1Membina Harapan Baru
Transcript of 1Membina Harapan Baru
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 1/19
Oleh:
Azhar Ahmad
2009
Pertanian: MembinaPertanian: Membina
Harapan BaruHarapan Baru
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 2/19
Titik mula
Visi
Titik mula...?itik mula...?
If you don’t know where you areIf you don’t know where you aregoing,going,
Any road will get you there.Any road will get you there.
If you don’t know where you areIf you don’t know where you arestarting from,starting from,
A map won’t help you either.A map won’t help you either.
Alice Wonderland Alice Wonderland
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 3/19
Siapa Kita?
Kuda Sumpah-sumpah
RaksasaKeldai
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 4/19
LAJNAH PERTANIANAJNAH PERTANIAN
Bila diwujudkan:Bila diwujudkan:
Matlamat utama:Matlamat utama:
Merapatkan jurang dengan stakeholders (?)Merapatkan jurang dengan stakeholders (?) Stakeholders:Stakeholders:
Petani, penternak & nelayan (?)Petani, penternak & nelayan (?)
Core business:Core business: Pemberi khidmat nasihat & penyedia maklumat (?)Pemberi khidmat nasihat & penyedia maklumat (?)
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 5/19
Ringan, cepat,
responsif, lincah &
boleh
menyesuaikan diridengan keadaan
Pantas di garis
lurus, tapi berat.
Lembab, berat
& tidak cerdik
Matang, bijak tapi
perlahan dan tidak
fleksibel
Siapa Kita?
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 6/19
PERANCANGAN HALATUJU BARUPERANCANGAN HALATUJU BARU
LAJNAH PERTANIANLAJNAH PERTANIAN
Sekarang
Strategi
MasaDepan (?)
STRATEGIK:• Jangkamasa Panjang
• Faktor Kemenangan
Mengenalpasti:
Apa yang perlu dibuat?Apa yang boleh dibuat?Apa yang mahu dibuat?
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 7/19
roses engurusanoses engurusanOrganisasi yangrganisasi yang
Strategiktrategik
Membangunkan
Misi & Visi
Membangunkan
Strategi
Melaksanakan
Strategi
Menyelia &
Mengawal
Perlaksanan
Membuat
Penilaian
&
Penambah
baikan
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 8/19
Apa yang perlupa yang perlu
dibuat?ibuat?You can choose any color you like,You can choose any color you like,
as long as they’re black!as long as they’re black!
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 9/19
Kehendak & keperluanehendak & keperluan
stakeholderstakeholders Bantuan kewangan (modal, subsidi dll.)Bantuan kewangan (modal, subsidi dll.)
Bantuan pasaran (pembeli, pengedar dll.)Bantuan pasaran (pembeli, pengedar dll.)
Maklumat (harga, cuaca dll.)Maklumat (harga, cuaca dll.)
Infrastruktur (pusat jualan, pusat simpananInfrastruktur (pusat jualan, pusat simpanan
dll.)dll.)
LatihanLatihan
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 10/19
KANO Model
CustomerSatisfaction
Degree of
Achievement
DelightDelight
ImmediateImmediate
happinesshappiness
Not unhappy Not unhappy
DisappointedDisappointed
Basic needs Basic needs
Performance Performance
needsneeds
Excitement needs Excitement needs
1. STAKEHOLDERS?
2. PELANGGAN?
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 11/19
Apa yang bolehpa yang boleh
dibuat?ibuat?
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 12/19
SWOT MatrixSWOT Matrix
Leave Blank Strengths – S
List Strengths
Weaknesses – W
List Weaknesses
Opportunities –O
List Opportunities
SO Strategies
Use strengths totake advantage of
opportunities
WO Strategies
Overcoming weaknessesby taking advantage of
opportunities
Threats – T List Threats
ST Strategies
Use strengths toavoid threats
WT Strategies
Minimize weaknesses and avoid threats
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 13/19
Apa yang mahupa yang mahu
dibuat?ibuat?
“…“…Most people skate to where the puckMost people skate to where the puckis, but I skate to where the puck isis, but I skate to where the puck is
going to be.”going to be.”(Wayne Gretzky)(Wayne Gretzky)
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 14/19
Strategitrategi
Therefore I say:
If you know the enemy and know yourself,
the victory is not at risk.
If you know the Heaven and you know the Ground, the victory is complete.
Sun Tzu,The Art of War
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 15/19
Organizational StrategyOrganizational Strategy "When you discover that you are riding a deadWhen you discover that you are riding a dead
horse, the best strategy is to dismount."orse, the best strategy is to dismount."
And… we have many other alternatives such as:And… we have many other alternatives such as: Buying a stronger whip.Buying a stronger whip. Changing riders.Changing riders. Giving horse and rider a good bollocking.Giving horse and rider a good bollocking.
Re-structuring the dead horse's reward scale to contain aRe-structuring the dead horse's reward scale to contain aperformance-related element.performance-related element.
Suspending the horse's access to the executive grassy meadow untilSuspending the horse's access to the executive grassy meadow untilperformance targets are met.performance targets are met.
Making the horse work late shifts and weekends.Making the horse work late shifts and weekends. Scrutinizing and clawing back a percentage of the horses’ past 12Scrutinizing and clawing back a percentage of the horses’ past 12
months expenses payments.months expenses payments. Appointing a committee to study the horse.Appointing a committee to study the horse. Arranging to visit other countries to see how other cultures rideArranging to visit other countries to see how other cultures ride
horses.horses. Convening a dead horse productivity improvement workshop.Convening a dead horse productivity improvement workshop.
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 16/19
Organizational StrategyOrganizational Strategy "When you discover that you are riding a deadWhen you discover that you are riding a dead
horse, the best strategy is to dismount."orse, the best strategy is to dismount."
Lowering the standards so that dead horses can be included.Lowering the standards so that dead horses can be included. Reclassifying the dead horse as living-impaired.Reclassifying the dead horse as living-impaired. Hiring outside contractors to ride the dead horse.Hiring outside contractors to ride the dead horse. Outsourcing the management of the dead horse.Outsourcing the management of the dead horse.
Harnessing several dead horses together to increase speed.Harnessing several dead horses together to increase speed. Providing additional funding and/or training to increase dead horse'sProviding additional funding and/or training to increase dead horse'sperformance.performance.
Doing a productivity study to see if lighter riders would improve theDoing a productivity study to see if lighter riders would improve thedead horse's performance.dead horse's performance.
Declaring that as the dead horse does not have to be fed, it is lessDeclaring that as the dead horse does not have to be fed, it is less
costly, carries lower overhead and therefore contributes substantiallycostly, carries lower overhead and therefore contributes substantiallymore to the bottom line of the economy than do some other horses.more to the bottom line of the economy than do some other horses. Rewriting the expected performance requirements for all horses. AndRewriting the expected performance requirements for all horses. And
the highly effective...the highly effective... Promoting the dead horse to a supervisory position.Promoting the dead horse to a supervisory position.
A N D M A N Y M
O R E
A L T E
R N A T I V E S
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 17/19
Anger
Attack
Not Enough Time
Intellectualizing
Silence
Withdrawal
Confusion
Just don't
(want to) get itDetails..
Details..
Details
Going Through
the Motions
Ignore It
Deny It
Glorify the Past
Endless
Questions
(False Agreement)
Faces of Resistance…Faces of Resistance…
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 18/19
CUSTOMERCUSTOMER
FINANCIALFINANCIAL
INTERNALINTERNAL
PROCESSPROCESS
STRATEGY ARCHITECTURETRATEGY ARCHITECTURE
LEARNINGLEARNING
ANDAND
GROWTHGROWTH
IMPROVE STAKEHOLDERS’ VALUEREVENUE GROWTH STRATEGY PRODUCTIVITY STRATEGY
BUILD THE
FRANCHISE
INCREASE CUSTOMER
VALUE
IMPROVE COST
STRUCTURE
IMPROVE ASSET
UTILIZATION
OPERATIONAL
EXCELLENCE
CUSTOMER
INTIMACY
PRODUCT
LEADERSHIP
MARKET SHARE CUSTOMER
RETENTION
CUSTOMER
ACQUISITION
PRODUCT/SERVICE RELATIONSHIP IMAGE
VALUE PROPOSITION
CUSTOMER SATISFACTION
BUILD THE
FRANCHISE
(INNOVATION
PROCESSES)
INCREASE
CUSTOMER VALUE
(CUSTOMER
MANAGEMENT
PROCESSES)
OPERATIONAL
EXCELLENCE
(OPERATIONS &
LOGISTICS
PROCESSES)
GOOD NEIGHBOUR
(REGULATORY &
ENVIRONMENTAL
PROCESSES)
MOTIVATED AND PREPARED WORKFORCE
STRATEGIC COMPETENCIESSTRATEGIC
TECHNOLOGIES
CLIMATE FOR
ACTION
R
E
S
U
L
T
S
A
CT
I
O
N
S
MISI & VISI
8/14/2019 1Membina Harapan Baru
http://slidepdf.com/reader/full/1membina-harapan-baru 19/19
Terima kasih!erima kasih!