OlehMokhtar Ahmad

(Cadangan Kursus Dua Hari)

Untuk meningkatkan tahap pemikiran agar lebih bersistematik dalam melaksanakan tugas serta membuat keputusan

• Mengenali dan menguasai kemahiran pemikiran strategik supaya para peserta boleh berfikir dengan lebih berobjektif

 • Meningkatkan kemahiran berfikir serta membuat

penilaian yang dinamik

• Dapat berfikir dengan lebih strategik dalam menyelesaikan masalah

• Mampu menyelesaikan masalah dengan baik tanpa timbulnya perasaan ragu-ragu

Tujuan Kursus

Objektif

• Persembahan slaid Power Point• Syarahan dan perbincangan am• Persembahna video• Analisa kes• Penilaian diri• Ujian minda

Pemikiran Pemikiran StrategikStrategik

• is knowing the business you propose to carry out (Xenophon)

• defines what a business is in or is to be and the kind of company it is or is to be (Andrews)

• is a rule for making decisions (Ansoff)• The way in which a corporation endeavors to

differentiate itself positively from its competition (Ohmae)

• Ideas and actions to conceive and secure the future (Macmillan & Tampoe)

What is StrategyWhat is Strategy?

• relates to the future of the enterprise• Is about taking action now to secure the

future• The future is uncertain• Decision about the future are made on

incomplete and wrong information• Prepares an organization for future

success

Strategic Management

The strategy-making/strategy-implementing process consists of five interrelated managerial tasks:

•forming strategic vision, •setting objectives,•crafting a strategy to achieve the desired outcomes, •implementing and executing the chosen strategy and evaluating performance.

What is strategic thinking?......it is a particular way of thinking with specific and clearly discernible characteristics. It is a synthesizing process utilizing intuition and creativity - Henry Mintzberg (1994),

the ability to analyze influencing factors inside and outside the organization, to discover strategic direction that should guide the organization’s decision-making and resource allocation for a period of 3-5 years - John Pisapia, ( 2010)

Strategic thinking competencies

A systems perspective

being able to understand implications of strategic actions

Intent focused

more determined and less distractible than rivals in the marketplace

Thinking in time

being able to hold past, present and future in mind at the same time to create better decision making and speed implementation

Hypothesis driven

ensuring that both creative and critical thinking are incorporated into strategy making

Intelligent opportunism

being responsive to good opportunities

Individuals with strategic thinking skills have the ability -• To apply information and concepts to

practice. • To see the organization as a whole. • To understand how various parts of the

organization relate to and affect each other. • To diagnose, analyze, and synthesize. • To discern meaning in and to establish

relationships among events and bits of information that at first glance would appear to be discrete and unrelated.

Pisapia’s point of view is that working in a strategic way means developing and executing an actionable strategy (Pisapia & Pang, 2009). He suggests that what works in dynamic times is the leader’s ability to accomplish four tasks: •anticipating changes, challenges and opportunities in internal and external environments, •creating and articulating common values and direction in a generative/minimum specifications manner, •establishing the social capital necessary to mobilize actions, and •building the capacity of their organizations by anchoring the learning in engaged, self managed followers/teams.  He offers the strategic thinking protocol to develop an actionable strategy and the strategic execution protocol to create the social capital and build organizational capacity. 

Critical and Creative Thinking• Critical thinking is the ability to make and

carry out informed decisions by efficiently utilizing your lifetime knowledge, experience, common sense, reasoning, intuition, feelings, and confidence. It encompasses much of what we do when using our brains.

• Critical thinking and creative thinking go hand in hand. Creative thinking means generating ideas and processes; critical thinking evaluates those thoughts, allowing for rational decision.“In the corporation of the future, new leaders will not be masters, but maestros. The

leadership task will be to anticipate the signs of coming change, to inspire creativity, and to get the best ideas from everybody.” – Ned Hermann, the Creative Brain

Whole Brain Model (Ann Herrmann-Nehdi, 2001)

We all have access to these specialized thinking modes. Yet much of this thinking often lies dormant in our organization waiting to be unleashed. The key to tapping into the thinking potential of an individual or organization lies first in understanding the mentality of their day to day decision making process and what they pay most attention to.

Whole Brain Model (Ann Herrmann-Nehdi, 2001)

Whole Brain Model - Processes (Ann Herrmann-Nehdi, 2001)

Out of The Box Thinking• An intuitive sense that each of us have to

“break out” of our natural thinking processes, to “get out of our own box”.

• Understanding your brain dominance profile provides a new definition of the mental “boxes” or boundaries we may have created for ourselves.

• Your first approach to a problem situation usually uses your “mental default” to try to come up with a result—often this is the way the problem might have been solved previously. A whole brain approach to creative thinking shifts you beyond that default to discover new ideas and potential solutions because you engage different thinking strategies and techniques.

Concept of Strategic Thinking vs Strategic PlanningPisapia and Robinson, (2010) - The purpose of strategic thinking is envisioning potential futures, discovering innovative strategies to move to the future state, and internally creating horizontal alignment. The purpose of strategic planning on the other hand is to operationalize the strategies and initiatives developed through strategic thinking.

Strategic thinking focuses on finding and developing unique opportunities to create value by enabling a provocative and creative dialogue among people who can affect a company’s direction. It is the input to strategic planning ......(Center for Applied Studies)

Strategic LeadershipStrategic leadership is about discovering the future AND making it happen!!! It is a way of thinking and way of working by managers and leaders throughout the organization.Strategic leaders attempts to find answers to these four strategic questions –

•What is going on here? •What has to happened here – What is precious and what is expendable? •How do we make it happen? •How do we keep making it happen?

Strategic Leadership requires the ability to think through Synthesis as well as Analysis; Nonlinearly as well as Linearly;Implicitly as well as Explicitly

Strategic Leadership

Produce Order and Consistency

Plan / Organizeo Establish agendaso Set time tableso Provide structureo Establish rules and

procedures Allocate resources

o Make job placements

Focus on Procedures

Produce Change and Movement

Establish Directiono Create a visiono Clarify big pictureo Set strategies

Align People and Structureso Communicate goalso Seek commitmento Build teams and

coalitions Focus on Results

Managers Leaders

Executive

Managerial

Supervisory

Technical Interpersonal Conceptual

Katz, 66

Skills Sets Needed

Leader Design TacticsMinimum SpecificationsOrganizational FitnessGenerative ConversationsChunking Change

Leader ActionsManaging/Transforming

Bonding, Bridging, Bartering

Leader Structural TacticsClear Concrete TargetTrack Performance

Teach Organization’s

Point of View Make Learning a Priority

EmpowerRecruit and Select for

Organization and Culture FitTie Rewards to Results,

Individual Growth, Contribution

Leader Thinking Skills Systems Thinking

ReflectingReframing

The New Maps are Forming on a new Skill Set

We need the ability (as well as wisdom) to make and implement:CONSEQUENTIAL DECISIONS about :

ENDS, ACTIONS, and TACTICS

which keeps our organization positioned in its environment.

We Need to Learn New Habits

Barriers to Strategic Thinking• Allowing your values, emotions, desires and experiences

influence your beliefs and your ability to have an open mind.

• Not watching out for fallacies. There are a ton of fallacies, all built to deflect, detract, divert and discredit arguments without really doing so.

• Tendency to over- generalize.

• Not asking questions.

• Not paying attention to words like ‘may’, ‘can’, and ‘will. Never accept anything at face value.

• Not prepared to accept that someone’s arguments are true. Debating validity can be fun; it doesn’t always mean that you’re right.

Pemikiran Pemikiran StrategikStrategik

The Strategic FrameworkThe Strategic Framework

• Work hard for long-term goals• Be confident about the future but realistic

about what can be achieved• Make the effort to build strategic thinking

into one’s everyday life• When making day-to-day decisions,

consider the long-term implications before committing to action

An effective strategic plan has accurate information, strong ideas, and committed people at its core. Involve the right people from the outset, then encourage them to research facts, and brainstorm for ideas to achieve the best possible plan.

• Make every step in the planning process practical and achievable

• Involve key people in the team• Involve stakeholders• Make sure team members remain committed to

achieving plan• Brainstorm• Don’t jump to conclusions before all the facts are on

hand• Know when to move on – over-analysis can lead to

paralysis

• The planning process never comes to an end• Continuously review decisions – avoid

strategic drift• Stay ahead – think the unthinkable; make it

happen• Never assume that you know what people

think; always ask them