KAJIAN SEMULA DAN PERANCANGAN STRATEGIK PELAN GLOBAL UTM 2012-2020

(FASA 2)

LAB 2 – Nota Fasilitator 22 Julai 2014

8:15 pagi – 4:00 petang Pusat Latihan UTM JB

Ke Arah Penjajaran Strategi Pelan Global UTM 2012-2020

Lab 2 – Jadual Kerja* Masa Aktiviti Catatan

8:00 pagi Pendaftaran

8:30 pagi

Taklimat oleh fasilitator Plenary

9.00 pagi Bengkel 1

Dalam kumpulan (Task

Force based)

10:45 pagi Rehat

11:00 pagi Bengkel 2

Dalam kumpulan (Task

Force based)

1:15 petang Rehat

2:00 petang Pembentangan Task Force kepada ahli

bengkel

Plenary -

Pembentangan untuk

pengintegrasian dapatan

4:00 petang Penutup

* Lihat juga “tarikh-tarikh penting” lain

Lab 2 – UTM Global 2020

Notes by Facilitators

22 July 2014

Concern & Deliberation of Lab 2

• Meeting the objectives of Lab 1 & 2

• Observations from Lab 1

• The findings of Lab 1

• Definition of important terms

• Guiding Lab 2 to meet objectives

• Presentation of findings from Lab 2

Objectives of Lab 1 (and also Lab 2)

• To bring the learned minds to a common goal;

• To analyse the environment (environmental scanning exercise) that influences UTM;

• To select specific issues (new, maintain or/and change the existing) that are important to UTM.

Reflection/Observation from Lab 1

• As observed during Lab 1 session

• From a discussion by facilitators on 17 July 2014

Observations and Comments

General

• The workshop & brainstorming session general rules – should be under free association: – Should suspend individual judgment

– Every one should contribute

– Allow free flow of ideas

– Dominating & imposing idea is not the right session

– Every member in the session is relevant, so the importance of participation !

Specific

• As reported in Lab 1 findings, may not all: – It is not undergoing a thorough examination, analysis,

scanning the environment (external & internal), etc

– Miss to indicate which one is NEW, AMMENDED, RETAIN or DELETED strategies

– No clear indication of creating big change, innovation or competitive edge but merely just another house keeping exercise !

• It may be a result of too loose in guiding or facilitating the sessions !

Next – Lab 2

• Lab 2 would be more structured and controlled • Each group nominated the session chairman, a

secretary and spokesperson; • Revisit Lab 1 findings to focus on the guiding

principles; • Please answer these typical questions:

– UTM core business in 2020 ? – What are CSF to realise UTM Global 2020 ? – What are the implications to every response

(proposition) ?

• Follow a specified format to report the findings.

Facilitator's Notes 11

Example: UTM CORE BUSINESS

(As deliberated in May 2000)

• Teaching (Pengajaran)

• R & D (Penyelidikan & Pembangunan)

• Consulting Services (Khidmat Perundingan)

• Publication (Penerbitan)

• Continuing Education (Pendidikan Berterusan)

• Services to Society (Khidmat Masyarakat)

Facilitator's Notes 12

Example: Critical Success Factors (CSF) (As established in May 2000)

• Reputable & Respectable Leadership (Kepimpinan Yang Berwibawa)

• Quality Staff (Staf Berkualiti) • Effective Management (Pengurusan Berkesan) • Established Curriculum (Kurikulum Mantap) • Well Equipped (Kemudahan Lengkap) • Comparable Incentives (Insentif Setimpal) • Quality Student Intake (Pengambilan Pelajar

Berkualiti) • Financially-able (Kewangan) • Cooporativeness (Kerjasama) • Marketing (Pemasaran)

Next – the Guiding Principles & Processes

Guiding Principles

• Innovative, entrepreneurial and global approaches

• High impact

• Synergy, not competition

• Sustainability

– Lean and efficient delivery

– Do more with less / prudent

– Value for money

• Stakeholders satisfaction

14

Proses Kajian Semula dan Perancangan Strategik Pelan Global UTM 2012-2020 (Fasa 2)

Current Trends/ Directions in

Malaysian HE/ Global Scenario

BRAINSTORMING

1. Pelaksanaan strategi sekarang

2. Pencapaian

3. Kelemahan

4. Apa yang telah berubah berasaskan trend/event?

RUMUSAN UMUM

•

•

•

•

•

Data Guiding Principles

OUTCOME OF LAB 1

KPI (UTM)

KPI (PTJ)

LAB 1 (10 JULAI 2014)

LAB 2 (22 JULAI 2014)

SO, Strategies, Measures, Initiatives, Programs/Activities

Bidang Tumpuan Utama: …

SO KAI Pencapaian Inisiatif

Sedia Ada Komen

Strategi

Baru

Masalah/

cabaran

baru yang

perlu

ditangani

Syndicate workouts Sessions – Lab 2

• Work through all attributes (key focus area) and

identify as many critical success factors (CSF) as possible for each of them (to be converted to strategies), – On existing strategies/initiatives: to add, agree,

modify or drop – To propose new strategies/initiatives: to add as new

strategy

• Translate CSF as “Cadangan Strategi”.

Important Glossary • Strategy:

– Once execute, it gives high impact toward achieving the specified goal; – It is a critical statement that necessary to drive all resources and

energy toward the goal;

• Strategic objective (SO): – It is an objective statement that would reflect deliverable result for the

specified strategy; – It is SMART (specific, measurable, attainable, reasonable, timely) and

strategic;

• Programme/Key Project/Strategic Initiative/Key Activity: – Action or task to be taken to produce the results for specified strategic

objectives hence strategy; – Specifically select/design initiative to produce output for specified SO; – The output, in general, is presented as a tangible quantum but also

can be intangible and reflect as KPI.

• Operational definition: – Statement indicating the would be the processes to deliver the result

as expected from SO.

SO Tangible KPI OPERATIONAL DEFINITION

• Membangun Ekosistem

Keusahawanan • Mewujudkan

persekitaran yang kondusif

• “Practice an effective management & financial support system”

• Bilangan Pusat tanggungjawab berfokuskan aktiviti keusahawanan (atau strategic business unit (SBU)) •Bilangan aktiviti pembangunan keusahawanan

• Jumlah ruang lantai dikhususkan, e.g. Business premise/mall

•Jumlah dana yang dibawa (bring-in) dan dihasilkan (generated)

•Jumlah dana yang dikususkan untuk pembangunan keusahawanan

• Mengadakan infrastruktur sebagai pengupaya kepada pelaksanaan aktiviti keusahawanan • “Provide & create dedicated business platform”

•Dasar dan sistem sokongan yang berkesan seperti dasar memberi kidmat perundingan, dsb

Strategi/Teras Dasar 5* : Menyediakan Persekitaran dan Ekosistem yang Kondusif

bagi Pembangunan Keusahawanan (*Dasar Pembangunan Keusahawanan, Institusi Pengajian Tinggi (IPT), KPT 2010)

CONTOH CONTOH

Key Focus Areas (KFA) – Task Forces

1. Teaching and Learning Excellence

2. Research, Innovation and Commercialisation Excellence (RICE)

3. High Performance Delivery

4. Global Reputation

5. Total Campus Experience

6. Sustainable Campus, System (ICT), Infrastructure and Community and Industry Linkages

7. Financial Sustainability

i.e. Strategic thrusts of UTM (UTM Strategic Map)

Fish Bone Concept

UTM Global 2020

???

• ?? • ?? • ??

UTM desired state !

What we perceive of UTM in 2020 ??

Strategy/SO

Fish Bone Concept Key Focus Area/Strategic thrust:

UTM Global 2020

Strategy/SO

Programmes/Projects/ Initiatives

Strategy (n)

Strategy 2

Strategy 1

• UTM is a prominent world player in HE wrt SET;

• Significant contribution to technology growth in Malaysia;

• Leader in postgraduate education.

Reporting the Findings of Lab 2

• Format – reporting and template;

• Presentation of the findings by each Task Force (Group) to all participants (the findings are arranged in the order of priority);

• Feedback and arriving at general consensus;

• Integrating the findings into a reviewed UTM Global 2020 Plan (by Secretariat).

Formatting (1/3) - Reporting 1. Introduction (1-2 paragraph)

2. Stock take/Progress (10%)

& Achievement (outcomes)(2011 -2015)

• “Dasar/strategi/program semasa dan kumpulan sasar yang terlibat serta Pencapaian Utama (success story) mengikut sektor (KFA).”

3. Issues and Gap Analysis (20%):

• Strategic directions

• Issues and challenges supported by facts and figures

• “Di pecahkan kepada isu jangka pendek/ sederhana “

4. Moving Forward (70%) :

• Policy (statements)

• Strategic Direction (e.g. institutional framework, human capital, legislation, market access, etc.)

• Action Plan – program, project/ Business Model /Timeline

• KPI (KAI)

• Outcomes/Impact (table format as appendix)

Formatting (2/3)

• Tabulate the Findings

Strategy or Strategic Objective (SO)

Status (New, Improved, Retain, Deleted)

Prog./ Project/ Initiative

KAI Statement or Operational Definition

KAI Target Implications – Finance, HR, Physical, Governance

2015 2016 2020

Key Focus Area: … 1 to 7 ?

Formatting (3/3) • Example 1:

Strategy or Strategic Objective (SO)

Status (New, Improved, Retain, Deleted)

Prog./ Project/ Initiative

KAI Statement or Operational Definition

KAI Target Implications – Finance, HR, Physical, Governance

2015 2016 2020

Develop more research leaders

NEW Mentor – mentee program; Champi-oning selected research niche;

Total number of new technology know-how licensed in the year; Identify potential research leaders;

An identified senior (research leader) attaches to junior research group; Monies are made available (amount);

Key Focus Area: …?? …

Formatting (3/3)

• Example 2:

Strategy or Strategic Objective (SO)

Status (New, Improved, Retain, Deleted)

Prog./ Project/ Initiative

KAI Statement or Operational Definition

KAI Target Implications – Finance, HR, Physical, Governance

2015 2016 2020

ICT as enabler

IMPROVED Replacing manual work with automation

A number of established work processes is converted to automation to improve efficiency and effectiveness

Reducing workforce by how much/many ?

Key Focus Area: …?? …

Formatting (3/3)

• Example 3: Strategy or Strategic Objective (SO)

Status (New, Improved, Retain, Deleted)

Prog./ Project/ Initiative

KAI Statement or Operational Definition

KAI Target Implications – Finance, HR, Physical, Governance

2015 2016 2020

Attract the best brain to study at UTM

IMPROVED To deliver the best educati-onal value

Competence and certified academics deliver teaching and learning

High demand for places to study in UTM

Key Focus Area: …?? …

… Key Focus Area (KFA) …

Strategy or Strategic Objective (SO)

Status (New, Improved, Retain, Deleted)

Prog./ Project/ Initiative

KAI Statement or Operational Definition

KAI Target Implications – Finance, HR, Physical, Governance

2015 2016 2020

SEKIAN, TERIMA KASIH.

(Facilitators, 22 July 2014)