikiran
38 Pengubal:MBAM.IAB 2012
39. • 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
39 Pengubal:MBAM.IAB 2012
40. •Integrating the future into
your decision making
processes today by
thinking big, deep and
long.
Strategic Thinking
40 Pengubal:MBAM.IAB 2012
41. • Big Picture
Thinking (very
broad) – do we
understand how we
connect and
interact with other
organisations
and the external
environment?
41 Pengubal:MBAM.IAB 2012
42. • 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?
42 Pengubal:MBAM.IAB 2012
43. • Long – how far
into the future are
we looking? Do
we understand
the shape of
alternative futures
for our
organisation?
43 Pengubal:MBAM.IAB 2012
44. The long view
• Target,
not detailed steps
• Principles,
not techniques
• Strengths,
not weaknesses
• Keep it simple
47. • 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)
48. • ―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)
48 Pengubal:MBAM.IAB 2012
50. Hubungan Perancangan
Strategik & Pemikiran Strategik
Tindakan
Ini langkah akhir? …
Perancangan
Strategik
Mengambil Tindakan
Bagaimanakah cara
untuk
melakukannya?
50 Pengubal:MBAM.IAB 2012
51. Hubungan Perancangan
Strategik & pemikiran strategik
Keputusan
strategik
Ramai pemimpin berhenti pada tahap membuat keputusan
strategik
Membuat
Keputusan Strategik
Membuat Pilihan
What will we do?
51 Pengubal:MBAM.IAB 2012
53. Pemikiran Strategik
Penjanaan pilihan
Apakah yang mungkin berlaku?
Membuat Keputusan Strategik
Membuat Pilihan
What will we do?
Perancangan Strategik
Mengambil Tindakan
Bagaimanakah cara untuk
melakukannya?
Pilihan
Keputusan
Strategi &
Tindakan
53
Sepatutnya….. Seorang pemimpinan yang strategik ….
Pengubal:MBAM.IAB 2012
54. Pemikiran Strategik
Penjanaan pilihan
Apakah yang mungkin berlaku?
Membuat Keputusan Strategik
Membuat Pilihan
What will we do?
Perancangan Strategik
Mengambil Tindakan
Bagaimanakah cara untuk
melakukannya?
Pilihan
Keputusan
Strategi &
Tindakan
54
Pendekatan
masa depan
dan kaedah
Pengubal:MBAM.IAB 2012
55. Proses 1
• Penjelasan konsep Asas Pemikiran Strategik (PS)
• Konsep PS, Ciri ciri Minda Strategik,dan kepentingannya
Proses 2
• Pemahaman Corak & Cabaran Untuk Berfikir Strategik
• Corak-corak minda strategik (9 corak) dan aplikasinya.
• Ciri 1 PS : Bina/jelas „outcomes”/ Dasar & Hala Tuju
Proses 3
• Menterjemah pemikiran kepada Pelaksanaan
•Tindakan yang berfokus & jelas , ‘Align’, boleh diukur dan ada inisiatif
•Ciri 2: KRA, Objektif, KPI, Sasaran Prestasi dan Inisiatif
Proses 4
Proses 5
55 Pengubal:MBAM.IAB 2012
Implementasi : Pengoperasian, pengukuran prestasi dan
penambahbaikan prestasi
Pembudayaan Pemikiran Strategik
56. 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
Pengubal:MBAM.IAB 2012
57. • 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
57 Pengubal:MBAM.IAB 2012
Sambungan: Cabaran untuk bina Corak
Minda Strategik dan kesannya
59. Corak MS 1:. Pemikiran Sistem
…
59 Pengubal:MBAM.IAB 2012
60. • 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
60 Pengubal:MBAM.IAB 2012
61. 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
65. mbam@IAB.MOE 07 65
The Organization as a System
Leadership System
Mission
Vision
Guiding Principles
Strategic Goals
Organizational Structure
Upstream
system Inputs
Key Work
Processes
Outputs CustomersOutcomes Stakeholders
66. 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)
Pengubal:MBAM.IAB 2012
Corak 2: Minda Terbuka (MT):
2.1.Menghapuskan Bintik Buta
67. 2.2: Membuat Anjakan
Paradigma?
A set of rules & regulations that:
1. Defines boundaries
2. Tells you what to do to be successful
within those boundaries
3. Is used to ―filter reality.‖ We use
paradigms to understand data and
information…. to order, relate and control
our reality.
(Kaufman, 2003)
67 Pengubal:MBAM.IAB 2012
73. We can't solve
problems by
using the same
kind of thinking
we used when
we created
them.
73hakmilik@MBAM.IAB.KPM
74. MT 2.5:. Hapuskan Andaian: Ia
Tidak Mungkin (It’s impossible)
74
• Bebaskan minda anda (Anjakan Paradigma)
Pengubal:MBAM.IAB 2012
75. 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.
75 hakmilik@MBAM.IAB.KPM
77. • 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….
77 hakmilik@MBAM.IAB.KPM
78. • 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
78 hakmilik@MBAM.IAB.KPM
79. • 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
79 Pengubal:MBAM.IAB 2012
80. • 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
80 Pengubal:MBAM.IAB 2012
81. 2.1: Pupuk Pemikiran Positif
bukan Negatif
• Negativity is the poison that kills dreams!
81 Pengubal:MBAM.IAB 2012
86. Tabiat merujuk kepada tindakan yang diambil oleh
seseorang itu berulangkali tanpa berfikir.
Cara atasi:
1. Sedar tentang manafaat perubahan jika menjadi
proaktif
hakmilik@MBAM.IAB.KPM
Mengikis Tabiat Tidak Produktif
87. The gap between reactive and proactive
futures is bridged by making time for
strategic thinking..
87 hakmilik@MBAM.IAB.KPM
89. 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
90. 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
92. 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)
Pengubal:MBAM.IAB 2012
2.2: Pengurusan Masa Berkesan
95. • 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.
95 hakmilik@MBAM.IAB.KPM
96. • ―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
96 hakmilik@MBAM.IAB.KPM
97. The Result?
Our organisations
will tend to be
purposeless
wastelands,
populated by the
perpetually busy
and the inherently
unhappy.
Stephen Johnson, What do you do for a living?, 2007
97 hakmilik@MBAM.IAB.KPM
105. KEHEBATAN
KREATIVITI DAN INOVASI
―Sebatang besi buruk bernilai RM5.Jika
anda mengambil besi buruk tersebut dan
menghasilkan ladam kuda,nilainya akan
bertambah menjadi RM50.50.Jika ia
digunakan untuk membuat jarum,nilainya
meningkat kepada RM3,285.Jika anda
menghasilkan spring jam,Ia bernilai
RM250,000. Perbezaan antara RM5 dan
RM250,000 adalah KREATIVITI dan
INOVASI!‖
(Ripley‟s-Believe It or Not, TV Program)
105hak milik mbam IAB KPM
111. Bila Anda mengubah fikiran Anda
Anda mengubah keyakinan Anda
Bila Anda mengubah keyakinan diri Anda
Anda mengubah harapan-harapan Anda
Bila Anda mengubah Harapan-harapan Anda
Anda mengubah sikap anda
Bila Anda mengubah sikap Anda
Anda mengubah tingkahlaku Anda
Bila Anda mengubah tingkahlaku Anda
Anda mengubah prestasi kerja Anda
Bila Anda mengubah prestasi kerja Anda
Anda mengubah nasib Anda
Bila Anda mengubah nasib Anda
Anda mengubah HIDUP Anda!
Rumusan: KUASAI MINDA ANDA,KUASAI MASA DEPAN
(MASTER YOUR MIND,DESIGN YOUR DESTINY by Mbustaman, IAB)
112. • 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
112 Pengubal:MBAM.IAB 2012
113. • 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
113 Pengubal:MBAM.IAB 2012
7 Cabaran untuk bina Corak
Minda Strategik
114. • 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
114 Pengubal:MBAM.IAB 2012
115. • 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)
115 Pengubal:MBAM.IAB 2012
116. 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
116 Pengubal:MBAM.IAB 2012
Tindakan: mengurus pelaksanaan strategi dan prestasi
Pembudayaan Pemikiran Strategik
119. BE THE ARCHITECT OF YOUR FUTURE….
119Pengubal:MBAM.IAB 2012
•What‘s your vision?
Seeing possibilities beyond
the present
•Thinking big and broadly
120. 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?)
Pengubal:MBAM.IAB 2012 120
121. Pengubal:MBAM.IAB 2012 121
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
122. Rujuk W.sheet 3: Analyzing
Information
122
Pengubal:MBAM.IAB 2012
123. 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
123 Pengubal:MBAM.IAB 2012
Implementasi : Pengoperasian, pengukuran prestasi dan
penambahbaikan prestasi
Pembudayaan Pemikiran Strategik
125. 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)
Pengubal:MBAM.IAB 2012
126. Pengubal:MBAM.IAB 2012 126
a. Penetapan Matlamat Strategik/
Key Results Areas -KRA
• KRA ialah bidang kejayaan kritikal yang mesti
dicapai untuk mencapai misi dan visi organisasi
(General Outcomes).
• Strategic goals define what must be done to
achieved the mission & vision. (Niven, 2003)
• Jumlah: Prinsip 7 plus or minus 2 = 5
127. 127
mbam@IAB.MOE 07 127
Govt’ Mandate &
Mission
Vision
Goals/KRA
Objectives
Measures
Targets
Actions/
Initiatives
Why we exist
What we want to be
What we must achieve to be successful
Indicators and
Monitors of success
Desired level of
performance and timelines
Planned Actions to
Achieve Objectives
O1 O2
AI1 AI2 AI3
M1M2M3
T1T1 T1
Specific outcomes expressed in
measurable terms (NOT activities)
Strategic Planning
Action Planning
Implementation /
Measures
KRA or Strategic Goals
KRA or Goals serve as the starting point for developing Objectives,
Initiatives, and KPIs down through the organization
mbustaman/IAB/
KPM/12
128. B. Jelaskan Objektif ( Specific
0utcomes) & ―Align‖ dengan MV
128 Pengubal:MBAM.IAB 2012
129. Pengubal:MBAM.IAB 2012 129
Perhatian Penting
• Setiap penulisan pernyataan objektif mesti jelas
apakah hasil akhir khusus atau specific
outcomes yang ingin dicapai dalam satu
tempoh tertentu.
• Berasaskan tahunan cth 2012, 2013, 2014, ..
• Kesilapan umum: Objektif ialah ends bukan
proses atau cara (means) iaitu strategi.
• Kegagalan mematuhi perkara di atas boleh
memberi masalah untuk membina KPI.
130. 130
What are SMART-A Measures?
When creating a ‘balanced’ set measures for an organization, aligning
measures where possible is also critical for your success ….
TIMELY
REALISTIC
AGREED TO
MEASURABLE
SMART
MEASURES
SPECIFIC
ALIGNED
mbustaman/IAB/
KPM/12
131. The individual
needs of each
student are met
Our students enjoy
a positive and
enjoyable learning
experience Our students
demonstrate
exemplary
behaviour
Providing quality &
varied extra
curricula activities
Effective teaching
methods that instil
the joy of learning
Knowledgeable,
efficient, competent,
nurturing & highly
motivated staff who
display our core values
Transparency &
Accountability
Financial viability
FIDUCIARYLEARNINGINTERNALCUSTOMER
b.1. ‗Align‘: Pemetaan Objektif dengan Misi & Visi sekolah
Our students
strive towards
academic
excellence
Safe welcoming, efficient,
comfortable facilities and
working environment
Ongoing
maintenance &
upgrading of
facilities
Ample supply of
resources – teaching
aids, technology,
equipment
Consistent
discipline
Providing
opportunity for
Learning religion
Principles
Responsive curriculum
that encompasses the
motto ―work, play and
learn together‖
Our students are
well rounded &
excel in all fields
Our students enjoy a
safe, welcoming,
efficient, comfortable
and family oriented
environment
mbustaman/IAB/KPM/12 131
132. 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
133. Pengubal:MBAM.IAB 2012 133
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.
135. Pengubal:MBAM.IAB 2012 135
Mengapakah pentingnya KPI alam proses
perancangan strategik?
Mengikut Kaplan (2003):
• If we can‟t measure our processes, we can‟t
manage our processes
• If we can‟t manage our processes, we can‟t
change our processes for improvement
• If we can‟t improve our processes, we can‟t
meet or exceed our customers‟ expectations
• MEASURE - MANAGE – CHANGE - EXCEED
137. 137
Identifying & Creating KPIs
… That Can Present in Different Forms
Rankings
(Benchmarks)
Absolute
Numbers
Rating
(surveys)
Ratio
Percentages
Indices
Strategic Information Generated
ComplexityofAnalysis
Pengubal:MBAM.IAB 2012
138. 138
mbam@IAB.MOE 07 138
D. Hubungkan KPI dengan
Sasaran dan Inisiatif
• Target: Desired level of performance for a
performance measure (e.g., % of customer
satisfaction target = 95%)
• Initiatives: Action programs that will achieve our
performance goals (e.g., Improve training
methodology & Increase Trainer skills
(source: Balanced Scorecard Institute, USA. 2005)
Pengubal:MBAM.IAB 2012
141. Untuk lebih Berkesan: Gunakan
‗Thinking Tools‘
1. Questioning
4. Cognitive Research
Trust (CoRT)
2. Concepts
3. Mindmaps
141 Pengubal:MBAM.IAB 2012
142. 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)
142Pengubal:MBAM.IAB 2012
143. 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
143 Pengubal:MBAM.IAB 2012
Implementasi : Pengoperasian, pengukuran prestasi dan
penambahbaikan prestasi
Pembudayaan Pemikiran Strategik
144. Pengoperasian
• Isu:
1. ‗Communicate and cascading the
plan/ideas‘
• 2. ‗Teambuilding‘
• 3. Mengurus perubahan
5. Pengurusan prestasi: kawalan dan
pelaporan
• 6. Penambahbaikan berterusan
mbustaman/IAB/KPM/12
144
146. 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
146 Pengubal:MBAM.IAB 2012
Implementasi : Pengoperasian, pengukuran prestasi dan
penambahbaikan prestasi
Pembudayaan Pemikiran Strategik
147. Pembudayaan Pemikiran
Strategik Dalam Tindakan
Seharian Pemimpin:
Contoh Pelan Kecemerlangan
Kendiri Pendekatan ‗Balanced
Scorecard‘.
Pengubal:MBAM.IAB 2012
148. 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?)
Pengubal:MBAM.IAB 2012 148
149. The Personal Ambition of Muhd. Bustaman
*Personal Mission :To live with ‘TAQWA’ and mean something to others.
*Personal Vision: To be a leader in strategic management
studies especially in educational management.
I want to fulfill my mission in the following way.
• Be honest with others.
• Work with others harmoniously, help each other, inspire others, and share
knowledge.
• Do things that make a difference in the lives of others.
• Take initiative, learn from mistakes, continuously improve and develop
myself.
• Strive for physical, mental,soul and financial health.
• Have respect and appreciation for others, as well as be appreciated by my
family, friends, employer, and associates.
• Deliver high-quality work so that my organisatitor is continuously satisfied.
Hak Milik MBAM IAB KPM 149
150. MY KEY ROLES
In order to achieve my mission, the following key roles
have top priority:
• Wife: My wife is the most important person in my life.
• Father : I want to promote the capabilities and creativity of
my children continuously and to help them reach a happy
existence.
• Muslim: God (Allah) can count on me to keep my duty
towards others.
• Manager: Help the organization (IAB, KPM) where I work
become successful and by doing this serve society/nation.
• Student: I want to learn something new every day, I will
always be a scholar.
Hak Milik MBAM IAB KPM 150
151. Hak Milik MBAM IAB KPM
Critical Success Areas & Factors of M.Bustaman
151
Financial Perspective External Perspective
• Financial health
• Extra Income
•Be appreciated by family, friends,
colleagues, and employer
•Deliver high-quality work
Internal Perspective Learning Perspective
• working together harmoniously,
helping each other, inspiring others,
and sharing knowledge with each
other
•Strive for physical and mental health
•Take initiative, learn from my
mistakes, continuously improve and
develop myself
•Learn something new every day and
always be a scholar
152. Hak Milik MBAM IAB KPM
KRA, Objectives, KPI & Target of M Bustaman PDP
152
KRA (Financial) Objectives KPI Target
•Financial health •More earnings
•Reliable future
earnings
•Curbing spending
•Salary increase
•Employment
contract
•Pension
•Disability insurance
•Ratio of income to
spending
•At least 5 % per
year
•From temporary (
as acting manager )
to permanent
employment
contract ( for
unlimited time )
within two years
•13% of gross salary
•5% of gross salary
•Increase of at least
5% within tow years
KRA (External)
•Being
appreciated by
family, friends,
colleagues, and
employer
•Being appreciate by
life companion
•Being appreciated
by own children
•Being appreciated
•Number of times
being together in a
charming
atmosphere
•Being cared for
•At least once a
week
•Every time there is
an occasion for it
•Increase depending
153. Hak Milik MBAM IAB KPM
KRA, Objectives, KPI & Target of M Bustaman PDP
153
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
•Improvement level of
satisfaction from
others with respect to
teamwork and
personal contact
•Satisfaction
•Physically healthy
and mentally strong
•More time off
•Enjoying the good
•Perception score
from others with
regard to teamwork
and personal
contacts
•Helping others
•Percent of sick
leave
•Level of tension
•Level of immunity
•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
157. Untuk lebih Berkesan: Gunakan
‗Thinking Tools‘
1. Questioning
4. Cognitive Research
Trust (CoRT)
2. Concepts
3. Mindmaps
157 Pengubal:MBAM.IAB 2012
158. 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
158Pengubal:MBAM.IAB 2012
159. 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.
159 Pengubal:MBAM.IAB 2012
160. 2.1 Applying Concepts: Example
Some may attribute a girl's BEAUTY to her fair skin,
rosy cheeks and long silky hair. Others, however,
may attribute beauty to the kindness of her heart
and considerate nature.
How do you classify the concept of
BEAUTY?
160
Pengubal:MBAM.IAB 2012
161. 3. Mindmaps
A mindmap can be defined as a visual presentation
of the ways in which concepts can be related to
one another.
It’s the
Ultimate
Learning Tool!
161Pengubal:MBAM.IAB 2012
162. 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.
162Pengubal:MBAM.IAB 2012
163. CoRT Thinking Tools
CAF: Consider All Factors
FIP: First Important Priorities
PMI: Plus, Minus, Interesting (ideas)
APC: Alternatives, Possibilities, Choices
OPV: Other People's Views
AGO: Aims, Goals, Objectives (purpose)
C&S: Consequence and Sequel
163
Pengubal:MBAM.IAB 2012
164. 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?
164Pengubal:MBAM.IAB 2012
166. 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
166 Pengubal:MBAM.IAB 2012
Or are you just assuming that the future will be more of the present?
So why don’t we think this way? Why don’t organisations take a long term view.Strategic thinking needs a particular mindset and capacity to move beyond the linear – it needs open minds, and you have to be comfortable working with ambiguity.
Strategic thinking is not.........
Summary slides: What does it mean to "think strategically"?
System – a set of connected items or devices which operate together.
Asaspembinaanhalatuju: outcomes yglebihjelas. Memudahkanuntukprosesmembinamisidanvisi yang baik, isustrategikdspatdibezakandgnisuoperasi. Ygpentingutkbina KRA. Teruskesildes no 81: pembinaahalatujuorganisasidanmisidanvisikendiri: ms 109 utkcontohmisdanvisiperibadi.
We have talked about the external quadrants today – but they don’t work unless you consider the internal quadrants.They are interdependent – if you ignore one, you will be less effective.
We have talked about the external quadrants today – but they don’t work unless you consider the internal quadrants.They are interdependent – if you ignore one, you will be less effective.