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Strategic Planning

Presented to

DPMMNT

31 DEC 2004 1 JAN 2005.

by Wan Nawawi Ismail,

TIM.PENGARAH UPEN TERENGGANU

BENGKEL PENYEDIAAN PELAN STRATEGI

MEMBANGUNKAN USAHAWAN KELAS MENENGAH

MELAYU

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JADUAL BENGKEL

TARIKH MASA PERKARA

31 DEC 04 11.00AM -12.30PM Taklimat kerangka Konsep Bengkel

Konsep Strategic Planning

Senario Analisis ( Future & Present Scenario Analysis)

12.30PM Rehat / Makanan Tengahari / Sembahyang Jumaat

2.30PM 5.30PM Pembentukan Visi, Misi dan Objektif

5.30PM Minum Petang / Rehat/ Riadah

7.00PM-8.30PM Malam Malam

8.30PM-10.30PM Proses Pembentukan Pelan Tindakan.

Pembahagian Kumpulan Kerja & Perbincangan

10.30PM Minum Malam

1 JAN 05 7.00AM-8.00AM Sarapan Pagi

8.00AM-10.00AM Kerja Kumpulan Menyediakan Perancangan Strategik

10.00AM-10.20AM Minum

10.20AM-1.00PM Kerja Kumpulan Menyiapkan Perancangan Strategik

1.00PM Makan Tengahari & Rehat

2.00PM-3.30PM Persembahan Perancangan Strategik setiap Kumpulan Kerja

3.30PM-4.15PM Rumusan Bengkel & Penutup

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Brainstorm Strategic Plan Outline

Overview & Concept

What is Strategic Planning ?

Present & Future Scenario Analysis

Vision ,Mission & Objectives

Action Plans.

Conclusion & Closing.

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MODEL TRANSFORMATION PROCESSMODEL TRANSFORMATION PROCESS

PRESENT

SCENARIO Transformation Process VISIONVISION

MISSION

Strategic Action

PEOPLE, STRUCTURE, SYSTEM, TECHNOLOGY SUPPORT

EnableOBJECTIVE

INTERNAL

ENVIRONMENT

EXTERNAL ENVIRONMENT

Influence

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Present & Future

Scenario Analysis

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Present & Future Scenario Analysis:

How to Start with the situation

External

Factors

Internal

Factors

Social,political,

regulatory,& community

considerations

Industryattractiveness,

industrydynamics, &

competitiveconditions

Otheropportunitiesand threats --

like new

technologies

Companys Strategic SituationCompanys Strategic Situation

Firmsstrengths,

weaknesses,& competitive

market position

Ambitions,philosophies,

& ethicalprinciples

of key

executives

Shared vision,values

and companyculture

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TOOLS FOR SCENARIO & ENVIRONMENTAL ANALYSIS

TOOLS

SWOT (STRENGTH,WEAKNESSES, OPPORTUNITIES& THREATS)

PESTEL

PORTERS COMPETITIVE

McKINSEY 7SFIELD FORCE ANALYSIS

FUNCTIONAL AUDIT

STAKEHOLDERS ANALYSIS

CUSTOMER ANALYSIS

MARKET RESEARCH

BENCHMARKING

TRAINING NEEDS ANALYSIS

EXTERNAL INTERNAL

X X

X

X

X

X

X

X

X

XX X

X

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SWOT analysis

Strengths(S)

InternalFactors

ExternalFactors Opportunities(O) Threats(T)

Weaknesses(W)

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External Analysis

Identify strategic opportunities and threatsin the operatingenvironment.

MacroenvironmentMacroenvironment

(National/International(National/International))Immediate (Industry)Immediate (Industry)

(National/International)(National/International)

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Internal Analysis

Identify strengths

Quality and quantity ofresources available

Distinctive competencies

Identify weaknesses

Inadequateresources

Managerial and

organizational deficiencies

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PESTELS TOOLS

Political government & policies.

Economic commerce & trade

Social Education , health , housing..

Technology ICT & transportation. Ecology nature

Legal law & order

Security - safety

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Mckinseys 7s Tools

1. Systems

2. Structure

3. Styles

4. Strategy5. Shared Values

6. Staff

7. Skills

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Vision & MissionVision & Mission

That business vision & mission is so

rarely given adequate thought isperhaps the most important singlecause of business frustration.

PeterDrucker

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VISIVISI

Jawpan kepada soalan penyataan VISI:

What to be?Apa yang diingini atau ingin dicapai?

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VISI

Visi merupakan suatu yang berbeza diantara seseorang Dreaming

is zero value.Anyone can dreamvision is free (Bill Gates).

Defining the identity of organization

A statement that identifies what the organization wantto be

A sense of direction

A motivational element which energizes organizational citizen because

it challenges them.

Examples

to be a (role) amongst (competitor) that are (characteristic)

to be a recognized leader amongst educational institutions that

are relevant, world class, etc to be the leader in the development and managenet of a world

class workforce

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Developing a Strategic Vision

Involves thinking strategically about

Firms future business plans

Whereto go

Tasks include

Creating a roadmap ofthe future

Decidingfuture business position to

stake out Providinglong-term direction

Giving firm a strong identity

First Task of Strategic Management

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Malaysia Timber industry Board (MTIB)

Vision

To Be The Prime AgencyInstrumental For The Development

Of A Competitive Timber Industry

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MISI

Membantu merealisasikan sebuah Masyarakat Perdagangan dan PerindustrianBumiputera yang berkualiti.

VISI

Kewujudan masyarakat perdagangan dan perindustrian Bumiputera (MPPB) yang

berkualiti untuk membantu pencapaian Wawasan 2020.

KEMENTERIAN PEMBANGUNAN USAHAWAN & KOPERASI

CORPORATE VISION

To be a dynamic property conglomerate

CORPORATE MISSION

To be an excellent, reputable and committed property conglomerate which also provide the

needs of the community and interest of the shareholders.

CORPORATE POSITIONING

We are a caring, efficient and dynamic property conglomerate; committed to provide

innovative products and services of the highest quality.

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FMM Vision

To make Malaysian industries globally competitive

Vision

SMEs as a dynamic and integral part of the Malaysian industrial community

linked to the international supply chain.

Mission

To enhance the competitiveness, efficiency and productivity of SMEs.

VISION & MISSION

VISION: To transform SMIs into an economic powerhouse of the country by 2020.

MISSION: To install and eventually ingrain deeply the concept of learning organization

into SMIs and encourage them to be export-oriented.

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Mission

Shared purposes provide FOCUS by

driving strategy.

Shared values provide CONTROL by

guiding execution.

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MissionMission

Jawapan kepada soalan penyataan Misi:

What to do?

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Mission A long term (futuristic) idea of what the organization wantto do

Identifies organizations continuing purpose with regard to certaincategories of persons

Open-ended (as compared to objectives/goals)

Must imply at least 4 elements Transformation , Actors(Implementor), Client (Beneficiaries) & Ownership (Stakeholder).

Need a set of rules governing stakeholders.

Examples.

to do (internal action which is organizations core business)

that (benefits to the external client)

to provide technical education that develops leaders

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Malaysia Timber industry Board (MTIB)

Mission

To Enhance The Sustainable Growth Of TheMalaysian Timber Industry Through The

Provision Of A Conducive Environment And

Continuons Extension of Quality Services

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Vision

To Be a Competitive World-class Motorcycle and Engine Manufacturer in the ASEAN Region.

Mission Statements

To be a Customer-focused organization :-

Which offers high quality products With continuous employee development

Which cares for employees With continuous growth in profitability

Establishing MODENAS as a recognizable brand

Values

INTEGRITY - practice ethical standards

INNOVATION - creativity in challenging the norm

TEAMWORK - together we achieve more

EXCELLENCE - be the best

CARE FOR THE ENVIRONMENT - for future generations

MODENAS

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Objectives

Statement of measurable results.

Tied to Goals, provide the basis for operational

planning and budgeting.

Four general characteristics: Starts with the word To

Specifies a single measurable result

Specifies a target date or time span for Completion

Must be realistic and attainable, but represents asignificant challenge.

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Objectives

Objectives are specific and measurabletargets for

accomplishinggoals. Also referred to as

Performance Indicators.

In contrastto goals, objectives are specific,

quantifiable and time-bound statements of desired

accomplishments orresults.As such, objectives

represent intermediate achievements necessary to

realizegoals.

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Objectives

SMART Rule

Specific

Measurable

Attainable

Results-oriented Time-bound

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Action Plans Specify steps or actions required to attain an objective.

Designate who will be held accountable for seeing the each

step or action is completed.

Define when these steps or actions will be carried out.

Define resources needed to be allocated in order to carry out

the required steps or actions.

Define feedback mechanisms needed to monitor progress

within each action step.

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Strategic Action Plan Format

Strategy

Program 1

Activity 1

Process 1

Process 2

Target /

objective

Success

Factors

Duration Who

Perform

Performance

Indicators

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Action Planning Worksheet

OBJECTIVE:

Action Steps Due Date Who

1

2

4

5

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FORMAT PELAN TINDAKAN

Program Aktiviti Sasaran Agensi Bertanggungjawab

1

2

3

4

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Terma Rujukan Kerangka Perbincangan Kumpulan Kerja

Analisis Senario

Sama ada untuk mengunakan kaedah (pilih satu kaedah berikut)

SWOT PESTELS McKINSEY 7s

Pembentukan Visi, Misi dan Objektif

Penyediaan Pelan Tindakan.

Pelan tindakan mesti diselaraskan dengan objektif.

Kenalpasti bilangan usahawan yang akan dibangunkan dan sub sektor

yang berpotensi/ keutamaan.

Kenalpasti program/aktiviti serta agensi yang perlu memainkan peranan.

Rangkakan strategik pelan tindakan untuk mencapai sasaran objektif,

misi dan visi yang telah dibentuk tersebut.

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sekian,

terima kasih