BLUE OCEAN STRATEGY: Bagaimana merealisasikaan konsep BOS untuk mencapai keberkesanan pengurusan

sekolah? OLEH

Mary Yap Kain Ching ( PGDK,JP )Perunding Kanan

Institut Aminuddin Baki

Objektif Ceramah

Berkongsi ilmu tentang konsep Blue Ocean Strategy (BOS)

Relevan dengan pengurusan sekolah :

Bagaimana merealisasikaan konsep BOS untuk mencapai keberkesanan pengurusan sekolah? ( Pembangunan Organisasi)

ADAPTASI BOS OLEH KPM

BOS – DUNIA PERNIAGAAN TETAPI TIDAK BERERTI KONSEP & PRINSIP TIDAK BOLEH DIADATASIKAN DAN APLIKASIKAN DI KONTEKS PENDIDIKAN

AJK BOS DIKETUAI OLEH YBHG. TAN SRI DATUK Dr. ZULKARNAIN HJ AWANG ( KSU) & YBG. DATO’ ALIMUDDIN BIN MOHD.DOM ( KPPM)

PENGURUSAN PENGETAHUANPENGURUSAN PENGETAHUAN SISTEM PENGURUSAN SISTEM PENGURUSAN SEKOLAHSEKOLAH

KECEMERLANGANKECEMERLANGAN

MURIDMURID

PERHUBUNGAN PASUKANPERHUBUNGAN PASUKAN

MEMIMPIN DENGAN IMPERATIF MORALMEMIMPIN DENGAN IMPERATIF MORAL

PEMAIN PASUKANPEMAIN PASUKANKOLABORASIKOLABORASI

KELESTARIANKELESTARIAN KECEMERLANGANKECEMERLANGAN

KEPIMPINANKEPIMPINANPEMBANGUNAN PERIBADIPEMBANGUNAN PERIBADI

BUDAYA DAN NILAI-NILAIBUDAYA DAN NILAI-NILAI

MODEL PEMBANGUNAN ORGANISASIMODEL PEMBANGUNAN ORGANISASIUNTUK SEKOLAH-SEKOLAH DI MALAYSIAUNTUK SEKOLAH-SEKOLAH DI MALAYSIA

(Yap et al 2008)

Perhatian!!!

BLUE OCEAN STRATEGY adalah untuk pihak yang bersedia dengan kesanggupan melakukan perbedzaan dengan keluar dari status quo ke arah kejayaan dalam melastarikan kecemerlangan diri atau institusi.

MALU DENGAN KESEDERHAN MEMIKIR DILUAR KOTAK

konsep BOS RED OCEAN VS BLUE OCEAN

PERSAINGAN TIDAK RELEVAN LAGI

INNOVASI YANG BERNILAI (VALUE INNOVATION )

PERBEDZAAN ( DIFFERENTIATION)

KOS RENDAH ( LOW PRICE)

e.g 3 in 1 Nescafe ; Cup Noodles

Celcom Modem

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

BAGAIMANA DENGAN SEKOLAH????

Alat-alat analytikal :

Visualization strategy Six Paths Framework ERRC Grid Fair Process ( 3Es)

Stail Kepimpinan Tipping Point Leadership

RED OCEAN VS BLUE OCEAN strategy

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 EBUAH SEKOLAH YANG TERCICR

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 pengjauhan diri dari persiangan dengan kos rendah

Inovasi dengan kos yang rendah

Inovasi dengan ssitem permuafakatan dengan komuniti

strategi visualizing

1. Kesedaran Visual

Mengesan strategi yang perlu diubah

Membuat perbandingan dengan kompetitor semasa.

2. Explorasi Visual

Explorasi;

Memerhati kelebihan tindakan alternatif ;

Cari aspek /faktor untuk dibuangkan , diubah atau dicipta.

3. Strategik Visual

Menetapkan strategi untuk dilaksanakan berdasarkan data yang didapati daripada pemerhatian;

Mendapat maklumbalas ;

Menggunakan maklumbalas untuk menetapkan strategi pelaksanaan.

4. Komunikasi Visual

Menyedarkan profil strategik dahulu dan profil strategik semasa untuk membuat perbandingan yang mudah dan berkesan;

Menyokong projek dan penggerakan operasional yang akan dapat merapatkan jurang perniagaan.

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 ( Kim & Mauborgne, 2005)( Kim & Mauborgne, 2005)

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” ( Kim & Mauborgne, 2005 )

I

IDENTIFICATION OF HOT SPOTS

HOT SPOTS VS COLD SPOTS

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

Alat Analytikal : Kerangkah Kerja Empat Langkah ( FOUR ACTIONS FRAMEWORK )

MENCIPTAKANMENGHAPUSKAN

MENINGKATKAN

KURV NILAI BARU

MENGURANGKAN

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

ELIMINATE Competition in the red ocean at district or state

levels e.g Sekolah Harapan NegeriNon-performing staff Indifference

RAISERaise 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

REDUCERed tape from Ministry of Education or State Education DepartmentTop- down management Teacher-centred learning ( chalk and talk )

CREATENiche areas – curriculum & co-curriculum;O-level examinationsA-level examinationsInternational Baccalaureate (IB)The emerging new studentsThe emerging new learning preferences

Figure 2: Eliminate-Reduce-Raise-Create Grid: The Case of A Cluster School of Excellence

THE EXECUTION CONCEQUENCES 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

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

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

Tipping Point Leadership

Focus on the extremes:Cognitive Barrier Experience it first hand.

Motivation Focus on king pins, fish bowling & atomise.

Limited resources Feed hot spots, starve cold spots.

Politics Silence devils, court angels, recruit Consigliere.

BOS : Berani menghadapi cabaran JANGAN MERASA TERANCAM DENGAN

PERUBAHAN

BERSIKAP POSITIF TENTANG PERUBAHAN

MENGURUS PERUBAHAN DAN JANGAN MEMBIARKAN PERUBAHAN MENGURUS KITA!

REINVENT OURSELVES BY LEARNING, UNLEARNING & RELEARNING!!!

TERIMA KASIH & BACALAH BLUE OCEAN STRATEGY ( W. Chan Kim & Renee Mauborgne, 2005)