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IPGK Batu Lintang ..going forward Total Strategic Management System
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Transcript of ..going forward - ipbl.edu.my _KPIs.pdf · ..going forward Total Strategic ... Gelombang 2 Mengubah...
IPGK Batu Lintang
..going forward
Total Strategic
Management System
TSMS
..the ideas of
Total
Strategic
Management
System
Strategic Thinking
StrategyOrganisation
STRATEGIC THINKING
“environmental
Scanning”
What is our environment now ?
Gone were the days where
the government knows all…
The country’s economic
development will be driven by the
private sectors…
.. the present trend of government
subsidies, the country will go
bankrupt by 2019…
The biggest challenge in GTP is
the transformation of
civil servants…
Vision 2020
1M’sia
GTP
ETP/NEM
10MP
12NKEA
7NKRA
EPP
MS-ISO
MQA“Exit policy” bagi yang berprestasi
rendah dan mereka yang memilih
meninggalkan perkhidmatan awam
The 4 Pillars of National Transformation
6
Vision 2020
Preservation and
enhancement of
unity in diversity
1MalaysiaPeople First,
Performance
Now
April 2009
Effective delivery
of government
services
Government
Transformation
Programme
(GTP)
6 NKRAs
January 2010
10th MPMacroeconomic
growth targets &
expenditure
allocation
June 2010
Smooth
implementation of
govt. dev’t prog.
Economic
Transf.
Programme (ETP - 8 SRIs)
March 2010
NEM – A high
income, inclusive
and sustainable
nation
…but
WHAT’s the reason
for all these?
Old Approach New Approach
2 Dominant State participation
in the economy.Large direct public investment (incl.
GLCs) in selected economic sectors.
Private sector-led growth.Promote competition across and
within sectors to revive private
investment and market dynamism.
8
Malaysia Federal
Government
Finance, 1985-2008.
Source : EPU
PM's Department
Malaysia (2008)
Total revenue
Current Expenditure
Development
Expenditure
…predominantly, high income economies are
services focused…High income economies predominantly services focused...Typically accounts for ~60-80% of the country's GDP
79 76 73 72 71 71 70 70 69 67 6458 57
46
20 2326 26 26 28
26 2927 33
3340 41
45
1054 3302232111
MalaysiaNorwaySouth
Korea
FinlandSingaporeIcelandSwedenNew
Zealand
3
TaiwanAustraliaJapan
100
80
40
20
Manufacturing
0
Agriculture
Services
60
DenmarkUKUS
%
Percentage of GDP breakdown by industry
Source: CIA world fact book 2008
9
Where to innovate?
agriculture
manuf’ring
service
% of GDP breakdown by industry
Structure of Employment over Time
Manufacturing
Services
Agriculture
Time, per Capita IncomeSource: IMF, 1997
Technical Innovation
Social Innovation
Service products & delivery systems, stimulated by innovation in Sc.&Tech.
Country Rank Index Country Rank Index
USA 1 5.28 Canada 11 4.63
Germany 2 4.99 Hong Kong 12 4.59
Sweden 3 4.84 Finland 13 4.57
United Kingdom 4 4.82 Norway 14 4.47
Singapore 5 4.81 Australia 15 4.46
Korea 6 4.73 Taiwan 16 4.41
Switzerland 7 4.73 Luxembourg 17 4.37
Denmark 8 4.69 Belgium 18 4.35
Japan 9 4.65 France 19 4.35
Netherlands 10 4.64 Ireland 20 4.34
Malaysia 25 4.0611
Global Innovation Index 2008-2009:
Malaysia vs. Top 20 Performers
12
High Income
Targets USD15,000 – 20,000
Per capita by 2020
Enable all
communities
to fully benefit
from the wealth
of the country
Inclusiveness
Meets
present
needs without
compromising
future generations
Sustainability
Rakyat
Q of Life
Market led
Well-governed
Regionally
integrated
Entrepreneurial
Innovative
Characteristics
of Malaysia
2020
..richness to everybody for a long time.
Goals of the NEM
is an important agenda.
The Government will transform
M’sia through a comprehensive
Innovation process, comprising
“ innovation in public and private
sector governance” , societal
Innovation, urban innovation,
education innovation, healthcare
innovation, transport innovation,
social safety innovation and
branding innovation.
13
Y.A.B. Dato' Sri Mohd Najib Tun Abdul Razak, The 2010 Budget Speech 23 Oct. 2009
Strategic Reform Initiatives (SRIs)
1 Re-energizing the private sector.
2 Developing quality workforce
and reducing dependency on
foreign labor.
3 Creating a competitive domestic
economy.
4 Strengthening the public sector.
5 Transparent and market friendly
affirmative action.
6 Building the knowledge base
infra-structure.
7 Enhancing the sources of growth.
8 Ensuring sustainability of growth. 14
SRI - 6
The key focus here
is to promote an
environment for
innovation by
strengthening the
delivery of high
education that
nurtures
innovation and
technology.
“..productive and disciplined.. forward looking and
equipped for their changing tasks…..devoted to
know-how & knowledge upgrading and self-
improvement.”
Quality
workforce(..1996 speech)
“..skilful, talented, creative… have high standards with
regards to their - management abilities/ language
competencies/ achievement motivation/ attitude towards
excellence/ entrepreneurial spirits”
Menganjak ke arahkecemerlangan melalui
peningkatantadbir-urus kendiri
Gelombang 3
Memacupeningkatan
sistem
Gelombang 2
Mengubah sistem dengan
memberi sokongan kepada guru dan memberi fokus kepada
kemahiran utama
Gelombang 1
2025
13 tahun
2013 20202015
PPPM
New IPGs !1 Memantapkan program pembangunan insan
guru
2 Memperkukuh tadbir urus & kepimpinan
berkesan
3 Memantapkan pengantarabangsaan,
perkongsian dan kolaborasi strategik
4 Memperluaskan pengalaman pelajar guru
5 Membangunkan budaya organisasi
pembelajaran
6 Memperluaskan khidmat dan tanggungjawab
sosial
Paradigm Shift… (Hussein Ahmad)
Instructor/Lecturer centered Resource centered, problem solving
culture
Provider-driven curriculum User-centered curricular
modules/packages
Closed system Open system without rigid
disciplinary parameters
Classroom learning context Work and performance-based
learning
Isolated environment Networked environments
1-way instructional
methodology
Highly interactive instructional
methodology
Local understanding of
issues/perspectives
National and international
perspectives
Change resistant management
style
Open & anticipatory to changes
management style
Internal
Strengths
..capture them
External
Opportunities
..invest in them
Internal
Weaknesses
..shore them up
External
Threats
..identify them
SWOTwe can
control..
we can’t
control..
Strategy ?
Strategy ?
What unique position will we be able to achieve..
What are our advantages going to be..
.. at the end of the day after we
have taken the appropriate steps.
Strategic Planning
Work-planUnit/Individual
STRATEGIC PLANNING & W/P Essentials
INTRODUCTION
CHALLENGES
OPPORTUNITIES
STRATEGIC DIRECTION
Vision
Mission
Values
Responsibilities
Objectives
Strategies
Core Business
ORGANIZATION & MANAGEMENT (O&M)
BSC, KPI & PI (Sc Process Skills ) TARGET SUMMARY
WORK PLAN ( Mon.& Eval )
CLIENT CHARTER
(Must Promise / Promise)
DIVISIONAL WORK PLAN ( M&E )
REFERENCE DOCUMENTS
BSC Perspectives:
Financial
Customer
Internal/Work
Process
People/Continual
Learning
A complete write-up would be of this structure…
Vision
Where
are
we
heading?
Clear & Visible!
“see” the same picture
Audacious!Think “big”
Descriptive!sequential
Time!
5/10 years?
Future casting!will be..
creating..
Mission – Why we exist ?
Short
Memorable
Inspiring
Market
focussed
What you want to be remembered for?
Values
5 -7 values.
More than
1 word.
Shared ideas.
Might be in
mission statement.
“what we believe in”
“how to treat each other”
Objectives
Strategic Objectives
Financial
Customers
Internal Processes
People
What is Key Performance
Indicator ?
The top 5 or 6 things that the Board has agreed
have to occur within the next 2/3 years
KPIs are typically tied
to an organization's
strategy using
concepts / techniques
such as the
BALANCED SCORE
CARD.
BSC Fundamentals, Kaplan & Norton (Harvard)
A way of looking at our organization
holistically [BALANCED]
NOT
as silos of departments, separate
from each other.
A way of monitoring & measuring
our strategic plan performances
[SCORECARD]
BSC Fundamentals Kaplan & Norton (Harvard)
Balanced Persp. What is it?
(1) FinancialHow does our shareholders look
to us? How do we want our SH to
look at us?
(2) CustomersWhat values we need to add to
our customers to achieve our F
goals?
(3) Internal Business
Process
If we want to achieve our F&C
goals, what internal process must
we excel at to achieve those?
Also what to + / - ….
(4) People/ Continual
Learning
What knowl/skills/capabilities
our people must have to drive the
IP to achieve the F&C ?
How to tie-up
(or un-tie) all
these ideas
together?
Video clip
teamwork
Government
(regulator)
+
Private
sectors
(execution)
VISION Where is/are BL heading?
MISSION Why BL exist?
What BL wants to be remembered for?
To Establish
IPGKBL’sInstitutional
Areas of Interest
1 Pre-service
2 In-service
VISION Where is/are BL heading?
MISSION Why BL exist?
What BL wants to be remembered for?
To Establish
IPGKBL’sInstitutional
Areas of Interest
3 MQA
VISION Where is/are BL heading?
MISSION Why BL exist?
What BL wants to be remembered for?
To Establish
IPGKBL’sInstitutional
Areas of Interest
4 I R&D
VISION Where is/are BL heading?
MISSION Why BL exist?
What BL wants to be remembered for?
To Establish
IPGKBL’sInstitutional
Areas of Interest
5 Collab. & Consultn
VISION Where is/are BL heading?
MISSION Why BL exist?
What BL wants to be remembered for?
To Establish
IPGKBL’sInstitutional
Areas of Interest
6 HRD
VISION Where is/are BL heading?
MISSION Why BL exist?
What BL wants to be remembered for?
To Establish
IPGKBL’sInstitutional
Areas of Interest
7 Budget
VISION Where is/are BL heading?
MISSION Why BL exist?
What BL wants to be remembered for?
To Establish
IPGKBL’sInstitutional
Areas of Interest
1 Pre-service
2 In-service
3 MQA
4 I R&D
5 Collab. & Consultn
6 HRD
7 Budget
Vision & Mission - Matters of Concern?
To Establish
IPGKBL’sInstitutional
Areas of Interest
A of I Matters of Concern
1 PS Programs/Stud. Intake
2 IS Programs/Stud. Intake
3 MQA MQA02 / Prog Files
Course Files
4 I R&D Innov/Rights/Patent
5 C&C In-house/Outside
6 HRD Skills/Degree/M/PhD
41/44/48/52/54/JUSA
7 Budget CAPEX/OPEX/MAINT
Vision & Mission - M of Concern - KPI?
Areas of
Interest
Matters Of Concern;
KPIs
U
O
M
5Y
Tar-
get
1
PS
Programs:
PPISMP
PISMP
KPLI
No.
No.
No.
No.
No.
No.
No.
No.
PS
Stud. Intake:
PPISMP
PISMP
KPLI
No.
No.
No.
No.
No.
No.
No.
No.
Many things
are pre-
determined.
We execute
them !
Vision & Mission - M of Concern - KPI?
Areas of
Interest
Matters Of Concern;
KPIs
U
O
M
5Y
Tar-
get
1
PS
Programs:
PPISMP
PISMP
KPLI
No.
No.
No.
No.
No.
No.
No.
No.
PS
Stud. Intake:
PPISMP
PISMP
KPLI
No.
No.
No.
No.
No.
No.
No.
No.
Y
T
D
20
13
RE
AL
G
A
P
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
%
%
%
%
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
%
%
%
%
Vision & Mission - M of Concern - KPI?
AreasOf
Interest
Matters Of Concern;
KPIs
U
O
M
5Y
Tar-
get
2
IS
Programs:
PGSR
PPG
KPKI
No.
No.
No.
No.
No.
No.
No.
No.
IS
Stud. Intake:
PGSR
PPG
KPKI
No.
No.
No.
No.
No.
No.
No.
No.
Y
T
D
20
13
RE
AL
G
A
P
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
%
%
%
%
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
%
%
%
%
Vision & Mission - M of Concern - KPI?
AreasOf
Interest
Matters Of Concern;
KPIs
U
O
M
5Y
Tar-
get
3 M
Q
A
Submission
MQA02
No.
No.
No.
No.
4I
R &
D
Innovn.
Rights
Patent
Resrch P
Acad. P
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
Y
T
D
20
13
RE
AL
G
A
P
No.
No.
No.
No.
No.
No.
%
%
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
%
%
%
%
%
Vision & Mission - M of Concern - KPI?
AreasOf
Interest
Matters Of Concern;
KPIs
U
O
M
5Y
Tar-
get
5 Col.
&
Con
Entity
Projects
In-house
External
No.
No.
No.
No.
No.
No.
No.
No.
6H
R
D
PhD
Masters
Degree
Skills
41/44…J
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
Y
T
D
20
13
RE
AL
G
A
P
No.
No.
No.
No.
No.
No.
No.
No.
No.
No
No.
No.
%
%
%
%
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
No.
%
%
%
%
%
Vision & Mission - M of Concern - KPI?
AreasOf
Interest
Matters Of Concern;
KPIs
U
O
M
5Y
Tar-
get
7 Bud
get
CAPEX
OPEX
MAINT.
CONTIG.
RM
RM
RM
RM
Y
T
D
20
13
RE
AL
G
A
P
RM
RM
RM
RM
RM
RM
RM
RM
RM
RM
RM
RM
%
%
%
%
“We are talking KPIs at IPGKBL level “
Where are ;
P&P / Gerko / Practicum / KKBI / Exams /
ISO / BIG / M3P / LDP / Perhimpunan … ?
KPIs At Dept / Unit Level ?
Lets work on one example …
…please pick one department.
We’ll develop the KPIs for KJ
&
the PIs for its faculty members.
KPI – KJ Sains?
Areas of Interest
MattersOf Concern;KPIs
U
O
M
5Y
Tar-
get
1. PS
Programs
PPISMP
PISMP
KPLI
Programs
Total C Hrs.
Kohort
Enrolment
KKBI
Exam P
BIG
Practicum
No.
Hr.
No.
No.
No.
No.
No.
No.
Hr.
No.
No.
No.
No.
No.
Y
T
D
20
13
RE
AL
G
A
P
No.
Hr.
No.
No.
No.
No.
No.
No.
No.
Hr.
No.
No.
No.
No.
No.
No.
No.
Hr.
No.
No.
No.
No.
No.
No.
%
%
%
%
%
%
%
%
Organisation & Management
Synchronise
&
Resonate
With
KPIs
Areas of
Interest
Matters of
Concern;
KPI
U
O
M
5Y
Target
(A)
YTD
Target
(B)
YTD
Real
Gap
(B-A)
Pre-
service
2. PISMP
2. PISMP
1. P.Sosial
F2F
Practical
Tutorial
ISL
Std. Intake
Practicum:
Students
Supervision
No.
Hr
Hr
Hr
Hr
No.
No.
No.
2
Constructing KPIs & W-plan ..Kjab.
Amazing
teamwork
Conclusion..
Transform strategies into actions
In a more process oriented business,
intellectual capital is the focus.
KPIs are the Monitoring & Evaluation tools.
KPIs are the agendas of meeting.
Strategic planning is a continuous process.
Developing the right KPIs are the challenge.
What next?
…exactly 1 year
Regular discussions
Regular workshops
Retreat to focus
ICT as enablers
…is a good year to review our SP
Good to great
Built to last
It’s not how good you are, it’s how
good you want to be
isolated system
closed system
open system
Thank you
