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BLUE OCEAN STRATEGY & ITS APPLICATION
Objektif
Berkongsi ilmu tentang konsep Blue Ocean Strategy (BOS)
Relevan dengan pengurusan sekolah :
Bagaimana merealisasikaan konsep BOS
untuk mencapai keberkesanan pengurusan
sekolah ?
ADAPTASI BOS OLEH KPM
BOS – DUNIA PERNIAGAAN TETAPI TIDAK BERERTI KONSEP & PRINSIP TIDAK BOLEH DIADAPTASIKAN DAN DIAPLIKASIKAN DALAM KONTEKS PENDIDIKAN
Perhatian & cabaran !!!
BLUE OCEAN STRATEGY adalah untuk pihak yang bersedia dengan kesanggupan
melakukan perbezaan dengan keluar dari status quo ke arah kejayaan dalam
melestarikan kecemerlangan diri atau institusi.
MALU DENGAN KESEDERHANAAN MEMIKIR DILUAR KOTAK
konsep BOS
RED OCEAN VS BLUE OCEAN
PERSAINGAN TIDAK RELEVAN LAGI
INOVASI YANG BERNILAI (VALUE INNOVATION )
PERBEZAAN ( DIFFERENTIATION)
KOS RENDAH ( LOW PRICE)
CONTOH-CONTOH CIPTAAN BLUE OCEAN VALUE INNOVATION & LOW COSTS
Celcom Broadband Modem 3in 1 Nescafe mix Cup Noodle ?????
RED OCEAN VS BLUE OCEAN strategy (SEKOLAH)
CIRI – CIRI RED OCEAN STRATEGY
KONTEKS SEKOLAH
CIRI-CIRIBLUE OCEAN STRATEGY
KONTEKS SEKOLAH
Terlibat dalam persiangan-langsung satu sama lain di ruang pasar yang sama
Pertandingan – SHN, 3K,Sistem League -UPSR, PMR, SPM
Mencari ruang pasar yang belum ada pesiangan
Johan AKMP – SHN tak relevan lagi
Mengejar pertumbuhan yang pesat dan menguntungkan dengan berebut pangsa pasar
Terlibat dalam pertandingan yang sama walaupun sudah menang
Biarkan persiangan tak lagi relevan
Sekolah Kluster
Pertandingan ASC tak relevan lagi
Buat sesuatu yang sama tanpa perubahan
Kekalkan status sekolah : sederhana
Keluar dari status quo dan mencipta strategi masa depan yang gemilang
Status sekolah kluster ( new demand) MENJADIKAN SEBUAH SEKOLAH CEMERLANG DARI SEBUAH SEKOLAH YANG TERCICIR
Kekalkan konsep lama dengan memilih nilai-biaya
Tidak ada perubahan :
Zon Keseleisaan
Mencipta konsep dan inovasi baru dengan menukar nilai-biaya
Konsep baru – cari kebitaraan untuk menonjolkan kehebatan sekolah
Berjuang mencipta diferensiasi atau berjuang mengurangkan kos
Projek/program vs kos tinggi
Menerapkan penjauhan diri dari persiangan dengan kos rendah
Inovasi dengan kos yang rendahInovasi dengan sistem permuafakatan dengan komuniti
BAGAIMANA DENGAN SEKOLAH????
ANALYTICAL TOOLS :
Visualization strategy Six Paths Framework ERRC Grid Fair Process ( 3Es)
LEADERSHIP STYLE : Tipping Point Leadership
The case of
Blue Ocean StrategyCreating Uncontested Market Space
Time
Functional-emotional
appeal
Scope of product
or service
offering
Buyer
Group
Strategic
Group
Industry
There is a global trend of deregulation for the airline industry and it is coming to Asia. Open skies in 2009.Internet usage has become widespread
Regard air travel itself as the emotional appeal but cut off all the frills to focus on the main function of air travel.
Cut off all unnecessary frills but offer complimentary services like insurance, hotel rooms booking, travels and tours.
Going for first time travelers and non-customers. Reach end-buyer directly.
Chose to be a no frills low cost carrier instead of competing with full service carriers.Make purchases and payments convenient and accessible to end buyer.
Flights as an alternative to road, rail and sea transport.Similar convenience, accessibility, and cost.Faster and safer than road, rail & sea transport.
AirAsia: Reconstructing the airline industrylooking across boundaries
The Four Actions Framework for AirAsia
Creat
e
Reduce
Raise
Elim
inat
e
•Loyalty programs
•Tickets
•Free meals
•Assigned seats
A New Value Curve
•Price
•Turn around time
•Amenities
•Operating costs
•Accessibility•Convenience•Brand awareness•Brand Image•Frequencies•Routes/Network
•Online purchase•Online check in•Franchise•Self check in•Complementary services
A Malaysian Success Story
Most Cost Competitive
Most profitable
Widest network
High Growth
Accolades in 2007All round excellence
Business
People
Governance
Costs
Branding
SIX PATHS FRAMEWORK SCHOOL CONTEXT
Path 1: Look across Alternative Industries Find school’s niche areas – curriculum ( Skills) or cocurriculum ( Public Defence Cadet , Netball , English Debate Ala Parliament )
Path 2: Look across strategic groups within industries
Look across for committed and dedicated teachers & competentstaff ( Consigliere and Angels )
Path 3: Look across the chain of buyers Look across the intake of interested students & supportive parents ( Reaching outside Tawau )
Path 4: Look across Six Paths Framework ss complementary product and service offerings
Look across for the offer of different subjects ( IT, Homescience subjects like bakery, fashion design, pre-schooleducation )
Path 5: Look across functional or emotional appeal to buyers
Look across the marketability of students - job prospect
Path 6: Look across time Look across time ( Strategic Plan for School Improvementwith time –line and milestones )
SIX PATHS FRAMEWORK TO IDENTIFY THE “WHAT” FOR SCHOOLS
( Kim & Mauborgne, 2005 )
ELIMINATE
Stigma – school for the ‘rejects’ Corruption Poor work culture Non-productive activities .e.g loitering in
canteen during class time Practice of teachers not entering class Ineffective teaching and learning Segregation between vocational and academic
teachers Inferiority complex among vocational teachers Inferiority complex among the non-academic
staff
RAISE
Overall discipline Quality of teaching and learning Awareness of their mission as teachers Morale & motivation of teachers , non-academic
staff and students School’s management standards using the
Schools’ Inspectorate Instrument ( based on the report )
REDUCE
School & office politics Discipline problems ( teachers . staff and
students ) Resistance to change Stress
CREATE
Excellent work culture –school ethos New School’s vision Conducive working & learning environment Team work & team spirit Reward and recognition system Parents-Teachers Association Smart partnership with Technical Education
Dept. Schools Inspectorate, State Education Dept. District Education Office & local leaders and community
ERRC Grid or the Four Action Grid ( Kim & Mauborgne, 2005)
ERRC for Cluster Schools
Figure 2: Eliminate-Reduce-Raise-Create Grid: The Case of A Cluster School of Excellence
ELIMINATE
Competition in the red ocean at district or state levels e.g Sekolah Harapan NegeriNon-performing staff Indifference
RAISE
Raise the bar for international academic recognition Networking and involvement with international educational institutions Autonomy for school-based management Leadership and teachers’ competencies development Best practices and research Facilities development & management Utilization of IT
REDUCE
Red tape from Ministry of Education or State Education DepartmentTop- down management Teacher-centred learning ( chalk and talk )
CREATE
Niche areas – curriculum & co-curriculum;O-level examinationsA-level examinationsInternational Baccalaureate (IB)The emerging new studentsThe emerging new learning preferences
1. Visual Awakening
SchoolContext
2. Visual Exploration
SchoolContext
3. Visual Strategy Fair
SchoolContext
4. Visual Communi- cation
SchoolContext
Compare yourbusiness with yourcompetitors’ bydrawing your ‘asis’ strategycanvas.
Compare SPMresults of OtherVocational schools tosee where we stand
Go into thefields to Explore the six paths to creating blue oceans.
Refer to The Six Paths Frameworkas mentionedabove
Draw your ‘to be’Strategy Canvasbased on Insightsfrom field observations.
Benchmark the best Technical school inthe country SM Teknik Bukit Piatu, Malacca Seeing is believing To Be strategy :(Vision ) To be the be school which is always in The forefront
Distribute your before and-after Strategic profiles on one page forEasy comparison
The then , now and the future profile of the school was drawnup in a Documentationcalled Dahulu, kini Dan esok SmarTec Gemilang
See where yourstrategy needs tochange.
Schools Inspectorate; Technical Education Dept;State ducation Dept. Meeting of the\minds : teachers, parents, students and The courage to face the brutal truththat the
school was failing – no state of denial or Sweeping things under the carpet.
Observe theDistinctiveadvantages ofAlternativeProducts andservices.
Observe the chances that our students would have in terms of Getting places in Polytechnics and technical university Or Technical Teachers’Training College;In terms of theirmarketability for the jobmarket
Get feedback onAlternative StrategyCanvases Fromcustomers, Competitorsand non customers.
Feedback From Teachers, parents, staff, students, Members from the Community and ex- students ; TechnicalEducation Dept –Concept of Adption byOfficer )
Support only thoseProjects And Operational moves thatallow your company toclose the gaps to Actualize the newstrategy.
Action Plans – PDCA (Plan-Do Check Action )
See which factors youShould Eliminatecreate or change.
As laid out in the ERRC grid. The courage to face the brutal truth
Use feedback to build The best ‘to be’ Future strategy.
360 degree feedback;Intellectual Critics Committee Students’Council ReflectionModel ( Wallace, 1991) PTA
FOUR STEPS OF VISUALIZING STRATEGY FOUR STEPS OF VISUALIZING STRATEGY ( SCHOOL) ( SCHOOL) ( Kim & Mauborgne, 2005)( Kim & Mauborgne, 2005)
I
IDENTIFICATION OF HOT SPOTS
HOT SPOTS VS COLD SPOTS (SCHOOL)
HOT SPOTS COLD SPOTS
Welfare of teachers, students and non—teaching staff
Repainting the school buildings
Teaching and Learning Changing the school’s fence
Financial Management and school’s account
Renovating the principal’s office
ACTION PLANS FOR HOT SPOTSHOT SPOTS ACTION
PLANSTIME-LINE KPIs MILESTONES
Pengurusan Kewangan
Kursus Pengurusan
Kewangan
Jemputan kepada Audit Sekolah mengadakan pengauditan akaun sekolah
Ceramah dari Pengarah BPR
1995
1996
1996
Semua kerani sekolah menghadiri kursus pengurusan kewangan
Semua kerani mengurus kewangan dan akaun sekolah dengan berkesan
Integriti sekolah dipertingkatkan
Aungerah Kewangan dan Akaun Sekolah (2000)
Laporan Audit Tanpa Tegursan berterusan
Tipping Point Leadership
Focus on the extremes:Cognitive Barrier Experience it first hand ( resistance to changes )
Motivation Focus on king pins, fish bowling & atomise.
Limited resources Feed hot spots, starve cold spots.
Politics Silence devils, court angels, recruit Consigliere.
Tipping Point LeadershipHow AirAsia overcame key organizational hurdles
Focus on the extremes:
Cognitive Barrier
Site the office at the terminal.
Everyone in the office use the same entrance to promote group identity.
Casual dress to reduce power distance.
Even the CEO experience the various roles.
Motivation Performance is closely monitored, analysed and published. The standard of financial reporting is well above industry standard.
Having the lowest unit ASK costs is celebrated.
Limited resources
Invested in a comprehensive website as low cost distribution channel.
Invested heavily in brand building by sponsoring Manchester United.
Cut out all frills.
Politics Recruited the ex-CEO of Rynair as a director.
Met the Prime Minister to lobby for a license.
Used media and publicity astutely in tussles with MAS.
Tipping Point LeadershipHow schools can overcome key organizational hurdles
Focus on the extremes:
Cognitive Barrier
360 degree leadership
MotivationARRAS & CELEBRATIONS
Limited resources
Smart Partnership – PTA, School Board, Alumni. Community
Politics Concept of Parading the School - media
THE FOUR ORGANIZATION HURDLES TO STRATEGY EXECUTION ( Kim & Mauborgne, 2005)
Cognitive Hurdle An organization
wedded to Status quo
Motivational Hurdle
Unmotivated staff
Opposition from powerful vested interest
Limited Resources
Political HurdleResource Hurdle
HOW FAIR PROCESS AFFECTS PEOPLE’S ATTITUDES AND BEHAVIOR ( Kim & Mauborgne,2005)
Fair Process
EngagementExplanation
Expectation Clarity
Strategy Formulation Process
Attitudes
Behavior
Strategy Execution
Trust and Commitment
“I feel my opinion counts”
Voluntary Cooperation
“I’ll go beyondThe call of duty”
Exceeds Expectation
Self-Initiated
Fernandes created an open culture, no hierarchy, a family environment.
Midnight briefings conducted to involve as many as possible.
People are encouraged to chip in to help out.
Open office with no compartmentalization.
Promoted internal branding. “Staff must understand the
company’s direction before they can explain to others”.
Respect for each other.
“Anything is possible” is their motto.
Fernandes provided leadership by example.
Engagement
ExplanationExpectation
Clarity
Build Execution into StrategyFair Process at AirAsia
THE EXECUTION CONSEQUENCES OF THE PRESENCE AND ABSENCE OF FAIR PROCESS IN STRATEGY MAKING (Kim & Mauborgne,2005)
Fair Process
Intellectual and Emotional
Recognition
Trust and Commitment
VoluntaryCooperation in
StrategyExecution
Violation ofFair Process
Intellectualand Emotional
Indignation
Distrust andResentment
Refusal toExecuteStrategy
Results of fair process
Intellectual,Emotional
Recognition
Trust &
Commitment
VoluntaryCooperation
“Secondly, what got us here is an open culture, no hierarchy; a family environment. We can't ever change that. As soon as we change that, we lose our focus. We put everyone together. I even go down to the fact that we go through one door; we have marketing people, finance people, engineers, cabin crew, pilots -- all in one office. It means effective communication. You open the door -- you see our planes. If people need help, we all go out there to carry bags. My secretary will go out and help clean the planes if we are running into a delay.”
Tony Fernandes
The Blue Ocean Move Leaving behind the competition
REINVENT OURSELVES BY LEARNING, UNLEARNING & RELEARNING!!!
BACALAH DAN APLIKASIKAN KONSEP BLUE OCEAN STRATEGY KE ARAH KEGEMILANGAN SEKOLAH ANDA
TERIMA KASIH!!!
THANK YOU!!!
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