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© DAR 2010 2008 2009
3
F
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DTSP April 2010
02/22/10
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…some 9 years ago…
© DAR 2010
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02/22/10© DAR 2010 2002 2003© DAR 2010
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02/22/10© DAR 2010 2004 2005© DAR 2010
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…the journey from 2005…
2005: Scenario
Planning
© DAR 2010
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2013
U n i v e r s i t
i A P E
X :
M e m p
e r k u k u
h k a n
A s a s
2 0 1
0
2 0 1 1
2 0 1 2
© DAR 2010
:
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02/22/10© DAR 2010
Laying theFoundation
: -AN OPTION
2010
2004 20082001 2012
DeliveringExcellence
Recurring Theme: Driving Transformational Change for the Future21 Centur0 Century
2007 APEX journey2013
1
2
3
4
5
6
7
8
910
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02/22/10© DAR 2010
“Challenge
the status quo”-Tan Sri Mohd Sidek Hassan
Jan 24, 2008, USM, Penang
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AA
Source: MOHE, 2007
About 500 days later….
Sept 3 – Jan 21
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02/22/10© DAR 2010
Research and Innovation
Accelerated Programmefor Excellence
since Sept. 2008
Dzulkifli Abdul Razak [email protected] behalf of
Universiti Sains Malaysia
APEX Review21-22 January 2010, USM, Penang
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About 400 days before…
• Exuberance plus initial confusion andmadness…short-lived!
• Ripples of mindset changes…REALITYsets in!
• “Business Unusual” gradually takinggrip…
• The start of REAL changes at somelevels in USM…
© DAR 2010
REALITY CHECK
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http://history.nasa.gov/ap08fj/photos/e/as08-13-
“Houston,
we’ve gota problem here” - James Lovell
from A pollo 13 - Service and Lunar Module
10:08 p.m. EDT on April 13, 1970,when the SLM was crippled by anexplosion in- flight resulting in
loss of O2 and power
REALITY CHECK
withdraw APEXtighten autonomydisciplinary action padan muka…etc
“Failure is notan option”
- Eugene F Kr
from NASA Mission Operatio
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Utusan, 10 Jun 2009
….dismissing those calling for the review of the university’s apex status and theresignation of certain individuals as “verysilly.”
“Mistakes will happen. In order for USM toexcel, allowance for mistakes must be made.Furthermore, this was a technical glitch — asmall mistake to me,” he said beforedelivering a keynote address at MiCRA The Star, June 10, 2009
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Pierre Vivant's Traffic Light Tree(Roundabout) near Canary Wharf, London
farm1.static.flickr.com/64/181799257_704bcfde...www.grand-illusions.com/.../mainimage.jpg pro.corbis.com/images/42-18391499.jpg?size=57...
02/22/10© DAR 2009
MIXED SIGNALS
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02/22/10© DAR 2010 http://www.expeterra.com/images/everest.jp
2
3
4
1
Foreign Element
Transforming Ideas
We are here today!
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02/22/10© DAR 2010
• Raising the Capacityfor Knowledge andInnovation
• Moving the
Economy up theValue Chain
• Addressing PersistentSocio-EconomicInequalities
• Improving theStandard andSustainability of Quality of Life
• Strengthening theInstitutional andImplementationCapacity
• Enhanced, robustEducation system
• The New“Eco”nomic Model
• Improving Low IncomeHousehold
• Improving RuralBasic Infrastructure
• Enhanced PublicSafety
• War on Corruption
• Improving UrbanPublic Transport
NATIONAL MISSION APEX AGENDANATIONAL
KRA
• Transforming highereducation forsustainable tomorrow
• Creating cutting-edge
research clusters/platforms/activities
• Reaching out towardsthe ‘bottom billions’
• Translating Sustainability into
action via thesejahtera concept, andthe ‘University in aGarden’
• Leveraging onScenario Planning -the ‘Blue OceanStrategy’ - Changemanagement
APEX Agenda – Putting in Context:Fast Forward
© DAR 2010
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society
http://www.boston.com/ae/theater_arts/exhibitionist/money_tr
environment economy
© DAR 2010
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13 November 07 (c) The Bonsey Design Partnership PL.www.bonseydesign.com (modified) 27
Visibility power
Better recognised
Higher profile
Ability to attract
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Video: Transformation
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© DAR 2010
Branding Advocacy
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02/22/10© DAR 2010
Branding Advocacy3,000 Students &Staff 2009
© DAR 2010
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@40A UNU Regional Centre of Expertise
Education for Sustainable Development
Designated by
© DAR 2010
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02/22/10© DAR 2010
Creating cutting-edge researclusters/platforms/activities
APEX AGENDA
• Transforming highereducation forsustainable tomorrow
• Creating cutting-edgeresearch clusters/platforms/activities
• Reaching out towardsthe ‘bottom billions’
• Translating Sustainability into
action via thesejahtera concept, andthe ‘University in aGarden’
• Leveraging on‘Scenario Planning’ -the ‘Blue OceanStrategy’ - Changemanagement
A Copernican change hastaken place with regard to theroles of Higher EducationInstitutions (HEIs). No longer donational systems of highereducation lend prestige to theirconstituent parts, theinstitutions: rather, the opposite
is true. It is the internationallyacknowledged qualities of individual institutions whichlend prestige to the national
systems to which theybelon .
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02/22/10© DAR 2010© DAR 2010
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Monday, November 2, 2009
USM decodes 2bn baseRubber Treegenome – world’s 1st
Change #1
H i g h I n c o m e , S o c i e
t y
© DAR 2010
l d h i i f
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• Bangladesh Ministry of Agriculture and JuteResearch Institute – JuteGenome Project• Vietnam Military Medical
University, Hanoi –Chikungunya DiagnosticKit
• One fungal and oneindigenous plant genomefrom South Africa (Durban© DAR 2010
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Next step…speed is the essence!
• 1. Specific research collaboration include:• MARDI – two to three specific genome projects (need to be started very soon)
• CAAT (Doping Control Centre) – Developing High Performance Computing Centre forUSM/Malaysia Computational Research and to attract science/technology tenants toSAINS@USM esp on drug development at competitive cost.
• Big Transcriptome Projects
• 2. Creation of a spin-off company to expedite collaborativeresearch efforts and handling of potential intellectual property rights resulting fromCCB@USM’s chemical biology genome based discovery platform.
• 3. Revenues generated from enterprise activities under CCB@USM’s
chemical biology genome based discovery platform (i.e. fee for services generatedfrom genome sequencing and soon to be provided genotyping, chromosome sorting, andcrystallographic services, etc.)
© DAR 2010
Collaboration with Sime Darby on Palm
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Source: Expert intervi
•Currently research still at the lab stage•Create high-yield palm to drive higher fresh fruit bunchyield; currently national average fresh fruit bunch yield~20 tons/hectare
•Achieved via biotechnology – first understand the oil palm
DNA followed by modification of genes that
Palm DNAsequencing
DNAModification
Palm nursery High yield robust pal
15-20
years
Collaboration with Sime Darby on PalmOil Genome
Basic research Market (identified
Higher yieldingproduct butstill commodity play
Technology
YB D t ’ S i Kh l d N di
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YB Dato’ Seri Khaled Nordin:
• Kita mempunyai banyak hasil penyelidikan daninovasi yang boleh dibanggakan. Penemuangenom getah yang hasilkan oleh Pusat BiologiKimia, Universiti Sains Malaysia (USM) ... antarainovasi tempatan bertaraf dunia yang bolehdikomersialkan oleh industri. Saya percaya, jikaproduk dan hasil penyelidikan universiti kitaberjaya dikomersialkan secara optimum, hasrat
kerajaan untuk membawa model ekonomi baruberteraskan inovasi akan terlaksana.
Sumber: Khaled Nordin, Universiti, industri saling memerlukanmaju negara, Berita Harian, 26 Dis 2009
IPT mesti dibantu institusi
masyarakat untuk jadi ejenperubahan
© DAR 2010
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02/22/10© DAR 2010 http://www.evolvefish.com/fish/media/T-EvolutionRing_Detail.gif
Out of Asia (Malaysia) ?
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Video: Arkeologi
Ch #3
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Change #3
S o c i e t y
, E c o n o m y
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© DAR 2010
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1-3 October 2009 (field trip 3
October)© DAR 2010
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Change #4
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The collaboration is vital if Malaysia isto become a key player in theinternational collagen market, andenable the country to emerge as a
pioneer in developing a halal
- 5 October 2009
Australia's Holista Colltech to
collaborate with USM
Change #4
H i g h I n c o m e , S o c i e t y
© DAR 2010
Industrial uses:
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• it produces gelatin, which used in many foods.
• some of the collagen based dietary supplements doesimprove quality of skin and finger nails.
• also great as glue. In fact the oldest glue ever used,
dated some 8000 years back was collagen.• to hold utensils but even now its still very useful for
musical instruments like the violin and guitars
• on reheating can be softened easily unlike thesynthetic plastic adhesives which are permanent.
Medical uses:
• well known for cosmetic surgery• for burns surgery too
• great for construction of artificial skin substitutes likeskin burns
• used with a mixture of fibroblasts, growth factors,silicone and glycosaminoglycan
• be either bovine or procine,
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http://outeasy.files.wordpress.com/2007/05/sharonstone
Before
APEXAfter
APEX
© DAR 2010
Electronic Industry RoadChange #5
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Electronic Industry Road
Source: Modified from MIGHT Hi-Technology Report, 2
Change #5
E c o n o m
y , S o c i e t y
© DAR 2010
E EC t f El t i l E i i
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Vis
ion
oft h
eCE E
• An enriched ecosystem with engineering talent
• Successful collaborative research projects which would lead to
new product development / processes / materials
• Higher value added graduate / post-graduate programmes withelective courses and internships
• Stronger collaborative platform between industry and academia
• CEE augments the initial access for local companies to global
experts for product & technology development
Source: Khazanah Nasional Berhad -USM-IIT Kanpur,
Centre of Electrical Engineering
C E To provide fertile ground for the development of
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Ob j
ectiv e
softh
eC E • To provide fertile ground for the development of
human capital through students, academia andinteraction with the industry
• To develop a supportive framework for the
development of incremental technologies, for thebenefit of all
• To tap into the resource base of all participants forthe growth, development and dissemination of knowledge and technology
• To provide a platform for development andcommercialization of technology through apartnership of academia, applied research centresand industry
• To create a platform for developing a greater mutual
understanding and a forum for meaningful sharingof resources and knowledge
Source: Khazanah Nasional Berhad -USM-IIT Kanpur, 2
C Human Capital Development
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Ke
yActi
vit i
eso f
theC • Human Capital Development
• This will focus on areas of specific technology areas, based on industry needsor emerging trends.
• Development of electives which can be incorporated into the currentEngineering programmes.
• Joint academic programs which can be developed and offered through theCentre for both existing students as well as those seeking to further theireducation in specific fields
• Research Programmes• Research activities based on the specific needs of industry.
• Academic research in technology areas, based on mutual agreement of both
institutes and with industry, if necessary.
• Exchange Programmes• Sabbaticals for Professors/ Academics in industry and conversely for industry
technologists with the institutions
• Internships for graduate/ post graduate/ post doctoral students with thecompanies
Source: Khazanah Nasional Berhad -USM-IIT Kanpur, 2
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Mon. Nov. 23, 2009
By Marina Emmanuel
© DAR 2010
DRB-HICOM in talks to manufactureh b id hi l
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hybrid vehicles• SHAH ALAM, Dec 30 (Bernama) -- Malaysian automotive conglomerate, DRB-HICOM Bhd,
aims to introduce its own hybrid car by 2012 in line with the government’s objective topromote hybrid and electric vehicles and development of related infrastructure.
• Group director of automotive, Datuk Nik Hamdam Nik Hassan, said the company was
currently in talks with three potential partners to manufacture the car and hoped tofinalise the deal next year. "Besides the assemble, we want to have our own hybrid carthat we can call it HICOM hybrid.
• It will take 18 to 24 months to have this car to come on stream," he told a media briefingon the company’s automotive business update here today. Nik Hamdam, who declined toname the parties, however, said one of them was DRB-HICOM’s existing partner.
• It is targeted for commercialisation by 2011, he said. DRB-HICOM, through its
unit Modenas (Motosikal Dan Enjin Nasional Sdn Bhd), is already in joint developmentworks with Petronas and Universiti Sains Malaysia to build hybrid/electric motorcycles.
• Dec 31, 2009 (The Star) He[Nik Hamdam] said the group’s 70 per cent-owned subsidiary,Motosikal dan Enjin Nasional Sdn Bhd (Modenas), has collaborated with both PetronasResearch and Universiti Sains Malaysia to manufacture its electric motorcyle.
Change #6
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02/22/10© DAR 2010Prof. Zainul Fadziruddin Zainuddin, Director, Innovation Office, Universiti
Sains MalaysiaHasannudin Saidin, Director, Government Pro rams, IBM Mala sia
Bridging the Communication Gapbetween Research Organisationsand Industries
IXC Malaysia
IXC Malaysia
The establishment of IXC Malaysia is part of the International Innovation Xchange that
comprises of IXC Australia and IXCUnited Kingdom which are non-profit based.
Change #6
H i g h I n c o m e , S o c i e
t y
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Universiti Sains Malaysia (USM)has established IXCMalaysia Berhad (IXC) as a special body that will
become a platform for knowledge andinnovation exchange at the international network
level. IXC Malaysia Berhad, one of the three centres of its kind
in the world. The other two are in Australia and the UnitedKin dom. The centre will act as an intermediar for interested
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Vault=
information
IXCintermediary
Clientele
Vault
© DAR 2010
Partnering for innovationPartnering for innovation
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02/22/10© DAR 2010 BDP_USM_031108_v113 November 07
(c) The Bonsey Design Partnership PL.
www.bonseydesign.com63
Partnering for innovationPartnering for innovation
Reaching out towards
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02/22/10© DAR 2010
Reaching out towardsthe
‘bottom billions’
APEX AGENDA
•Transforming highereducation forsustainable tomorrow
• Creating cutting-edgeresearch clusters/platforms/activities
• Reaching out towardsthe ‘bottom billions’
• Translating Sustainability into
action via thesejahtera concept, andthe ‘University in a
Garden’
• Leveraging on‘Scenario Planning’ -the ‘Blue OceanStrategy’ - Changemanagement
Negotiating Peace for Mindana12-15 Jan 2010 in Penang
S o c i e t y , E n v i r o n m
e
n t
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02/22/10© DAR 2010
Jan 20, 2001
Jan 20, 2010
© DAR 2010
Translating Sustainability i
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02/22/10© DAR 2010
Translating Sustainability iaction via sejahtera concep
and The University in a Gard
APEX AGENDA
• Transforming highereducation forsustainable tomorrow
• Creating cutting-edgeresearch clusters/platforms/activities
• Reaching out towardsthe ‘bottom billions’
• Translating Sustainability into
action via thesejahtera concept, andthe ‘University in a
Garden’
• Leveraging on‘Scenario Planning’ -the ‘Blue OceanStrategy’ - Changemanagement
E c o n o m
y , S
o c i e t y , E c o l o g y
Master Plan LayoutMaster Plan Layout
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02/22/10© DAR 2010
Master Plan LayoutMaster Plan Layout
INCUBATORS
INCUBATOR A – GFA:31,157 sq.ft. (2 storey)
INCUBATOR B – GFA:31,157 sq.ft. (2 storey)
INCUBATOR C – GFA:46,727 sq.ft. (3 storey)
INCUBATOR D – GFA:165,196 sq.ft. (6 storey)
INCUBATOR E – GFA:147,080 sq.ft. (8 storey)
INCUBATOR F – GFA:110,310 sq.ft. (6 storey)
INCUBATOR G – GFA:110,310 sq.ft. (6 storey)
© DAR 2010
preliminary design of sains@usm
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architectural brief
Hotel andconvention
centre
Residences
International
School
Sciences
and arts
Incubators(7 blocks)
Business
Incubators and
offices
Green area for
recreational and
business activities
© DAR 2010
Building Components – Gross Floor Area
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02/22/10© DAR 2010
Building Components – Gross Floor Area
No. BUILDING COMPONENTS Gross Floor Area(sq.ft)
1Sciences & Arts IncubatorsLaboratory-based Incubators for Sciences & Arts.Ancillaries including M&E Building, PPU Building, Surau, Asset &Landscape Management Building, Childcare Centre & Outdoor Café &Outdoor Amphitheatre
641,924
51,605
2 Business IncubatorsModular space provided for business start-ups, entrepreneurs andcorporate/ professional support services
362,781
3 Hostels & Residence 308,698
4 International School 50,000
5 Convention & Exhibition Centre & Guests’ Accommodation 358,930
TOTAL 1,773,938
© DAR 2010
Major milestones since December 2008
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19 December 2008
– The Board of Directors of USM approved the proposed master plan layout of sains@usm to be submitted to Majlis Perbandaran Pulau Pinang (MPPP).
December 2008 – March 2009
– Preparation of final application dossier and various submission reports, as well asendorsement of supporting documents (e.g. land titles, master plans, survey plans, etc.)by USM, the Director-General of Land & Mines, etc.
16 April 2009
– Submission of the Application for the Development Order for sains@usm to MPPP, via
the Council’s One-Stop Centre.
April 2009 – November 2009
– Interactions with the various regulatory and approving departments at MPPP, as well asFederal regulatory agencies such as JKR, Jabatan Alam Sekitar, etc.
11 December 2009
– Received approval from MPPP for the Development Order for sains@usm. USM must
submit building designs for approval by MPPP within 12 months upon issuance of Development Order, or the D.O. will lapse.
Major milestones since December 2008
© DAR 2010
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Source: Modified from MIGHT Hi-Technology Report, 20
Information Communication Technology
• ENSTEK Tech Park, N. Sembilan
• Technology Park, K Lumpur
• Nilai Biotech Cluster, N. Sembilan
• ICT, MSC, Cyberjaya
• Bayan Lepas FIZ, Penang
• Kulim High Tech Park, Kedah
sains@usm, Bkt Jambul, Penang
© DAR 2010
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KLEC GLOBAL CAMPUS
© DAR 2010
GRADUATE SCHOOLs
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RESEARCH CLUSTERS
GRADUATE SCHOOLs
SCHOOL OF SOCIAL WORK
SCHOOL OF ECONOMICS
http://dragonartz.files.wordpress.com/2008/12/_vector-tree-preview2-by-dragonart.png?w=495&h=495
INSTITUTES/CENTRES/UNITS
SCHOOLS
© DAR 2010
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KLE MEDICAL CAMPUS
© DAR 2010
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MAIN CAMPUS
HEALTH CAMPUS
ENGINEERING CAMPUS
BERTAM CAMPUS
KLEC GLOBAL CAMPUS
KLE MEDICAL CAMPUS
http://www.cherrytreebooks.net/Images/CTBooksT© DAR 2010
Leveraging on Scenario Plann
APEX AGENDA
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02/22/10© DAR 2010
Leveraging on Scenario PlannBOS and Change Manageme
APEX AGENDA
• Transforming highereducation forsustainable tomorrow
• Creating cutting-edgeresearch clusters/platforms/activities
• Reaching out towardsthe ‘bottom billions’
• Translating Sustainability into
action via thesejahtera concept, andthe ‘University in a
Garden’
• Leveraging on‘Scenario Planning’ -the ‘Blue OceanStrategy’ - Changemanagement
Resources
GlobalAgenda
Autonomy&
Accountability
Leveraging on Scenario Plann
APEX AGENDA
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02/22/10© DAR 2010
?
Leveraging on Scenario PlannBOS and Change Manageme
APEX AGENDA
• Transforming highereducation forsustainable tomorrow
• Creating cutting-edgeresearch clusters/platforms/activities
• Reaching out towardsthe ‘bottom billions’
• Translating Sustainability into
action via thesejahtera concept, andthe ‘University in a
Garden’
• Leveraging on‘Scenario Planning’ -the ‘Blue OceanStrategy’ - Changemanagement
AutonomyAccountabilityGlobal
agenda
Sustainability-ledMDG/EfSD
Futurerelevance
Bureaucracyin Governance
Talent
“mismatch“
People-ledLocal solutions
Gaps inResources
High
Low
Qualityof Services
Blue Ocean Space
USM-APEX
Eliminate &/orReduce Raise Create
?
USM Overall PerformanceSummary
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87.5 %,2008*
100 %,2010*
APEX
2013
USM Overall Performance2005 - 2009
%
APEX Sept
77.90 77.16
104.70111.1
120 %, 2010*
2005 2007 2009
*Min
%
for
the
year
75 % asEntryPoint,2005*
© DAR 2010
You have not
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You have notdisappointed us!
- Chairperson APEX Audit Committee,
Jan 21, 2010
© DAR 2010
52013
What next?
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02/22/10© DAR 2010 http://www.expeterra.com/images/everest.jp
1
2
3
4
1
Foreign Element
Transforming Ideas
We are here today!
What next?
© DAR 2010
2013
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02/22/10© DAR 2010
2013
2010
…what mattersmostis how we see
USM© DAR 2010
e
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Step-
change
paradigm, technology,
process,new
century
Discontinuit
y
Old
paradigm, technology,
process,century
Limit of competitive
value
ParadigmParalysis
Co
mp
etitiveAd
va
ntage
Time, Ideas, Effort2010, Sustainability, BOS
Burnout
© DAR 2010
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© DAR 2010
• King of the Beast
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g
• Speed is the essence
• Agile, fast• Fearless
• Take risk
© DAR 2010
eSustainable Future
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Sustainabl
eDevelopm
ent
Limit of unsustainability
Co
mp
etitiveAd
va
ntage
2013
Stark Reality
2010
© DAR 2010
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02/22/10© DAR 2010 October 10, 2008
ParadigmParalysis
USM too!
…is this… ..ourh i ?
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choice?
Source: Ben Heine
?… our future?
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© DAR 2010
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ww.lmcuk.com/.../3183563_high.jp
www.sipco.com.my/blue_ocean_01.g
BLUE OCEAN RED OCEAN
© DAR 2010
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02/22/10© DAR 2010
Blue OceanStrategy
Workshop
25 Jan. 2010© DAR 2010
TRANSFORMATIONNew EducationModel
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www.bookcrossing.com/images_artists/TendingO
TRANSFORMATION
© DAR 2010
TRANSFORMATIONNew Economic Model
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http://worldphotoday.com/
TRANSFORMATION
© DAR 2010
• The Prime Minister on Innovation
• “ Innovation is an important national agenda
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• Innovation is an important national agenda.
• The Government will transform Malaysia through : acomprehensive innovation process, comprising innovationin public and private sector governance, societalinnovation, urban innovation, rural innovation, corporateinnovation, industrial innovation, education innovation, healthcareinnovation, transport innovation, and branding innovation.
• Part of this innovation initiative is being implemented, throughmeasures such as 1Malaysia Concept, National Key Result Areas(NKRAs), Key Performance Indicators (KPIs), new economic modeland the establishment of PEMUDAH, PEMANDU and NEAC.
• The Government is committed and serious in undertakingTOTAL INNOVATION to elevate the nation to a moreadvanced economy. Innovation Leadership for 1United,Innovative Malaysia.”
The Prime Minister Budget 2010 Speech© DAR 2010
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www.wordle.net
Technical
Universiti Sains Malays
© DAR 2010
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http://katardat.org/russia/pictures/photos-collectivisation/Zelma-© DAR 2010
REINVENT
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https://reader010.{domain}/reader010/html5/0625/5b30f2bbd
REVISIT
REINVENT
RELEARN
© DAR 2010
ProcessService
YESTERDAY TODAY
TRANSFORMATION
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ProductProduct Product
Process Service
Service
Human
Relationship
Social-Cultural
Natural
Tangible Values
(KPI)
Intangible Values (KIP)
LessDifferentiat
ed
LeastDifferentiate
d
Land Financial
Technology
KnowledgeIntellectual
Other Physical
Resources
TRANSFORMATION
© DAR 2010
TODAY YESTERDAY
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Copyright © henry toromoreno, 2009. All rights reserved.© DAR 2010
TRANSFORMATION
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Strengthening the
Foundation© DAR 2010
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www.maniacworld.com/face-in-trees-illusion.j© DAR 2010
APEX
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APEX UNIVERSITY
© DAR 2010
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cdatoday.ministryeducation.org.au/wp-content /.. © DAR 2010
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Intangible Values (KIP)Human Values
Tangible Values(KPI)
Human Capital
© DAR 2010
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http://blog.success.com/wp-content/uploads/2009/05/shape-of-your-life-s-curve-fi -2.
TheAPEXGap
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02/22/10© DAR 2010
Since 1969
Acknowledgement &
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02/22/10© DAR 2010
This presentation and the opinions expressed are those of theauthor as of the date of writing and are subject to change. It hasbeen prepared solely for purposes of education, information anddiscussion by the recipients. Any reference to pastdata/indicators are not necessarily a guide to the present andfuture. The information and analysis contained in this publicationhave been compiled or arrived at from sources believed to bereliable, and are duly acknowledged. The author does not makeany representation as to their accuracy or completeness anddoes not accept liability for any loss arising from the use hereof.
Neither this document nor any copy thereof may be sent to or
taken into territories/places where the use and the distributionmay be restricted by local law and/or regulation.
This document may not be reproduced either in whole, or in part,without the written permission of the author© DAR 2007-09
Acknowledgement &
Disclaimer
TRADITIONALAPPROACH TO
DEVIANCE
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APPROACH TOCHANGE
1.Leadership asPath
Breaker
- Primaryownership andmomentum for
change comefrom above
APPROACH TO
CHANGE1.Leadershipas
Inquiry
- Leaderfacilitatessearch;
communitytakes ownershipof the quest forchange
Source: Pascale, R T & Sternin J, Your Company’s Secret Change Agent, HBS, May 200© DAR 2010
TRADITIONALAPPROACH TO
DEVIANCE
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APPROACH TOCHANGE
2.Outside In
- Experts identifyand disseminate
best practices
APPROACH TO
CHANGE2. Inside Out- Community
identifies pre-
existingsolutions andamplifies them
Source: Pascale, R T & Sternin J, Your Company’s Secret Change Agent, HBS, May 200© DAR 2010
TRADITIONALAPPROACH TO
DEVIANCE
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APPROACH TOCHANGE
3.Deficit Based- Leaders deconstruct
common problemsand recommends
best-practicesolutions.Implications: “Whyaren’t you as goodas your peers”?
APPROACH TO
CHANGE3.Asset Based- Community
leverages pre-
existingsolutionspracticed by
those whosucceed againstthe odds
Source: Pascale, R T & Sternin J, Your Company’s Secret Change Agent, HBS, May 200© DAR 2010
TRADITIONALAPPROACH TO
DEVIANCE
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APPROACH TOCHANGE
4.Logic Driven- Participants
think into a
new way of acting
APPROACH TO
CHANGE4.LearningDriven
- Participants act
into a new wayof thinking
Source: Pascale, R T & Sternin J, Your Company’s Secret Change Agent, HBS, May 200© DAR 2010
TRADITIONALAPPROACH TO
DEVIANCE
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APPROACH TOCHANGE
5.Vulnerable toTransplantRejection
- Resistancearises fromideas imported
or imposed byoutsiders
APPROACH TO
CHANGE5.Open to Self-Replication
- Latent wisdom
is tapped withina community tocircumvent the
social system’sreactions
Source: Pascale, R T & Sternin J, Your Company’s Secret Change Agent, HBS, May 200© DAR 2010
TRADITIONALAPPROACH TO
DEVIANCE
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APPROACH TOCHANGE
6.Flows from ProblemSolving to SolutionIdentification
- Best practices are
applied to problemsdefined with thecontext of existingparameters
APPROACH TO
CHANGE6.Flows fromSolutionsIdentification
to ProblemSolving
- Solution space is
expandedthrough thediscovery of new
Source: Pascale, R T & Sternin J, Your Company’s Secret Change Agent, HBS, May 200© DAR 2010
TRADITIONALAPPROACH TO
DEVIANCE
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APPROACH TOCHANGE
7. Focused ontheProtagonists
- Engagesstakeholderswho would be
conventionallyassociated withproblem
APPROACH TO
CHANGE7.Focused onEnlarging theNetwork
- Identifiesstakeholdersbeyond those
directly involvedwith theproblem
Source: Pascale, R T & Sternin J, Your Company’s Secret Change Agent, HBS, May 200© DAR 2010
TRADITIONALAPPROACH TO
DEVIANCE
O C O
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APPROACH TOCHANGE
8.Summary- Focus on fixing
what’s wrong or notworking; assume
reasonable degreeof predictability andcontrol
- Unintended
consequences arerarely anticipated
APPROACH TO
CHANGE8. Summary- Powers of
change is from
within byidentifying andleveraginginnovators.
- Diminishessocial distanceth t ft