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!!!