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vc new year address 2012
New AcademiaNew AcademiaUTM as a Global Brand (2012‐2020)
Vice‐Chancellor Zaini Ujangzaini@utm.myhttp://www.utm.my/vc
www.utm.my innovative ● entrepreneurial ● global 1
New AcademiaNew AcademiaUTM as a Global Brand (2012‐2020)
GLOBALSCENARIO
STRATEGY2012‐2020
PERFORMANCE2009‐2011
SUCCESSFACTORS
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new taglineGLOBALSCENARIO
innovative ● entrepreneurial ● global
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global competition
GDP USD13,700
GLOBALSCENARIO
GDP Per capita
61 Human DevelopmentI d61 Index
21 World competitive Index
Population 29 mLiteracy rate 92%
21 Index
0 64 R&D expenditure0.64 (% GDP)
818 Patent filling(Resident)
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( )
global competition (ASEAN countries)
GDP* Human Development
Index
Competitive index
R&DExpenditure**
Patentregistration, resident
Population(m)
Malaysia 13.7 61 21 0.64 818 29
Singapore 52.6 26 2 2.54 750 5
I d i 3 7 124 46 282 242Indonesia 3.7 124 46 ‐ 282 242
Thailand 7.7 103 39 0.25 802 70
Brunei 45.7 33 28 ‐ ‐ 0.4
Filipina 3.5 112 75 ‐ ‐ 95
Vietnam 2.8 128 65 = ‐ 89
Cambodia 1 8 139 97 ‐ ‐ 14Cambodia 1.8 139 97 14
Laos 2.2 138 ‐ ‐ ‐ 6
Myanmar 1.5 149 ‐ ‐ ‐ 48
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* GDP per capita (USD’000) ** % GDP
global competition (Islamic countries)
GDP* Human Development
Competitive index
R&DExpenditure**
Patentregistration
Population(m)Development
Indexindex Expenditure** registration,
resident(m)
Malaysia 13.7 61 21 0.64 818 29
I d i 3 7 124 46 282 242Indonesia 3.7 124 46 ‐ 282 242
Brunei 45.7 33 28 ‐ ‐ 0.4
Saudi 23 56 17 0.05 128 28Arabia
Qatar 107 37 14 ‐ ‐ 1.8* GDP per capita (USD’000) ** % GDP GDP per capita (USD 000) % GDP
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global competition(vs selected developed countries)
GDP* Human Development
Index
Competitive index
R&DExpenditure**
Patentregistration, resident
Population(m)
Malaysia 13.7 61 21 0.64 818 29
USA 43 4 4 2.82 224,912 313
B i i 33 28 10 1 88 15 985 062Britain 33 28 10 1.88 15,985 062
Denmark 34 16 8 2.72 1518 5
Sweden 36 10 3 3.75 2549 9
Japan 32 32 9 3.44 330,110 126
S. Korea 28 15 24 3.21 127,316 48
China 3 7 101 26 1 44 229 096 1 347China 3.7 101 26 1.44 229,096 1,347
Israel 26 17 22 4.86 1387 7.6
* GDP per capita (USD’000) ** % GDP
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universityPERFORMANCE2009‐2011
CultureA d iAcademicexcellence
ResearchInnovation
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knowledge culture
kerana ketinggian ilmu bukan harta berlimpahanPenghormatan
PERFORMANCE2009‐2011
kerana ketinggian ilmu bukan harta berlimpahan
kerana penghayatan ilmu bukan darjat kedudukan
Penghormatan
Kesetiaan
Keakraban kerana kecintaan ilmu bukan meraih kesenangan
Keasyikan kerana kemuliaan ilmu bukan keterpaksaan
kerana tuntutan ilmu bukan mengharap keuntungan!Pengorbanan
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key amal indicators
Indicators 2008 2009 2010 2011 (nov)
1 Staff with PhD 737 773 863 10181 Staff with PhD 737 773 863 1018
2 SCOPUS journals 678 846 1325 1078
ISI impact factors 153 262 545 553
SCOPUS citation 1372 1992 2928 3791
3 Postgraduate (%) 25% 31% 40% 46%
Postgraduate no. 4,850 6,432 9,207 10,888g , , , ,
PhD students 1269 1503 2200 3439
4 Intellectual property 1075 1685 2038 2185
5 Spin‐off companies 1 2 ‐ 12
6 Research workload 30% 35% 40% 50%
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international studentsPERFORMANCEPERFORMANCE2009‐2011
Universities No. of international students
% to total students
Universiti Malaya 3,626 18%
Universiti Sains Malaysia 3,652 13%
Universiti Kebangsaan Malaysia 3,114 13%
Universiti Putra Malaysia 2,951 12%
Universiti Teknologi Malaysia 4,435 19%
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UTM endowment 2010‐2025
2010 2011 2012 2013 2014 2015 2018 2020 2025
REVENUES
2010 2011 2012 2013 2014 2015 2018 2020 2025
REVENUESContributions 3.5 9.9 20 30 50 65 120 200 400
Projects ‐ 10 19.5 19 27 30 250 350 600
Investment 0 1 0 5 1 3 5 30 50 100
Contributions 3.5 9.9 20 30 50 65 120 200 400
Projects ‐ 10 19.5 19 27 30 250 350 600Investment ‐ 0.1 0.5 1 3 5 30 50 100
ACCUMULATION 3.5 20 40 50 80 100 400 600 1,100
EXPENSES
Investment ‐ 0.1 0.5 1 3 5 30 50 100
ACCUMULATION 3.5 20 40 50 80 100 400 600 1,100
EXPENSES33.6
Scholarship ‐ 1 1.5 5 8 10 25 30 80
Endowment Chair ‐ 1 3 3 5 6 15 20 70
Special projects ‐ 1 1 5 2 2 4 25 50 200
EXPENSES
Scholarship ‐ 1 1.5 5 8 10 25 30 80
Endowment Chair ‐ 1 3 3 5 6 15 20 70Special projects 1 1.5 2 2 4 25 50 200
TOTAL EXPENSES ‐ 3 6 10 15 20 65 100 350
ENDOWMENT FUND 3.5 17 34 40 65 80 335 500 750
Special projects ‐ 1 1.5 2 2 4 25 50 200
TOTAL EXPENSES ‐ 3 6 10 15 20 65 100 350
TOTAL FUND 3 5 17 34 40 65 80 335 500 75031 9
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TOTAL FUND 3.5 17 34 40 65 80 335 500 75031.9
autonomyPERFORMANCEPERFORMANCE2009‐2011
“UTM is the first public university to receive full autonomy from the Ministry of Higher Education”
Mohd. Khaled Nordin
8 January 2012
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studentsstudents PERFORMANCE2009‐2011
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UTM Kuala Lumpur International Campus
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p p
2011 a colourful year
Sultan Mizan launched autobiography Pro‐Chancellor PM Najib launched biography Tan Sri Ainudin Wahidg p y j g p y
www.utm.my innovative ● entrepreneurial ● global 16Prof Ho Chin Seng speaks at COP17, South Africa VC chaired Proton Tech Advisory Council @ Lotus UK
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2011 highlights Postgraduate46%Postgraduate 46%PhD students 3439PG students 10,888
International students 4,4355 000Global Outreach Program 5,000
Harvard Business School All UG
EndowmentRM31 9mcase studies
All UG
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Endowment RM31.9m
improvement needed! RU compliancePERFORMANCE
● International research grants
● External funding (e g MOSTI etc )
PERFORMANCE2009‐2011
● External funding (e.g. MOSTI etc.)
● High impact ISI journal publications
● Connectivity between different disciplinesy p
● Matching grants from external sources
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Johor Premier OutletsSTRATEGYSTRATEGY2012‐2020
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Luxury global brands STRATEGYLuxury global brands STRATEGY2012‐2020
Super rich, avid
Targets
50%
Segments
New release
Products
collectors
High‐income,
50%
Old seasons High income,Special occasions
Looking for the
30%Old seasons
P i Looking for the best offers 20%
PremiumOutlets’ stuff
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themeSTRATEGYSTRATEGY2012‐2020
UTM as a Global Brand2012‐2020
QUALITY RECOGNITION UNIQUENESS PRICING
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main objectiveSTRATEGYSTRATEGY2012‐2020
Global Top 50*Global Top 50
QUALITY RECOGNITION UNIQUENESS PRICING
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* Based on composite index to be developed
top universities
T fTop professorsTop studentsSufficient operating grantsSufficient development grantsSufficient research grantsHigh impact publicationHigh impact publicationHigh citationInternational mobilityA d i d tAcademy‐industry synergySpin‐off companiesAlumni support
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the way forward?STRATEGYSTRATEGY2012‐2020
Global UTM Plan 2012‐2020
PHASE 1 PHASE 2 PHASE 3
2011‐2014Alignment to b Gl b l
2015‐2017High impact
2018‐2020Strategic
T f tibe GlobalUniversity
programs Transformation& AdvancedResearch
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strategic thrusts 2011STRATEGY
● Entrepreneurial research university
STRATEGY2012‐2020
● Entrepreneurial research university
● Stimulating, entrepreneurial and quality learning environment
● Dynamic intellectual ecosystem
● Organizational development
● Cheerful, healthy & sustainable campus
Strategic thrusts 2011 to be continued in 2012
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StrategyOrganizationalOrgani ationalExcellence
Structure
Culture
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blue ocean strategySTRATEGYSTRATEGY2012‐2020
Prof Chan Kim the second most influential management guru 2011
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Prof. Chan Kim, the second most influential management guru, 2011
blue ocean strategySTRATEGYSTRATEGY2012‐2020
● Create uncontested market space
● Make the competition irrelevant● Make the competition irrelevant
● Create and capture new demand
● Break the value/cost trade off
● Align the whole organization in pursuit of differentiation and low costcost
INSEAD, FontainbleuDecember 2011
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BOS strategy canvas
MIT
HKU
UTM
Academic stars PhD period New d i
Researchf ili i
Job
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Tuition fees UG enrolment Citationacademiafacilities
Campus Tropicanacreation
BOS new academiaSTRATEGYSTRATEGY2012‐2020
● Big problems require a new approach to innovation. pp. 10
● “… to address them, universities must break out● … to address them, universities must break out of the traditional, hierarchical model that worked so well for the Manhattan Project … and actually change the way they approach the process ofchange the way they approach the process of innovation” pp. 12
● “…Five Minds for the Future, Prof Howard G d Di i li d i d th i i i dGardner …. Disciplined mind … synthesizing mind … creating mind … respected mind … ethical mind …”
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you are too academic!STRATEGY
Knowledge-basedL i
STRATEGY2012‐2020
Less experienceToo idealNot realistic
Too theoreticalLess practical
No $ symbolScenario buildingIrrelevant
No $ symbolLack of entrepreneurship
Case studiesAfraid of generalization
Too specializedLack of synergy
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future university?critical success factors
5Entrepreneurialsciencescritical success factors
4Academia‐
Industry partnership
University research focus
2
PG Advancedstudies
3 Stage Critical success factors
1 PhD staff
2 Well known professors
1 UG & PG programestablishment
2 Well known professors
3 Research culture
4 Global networks
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establishment5 NEW ACADEMIA
new academia?
Faculty members
Learning materials
Conventional
Professors
Books journals
New academia
Professors, inventors, entrepreneurs
Books journals experiences InternetLearning materials
Philosophy
Books, journals
Specialization
Books, journals, experiences, Internet, internship
Integration
Funding
Students
Grants, fees
School leavers, mid‐career
Grants, fees, VC, endowment, REITs
School leavers, mid‐career,businessmen, early‐career, life‐long
Venue
Learning modes
Campus
Lectures, l l b
, y , g
Campus, Internet, incubators, brands
Lectures, tutorials, lab, studios,
Outcomes
tutorials, lab, studios
Degrees,
internship, incubators, experiential learning, 5 minds
Degrees, expertise, business models,
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expertise capital, networks, culture
new academia?
Faculty members
Learning materials
New academia
Professors, inventors, entrepreneurs
Books journals experiences Internet
Action
Adjunct staff, fellows
Internship students’Learning materials
Philosophy
Books, journals, experiences, Internet, internship
Integration
Internship, students business venture
New pedagogy, RA
Funding
Students
Grants, fees, VC, endowment, REITs
School leavers, mid‐career,businessmen, early‐career, life‐long
Creative fund raising
Top UG; PG fromcorporations, research
Venue
Learning modes
, y , g
Campus, Internet, incubators, brands
Lectures, tutorials, lab, studios, h b l
p ,
Wifi, 4G, MTDC, Proton
NEW PEDAGOGY: l l
Outcomes
internship, incubators, experiential learning, 5 minds
Degrees, expertise, business models,
learner‐centric, Silicon V‐culture, GOP, ethics
JOB CREATION; micro‐
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capital, networks, culture credit, spin‐off, projects
UTM blue ocean strategy (BOS)STRATEGY
Citation / publications
ELIMINATE RAISE
STRATEGY2012‐2020
Top stars (eg Nobel laureates)High tuition fees PlagiarismN f
Citation / publicationsResearch facilitiesInternet facilitiesInternationalization & UTMIC
Non‐performers World class campus experienceCo‐brandingEfficiency and transparency
Undergraduate enrolment New academia
REDUCE CREATE
gPeriod for PhD studiesLocal‐centricNon‐PhD staff
New academiaTropical experienceJob creation
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Red‐tapes and layers
tuition fees (‘000 USD)STRATEGY
INSTITUTIONS LOCALS INTERNATIONAL
STRATEGY2012‐2020
UG PG UG PG
Cambridge 14‐16 4 ‐ 6 18 ‐ 20 20 ‐ 22
Harvard 38‐40 36‐38 38‐40 36‐38
MIT 38‐40 40‐42 38‐40 40‐42
Yale 38‐40 32‐34 38‐40 32‐34
Imperial College 14‐16 4‐ 6 30‐32 32‐34
Chicago 42‐44 42‐44 42‐44 42‐44
Edinburgh 2 ‐ 4 6 – 8 16 ‐ 18 18 ‐ 20Edinburgh 2 4 6 8 16 18 18 20
ETH Zurich 1 ‐ 2 1 ‐ 2 1‐ 2 1 ‐ 2
UTM 1 ‐ 2 1 ‐ 2 2 ‐ 4 2 ‐4
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cost of higher educationSTRATEGY2012‐2020
Higher education loan is higher than credit card loan in the USA
– up to USD1 trillion!
‐ up to £70 billion in the UK
The Economist (20 Oct‐4 Nov 2011)e co o st ( 0 Oct o 0 )
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overall UTM blue ocean strategySTRATEGY2012‐2020
Affordableworld class quality innovative education
in tropical environment
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key amal indicators 2012‐2020 STRATEGY2012 2020
Indicators 2008 2011 2012 2015 2020
1 Staff with PhD 737 1018 1300 1800 2100
2012‐2020
2 SCOPUS journals 678 1078 2500 6000 15,000
ISI impact factors 153 553 1200 3000 7000
SCOPUS citation 1372 3791 5000 10,000 50,000
3 Postgraduate (%) 25% 46% 50% 60% 70%
Postgraduate no. 4,850 10,888 11,500 12,500 14,000
PhD students no. 1269 3439 4000 5000 7000
4 Mean Intake CGPA 3.11 3.47 3.60 3.80 4.00
5 Research grant (RM m) 124 103 120 200 400
6 Intellectual property 1075 2185 3000 6000 10 0006 Intellectual property 1075 2185 3000 6000 10,000
7 Spin‐off companies 1 12 100 400 1000
8 Staff research load 30% 50% 55% 60% 70%
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9 Endowment (RM m) 0 31.9 50 100 500
BOS implementationSTRATEGY
TRANSFORMATION UNIT
SUNRISE PROJECT
STRATEGY2012‐2020SECRETARIAT
BOS RAISE
TROPICANA PROJECT
SYNERGY PROJECT
BOS RAISE JOB CREATION PROJECT
BOS TROPICAL CAMPUS
NEW ACADEMIA PROJECT
BOS JOB CREATION
NEW ACADEMIA PROJECT
BOS NEW ACADEMIA
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BOS new academia project 2012‐2020STRATEGY2012‐2020
NEW ACADEMIA PROJECT
DESCRIPTION BUDGET (RM m) TASK FORCE
New Academia Stage 1 (2012) RM50/8 years Centre for BEng/BSc pedagogy
g ( )Stage 2 (2014)Stage 3 (2017)
/ yTeaching and Learning
N A d i St 1 (2012) RM50/8 C t fNew Academia MEng/MSc pedagogy
Stage 1 (2012)Stage 2 (2014)Stage 3 (2017)
RM50/8 years Centre for Teaching and Learning
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BOS tropicana project 2012‐2020 STRATEGY2012 2020
TOPICANA PROJECT DESCRIPTION BUDGET (RM m)
Eco‐Tropical JB Campus 5 bridges 20 rumah kampung 4 rumah panjang RM50 /8 years
2012‐2020
Eco‐Tropical JB Campus 5 bridges, 20 rumah kampung, 4 rumah panjang, 5 trails, river rehab, replanting trees. Scholar’s Inn (Phase 2)
RM50 /8 years
Eco‐Valley KL Campus Garden campus Jogging track Less traffic 50m/8 yearsEco Valley KL Campus Garden campus, Jogging track, Less traffic, 50m/8 years
Environmental Leadership Tropical survival, eco‐preneur, eco‐inventor, tropical environmentalist. Annually. 30 students (50% international)
RM8/8 years
1000 spin‐off From New Academia Projects. Multiple funding (UTM‐VC, MTDC, VC etc.)
RM100/8 years
Global CSR CSR Summer Programs Service Learning RM50/8 yearsGlobal CSR‐ eg CNN Heroes‐ eg BBC Global Challenge
CSR, Summer Programs, Service Learning RM50/8 years
Global impact. eg. Save Skudai River RM8/8 years
Global impact. eg. Making JB Safer RM8/8 years
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BOS synergy project 2012‐2020 STRATEGY2012 2020
PROJEC SUNRISE DESCRIPTION Budget (RM million)
10 l b S f h P i T U M l i l RM500 / 8
2012‐2020
10 top labs State‐of‐the‐art. Partnering Top U. Multiple funding
RM500 / 8 years
10 Flagship Projects Multiple funding, Global impact RM100/8 years
500 Top PhD 20 Top U Funding: JPA and UTM RM500/8 years500 Top PhD 20 Top U. Funding: JPA and UTM RM500/8 years
300 Transfer Top 20 Top first year students applied to Top U RM10/8 years
300 Top Post‐Doc Research partnership. Global exposure. High impact
RM50/8 yearsimpact
500 International staff Multiple funding, Global impact RM100/8 years
High Impact Publication 50 Science / Nature. Incentive RM5/8 years
50 best selling books Joint publications RM5/8 years50 best selling books. Joint publications RM5/8 years
Top‐10 highest cited papers. Incentive RM10/8 years
Editors in leading journals. Incentive RM5/8 years
High impact publications RM10/8 years
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High impact publications RM10/8 years
high impact publicationsSTRATEGY
Impact factor 36.101
2012‐2020
pBritish‐based
Impact factor 31.36US‐based
Originality, importance, interdisciplinary, timeliness, surprising conclusion Nobel routes
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conclusion, Nobel routes
BOS job creation project STRATEGY2012 2020
ACTION PLAN
Task force ICC
2012‐2020
JOB
Task force ‐ ICCPolicy changes – ProcurementPolicy changes – AUKUPolicy changes ‐ PEDAGOGY
Projects U d t ki
Quality enhancement.
Evaluation.
JOB CREATIONActivities
Value propositionMentoring program
Training and mentoring
Undertaking –assignment, evaluation, enterprising
Curriculum integration
New Academia Pedagogy
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BOS synergy project: Co‐branding STRATEGY2012 2020
ACTION PLAN
2012‐2020
Top U
Task forceCo‐branding scopeActivities
KAIST, SeatucN t k
Air‐Asia
CNN
BBC
Top U
(MIT’s Blossom,
HBS case
Value proposition
Group of 5 RU
Networks BBCstudies etc)
IskandarMalaysia,
Embassies
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BOS co‐brandingsudan national day 1.1.2012 STRATEGY
2012 20202012‐2020
Sudanese Ambassador HE Nadir Yousif Eltayeb Babike
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officiated Sudanese 56th National Day @ UTM
UTM research alliance: Top lab and flagship projects
● UTM RUG ‐ Platform Grant eg RM5 m
● UTM Annual operating Grant – eg RM300k● UTM Annual operating Grant – eg RM300k
● External Grant 1 – Public fund – eg RM300k
● External Grant 2 – Public fund – eg RM300k
● External Grant 3 – Private fund – eg RM300k
● External Grant 4 – Private fund – eg RM3 m
● UTM Endowment Grant eg RM1 m TransportQ lit● UTM Endowment Grant ‐ – eg RM1 m
● Venture capitals – eg RM3 m
● Contract R&D ‐ – eg RM5 m Mobile
Transport
Filter
Quality
Modelingg
Water LabFilter
ROFouling
Control
Business
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ROFouling
central laboratories funding & financial framework
UTM Platform GrantUTM E d t G tUTM Endowment Grant
Research Utilization C lt Utili tiResearch Utilization
Fee Receivables 100%
Consultancy Utilization
Fee Receivables 100%
Maintenance 25%Consumables 25%New equipment 25%
Maintenance 15%Consumables 10%New equipment 15%q p %
OT, Lab etc. 25%New equipment 15%UTM Bursar 25%Consultants 35%
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UTM organizational structureKAI, reporting structure, e‐LPPT STRATEGY
E.g. E.g.
STRATEGY2012‐2020
Task Force 20% 10%
ResearchAlliance
30% 50%
Faculties 50% 30%
Support units 10%
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UTM: towards global brand?SUCCESSSUCCESSFACTORS
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success factorsSUCCESSSUCCESSFACTORS
CommitmentUnderstanding
Enjoy the challengesEngagement
Teamwork Long termTeamwork Long term, sustainability
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mutiara hadithSUCCESS
ىَدُهلاَنمُهللاَينَثَعَباَمُلَثَم:َلَاقملسوهيلعُهللاىلصيبنلانعُهنعُهللاَيضَرىَسوُمْيبَأْنَع
SUCCESSFACTORS
ىدهلا نِم هللا يِنثعب ام لثم :لاقملسوِهيلعهللاىلصِيبنلا نعهنعهللايِضرىسوميِبأنعَبْشُعْلاَو َألَكْلا ِتَتَبْنَأَف ،َءاَمْلا ِتَلِبَق ٌةَّيِقَن َاهْنِم َناَكَف ،ًاضْرَأ َباَصَأ ِرْيِثَكْلا ِثْيَغْلا ِلَثَمَك ِمْلِعْلاَو،اْوُعَرَزَو اْوَقَسَو اَهْنِم اْوُبِرَشَف َساَّنلا اَهِب ُهللا َعَفَنَف ،َءاَمْلا ِتَكَسْمَأ ُبِداَجَأ اَهْنِم ْتَنَاكَو ،َرْيِثَكْلانْيديفَهُقَفْنَمُلَثَمَكلَذَف،ًأَلَكُتبْنُتَالَوًءاَمُكسْمُتَالٌناَعْيقَيهاَمَّنإىَرْخُأًةَفئَاطاَهْنمَباَصَأَو ِنيِد يِف هقف نم لثم كِلذف ،ألكتِبنتالوءامكِسمتالناعيِق يِهامنِإىرخأةفِئاطاهنِمباصأوْيِذَّلا ِهللا ىَدُه ْلَبْقَي ْمَلَو ،ًاسْأَر َكِلَذِب ْعَفْرَي ْمَل ْنَم ُلَثَمَو ،َمَّلَعَو َمِلَعَف ِهِب ُهللا َيِنَثَعَب اَم ُهَعَفَنَو ِهللا
.يراخبلا هاور .ِهِب ُتْلِسْرُأ
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mutiara hadith SUCCESS
Daripada Abu Musa r.a., meriwayatkan bahawa baginda Rasulullah s.a.w. bersabda: Perumpamaan ilmu dan hidayah yang dengannya aku diutus oleh Allah SWT adalah
h j l b i b i (B i b h i k d i h)
FACTORS
seumpama satu hujan lebat yang menimpa bumi. (Bumi terbahagi kepada tiga tanah) ● Pertama ialah tanah baik, lembut dan menyerap air yang kerananya tanah menjadi subur,
menumbuhkan tumbuh‐tumbuhan yang banyak. ● Kedua ialah tanah yang keras tidak menyerap air tetapi dapat mengumpulkan air bagiy g y p p p g p g
keperluan manusia, binatang ternak dan tanam‐tanaman yang lain. ● Ketiga ialah tanah yang keras yang tidak menyerap dan tidak dapat mengumpulkan air dan
tidak menumbuhkan tanam‐tanaman. (Begitulah dengan manusia yang terbahagi kepada tiga golongan)(Begitulah dengan manusia yang terbahagi kepada tiga golongan):● Mereka yang diberi faham agama dan mendapat hidayah. Dengan hidayah itu mereka
mengenaliku, mendapat manfaat dengan ilmu yang diberikan Allah SWT kepadaku. Mereka belajar dan mengajarkan kepada orang lain.
● (Golongan kedua) ialah yang tidak mengambil manfaat bagi dirinya tetapi orang lain dapatmanfaat darinya.
● (Golongan ketiga) ialah orang yang tidak peduli dirinya dan tidak mendapat hidayah Allah SWT apa yang diturunkan melalui aku (Hadis Riwayat Bukhari)
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SWT apa yang diturunkan melalui aku. (Hadis Riwayat Bukhari).
personal color for 2012
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Brightness ● Clarity ● Freshness ● Versatility ● Sincerity
Happy New Year 2012Lets move forward together fasterLets move forward, together, faster
Thank you
www.utm.my innovative ● entrepreneurial ● global 60Kyoto, Sept 2011© Zaini Ujang
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