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Strategic leadership

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strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions

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Strategic leadership

  1. 1. Bringing the High Performance Habits to Life By M.Bustaman Abd Manaf Institute Aminuddin Baki, Ministry of Education Malaysia HP: 60199890524/ email: mbustaman@iab.edu.my
  2. 2. Welcome to Strategic Leadersip Skills Workshop • There are four main reasons for you all to be here: • 1. To be involved in the learning process • 2. To contribute your thoughts and ideas to the group ( so we can learn from you and your experiences!) • 3. To network with others • 4. To enjoy the experience…… hak milik mbustamanIAB.KPM 2 21/5/2016 @ mbam IAB 2013 2
  3. 3. • AT THIS WORKSHOP, PARTICIPANTS WILL LEARN HOW TO… • develop new strategic leadership habits which is more broader and more innovative way of thinking and acting on a daily basis about the overall goals of yourself, work, team, and organization. @ mbam IAB 2013 3 Objectives 21/5/2016
  4. 4. SESSION CONTENT 4 1. Leadership and Strategic Leadership Definition 2. Elements of Strategic Leadership 3. The Importance of Strategic Leadership 4. How to think and act Strategic Leaders 1. How to Lead Like a Strategic Leader The tactics strategic leaders use to influence others to willingly join-in pursuit of organizational goals. M.Bustaman.Strategic Leadership16
  5. 5. Introduction Content M.Bustaman.Strategic Leadership16 5
  6. 6. Definitions Leader 1. A person who influences a group of people towards the achievement of a goal. 2. A person who produces change and movement, establishes direction, aligns people and structures, and focuses on results. Leadership 1. Leadership is a process of social influence which maximizes the efforts of others, towards the achievement of a goal. 2. Leadership is the process of persuasion or example by which an individual induces a group to pursue objectives held by the leader and shared by followers. M.Bustaman.Strategic Leadership16 6
  7. 7. M.Bustaman.Strategic Leadership16 7 The Strategic Leadership Framework Leadership and Strategic Leadership Leaders are people who, singularly or with others, establish direction and then mobilize people, capture resources, and create an adaptive learning culture to move toward it. Strategic leadership is the ability to make and implement CONSEQUENTIAL DECISIONS about: ENDS, ACTIONS and TACTICS to keep their organization/team positioned in its environment.
  8. 8. Strategic Leadership Defined At its core, strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions. (Pisapia, 2009) . M.Bustaman.Strategic Leadership16 8
  9. 9. STRATEGIC LEADERSHIP DEFINITION (2) 9 Strategic Leadership is a basically the combination of a leader having all the basic leadership elements + being able to be strategic in thinking and action M.Bustaman.Strategic Leadership16
  10. 10. The SL Method What is going on here? What needs to happen here? How do we make it happen? How do we keep making it happen? M.Bustaman.Strategic Leadership16 10
  11. 11. Anticipating Anticipate Change Ask: What is going on here? Articulating Create Direction, a Shared Reality, Set Strategies Ask, What needs to happen here? Aligning Connect with people, Create Conditions for success, remove barriers, establish trust Ask, How do we make it happen? Assuring Focus on results - Hire for technical and cultural fit – Teach the organization's POV Ask, How do we keep making it happen? The Strategic Leader Method (SLM) M.Bustaman.Strategic Leadership16 11
  12. 12. M.Bustaman.Strategic Leadership16 12 Source: Palladium Group
  13. 13. M.Bustaman.Strategic Leadership16 13 The Role of Strategic leader
  14. 14. Part 2 Leader Thinking Skills M.Bustaman.Strategic Leadership16 14
  15. 15. What is Thinking? “Thinking consists of two activities: constructing mental models and then simulating them in order to draw conclusions and make decisions.” – Barry Richmond Understanding the concept of a tree requires more information than is available through sensory experience alone. It’s built on past experiences and knowledge. Source: Jeremy Merritt 21/5/2016 @ mbam IAB 2013 15
  16. 16. Learn –. Search for information through reading, observing, and doing. Spot and seize new ideas and game- changing opportunities that can shape the organizations competitive advantage. Be curious. Change – Open to New Ideas. See the organization as a whole and understand how various parts of the organization relate to and affect each other. Be Flexible Sense – Perceive variation in the environment, social relationships, readiness to change, take the right action at the right time. Discern meaning among events and bits of information that at first glance would appear to be isolated. Be Wise. The Minds we Need! 16
  17. 17. What is Strategic Thinking? M.Bustaman.Strategic Leadership16 17 Strategic Thinking Skills Assessment
  18. 18. • Strategic thinking is identifying, imagining and understanding possible and plausible future operating environments for your organisation… 18 @ mbam IAB 201321/5/2016
  19. 19. •Integrating the future into your decision making processes today by thinking big, deep and long. Strategic Thinking? 19 @ mbam IAB 201321/5/2016
  20. 20. • Big (very broad) – do we understand how we connect and interact with other organisations and the external environment? 20 @ mbam IAB 201321/5/2016
  21. 21. • Deep – how deeply are we questioning our ways of operating? • Do we operate from our interpretation of the past, or our anticipation of the future? • Are our assumptions today valid into the future? 21 @ mbam IAB 201321/5/2016
  22. 22. Long – how far into the future are we looking? Do we understand the shape of alternative futures for our organisation? 22 @ mbam IAB 201321/5/2016
  23. 23. M.Bustaman.Strategic Leadership16 23 The Strategic Leadership Framework The Strategic Leader’s Wheel The takeaway is that strategic leaders use two protocols to drive learning and performance: strategic thinking and strategic execution. New habits are grounded in a holistic learning process described as the Leader’s Wheel
  24. 24. M.Bustaman.Strategic Leadership16 24 Agility : Basic premises: Agility of the mind is the core competency that drives the Strategic Thinking protocol. Mindset is the way you think about things. It “drives every aspect of our lives, from work to sports, from relationships to parenting.” (Dweck, 2006)
  25. 25. Thinking in a strategic way M.Bustaman.Strategic Leadership16 Means that Leaders are: Mentally Agile – they can use synthesis as well as analysis, linear as well as nonlinear thinking, critical as well as creative thinking skills as appropriate to finding the future or problem solutions and/or to see old issues with new eyes. 25
  26. 26. Managerial Thinking Strategic Thinking Entrepreneurial Thinking Managerial Role Predict what will happen next, target individuals who can help them. Navigate by focusing on their identity, knowledge, and relationships. Pursue ideas and push through reality to create new opportunities. Guiding Question What SHOULD I do? What CAN I do and SHOULD I do it? What CAN I do? Outcome Share in existing market. Outcomes are fixed. Shares in existing markets or creating new markets based on opportunities that arise. Creates new market. Outcomes are not fixed or limited. Ideas on Profit/Loss Focus on defined strategies to maximize returns Focus on maximizing returns and affordable loss. Focus on affordable loss. Ideas on Competition Focus on analyzing competition in red ocean. Focus on both analyzing competition, finding blue oceans, and creating strategic alliances. Focus on creating strategic alliances and finding blue oceans. M.Bustaman.Strategic Leadership16 26
  27. 27. In the Gap! Unfortunately, “We can't solve problems by using the same kind of thinking we used when we created them.” “Think Different” “Think & Act Differently” M.Bustaman.Strategic Leadership16 27
  28. 28. 1. Know what difference you want to make 2. Choose your actions accordingly 21/5/2016 @ mbam IAB 2013 28
  29. 29. Quiz 1: What difference do you want to make? • Your community/country • Your department/units • Your team/work group • Personally/professionally 21/5/2016 @ mbam IAB 2013 29
  30. 30. Part 3 The Strategic Thinking Protocol M.Bustaman.Strategic Leadership16 30
  31. 31. @ mbam IAB 2013 31 He who controls others may be powerful, but he who has mastered himself is mightier still." - Lao Tzu 21/5/2016
  32. 32. Outcomes? 21/5/2016 @ mbam IAB 2013 32
  33. 33. • Refer to Worksheet: Strategic Thinking Self-Assessment • Time: 10 minutes each section • Discussion: Example of your actual behavior in real workplace situations @ mbam IAB 2013 33 3.1 : Know Yourself – Strategic Thinking Self-Assessment 21/5/2016
  34. 34. AGILITY Vision Mission The Strategic Leadership Framework The Strategic Thinking Protocol The Takeaway - A shared statement of intent forms a psychological contract with followers and guides the organization’s actions. 34 Pisapia, J. (2009) The Strategic Leader. M.Bustaman.Strategic Leadership16 34
  35. 35. Strategic Thinking Skills Description Systems Thinking Systems thinking refers to the leader’s ability to see systems holistically by understanding the properties, forces, patterns and interrelationships that shape the behavior of the system, which hence provides options for action. Reflecting Reflecting refers to the leader’s ability to weave logical and rational thinking, through the use of perceptions, experience and information, to make judgments on what has happened, and creation of intuitive principles that guide future actions. Reframing Reframing refers to the leader’s ability to switch attention across multiple perspectives, frames, mental models, and paradigms to generate new insights and options for actions. Table 1 Subscales of the Strategic Thinking Questionnaire M.Bustaman.Strategic Leadership16 35
  36. 36. The Strategic Thinking Skills 1: Systems Thinking • refers to leaders’ ability to see systems holistically by understanding the properties, forces, patterns, and interrelationships that shape the behaviors of the systems which provide options for actions. 21/5/2016 @ mbam IAB 2013 36
  37. 37. @ mbam IAB 2013 37 Check Your Habits – 1. Systems Thinking Skills Good Habits • Try to extract rules and/or patterns from the information available • Find that in most cases external changes require internal changes • Search for the cause before taking action. • Find that one thing indirectly leads to another • Try to understand how the facts presented in a problem are related to each other • Try to identify external forces which affect your work • Try to understand how the people in the situation are connected to each other • Investigate the actions being taken to correct the discrepancy between what is desired and what exists • Look for fundamental long-term corrective measures • Look for changes in the organization’s structure that lead to significant enduring improvement • Look at the ‘Big Picture’ in the information available before examining the details • Seek specific feedback on your organization’s performance • Think about how different parts of the organization influence the way things are done Bad Habits View relationships individually as opposed to being part of an interwoven network Break the problem into parts before defining the entire problem 21/5/2016
  38. 38. Open your mind: Develop Your Systems Thinking Skills
  39. 39. Think Big= Systems Thinking • A system is more than the sum of its parts. • Many of the interconnections in systems operate through the flow of information. • The least obvious part of the system, its function or purpose, is often the most crucial determinate of the system’s behavior. • System structure is the source of system behavior. System behavior reveals itself as a series of events over time. 21/5/2016 @ mbam IAB 2013 39
  40. 40. 21/5/2016 @ mbam IAB 2013 40
  41. 41. Reflecting M.Bustaman.Strategic Leadership16 41
  42. 42. 42 The Strategic Thinking Skills 2. Reflecting @ mbam IAB 2013 The ability to use perceptions, experience and information to make judgments as to what has happened in the past and is happening in the present in order to guide your future actions. 1. Recognizing why certain choices worked and others did not. 2. Questioning your assumptions and mentally testing consequences of actions. 3. Using your own and other people’s perceptions, experience and knowledge to understand how to think about situations and inform action. 21/5/2016
  43. 43. @ mbam IAB 2013 43 Check Your Habits –2. Reflecting Habits Good Habits • Review the outcomes of past decisions • Reconstruct an experience in your mind • Consider how you could have handled the situation after it was resolved • Accept that your assumptions could be wrong • Acknowledge the limitations of your own perspective • Ask “WHY” questions when trying to solve a problem • Set aside specific periods of time to think about why you succeeded or failed • Frame problems from different perspectives • Connect current problems to your own personal experience and previous successes • Stop and think about why you succeeded or failed • Reconstruct an experience in your mind to understand your feelings about it • Take into account the effects of decisions others have made in similar situations Bad Habits • Ignore past decisions when considering current similar situations? ® • Ignore your past experiences when trying to understand present situations 21/5/2016
  44. 44. Reframing M.Bustaman.Strategic Leadership16 44
  45. 45. The Strategic Thinking Skills 3 : Reframing The ability to look at your reality using multiple perspectives, frameworks, mental models, and paradigms in order to generate new insights and options for action. 1. Suspending judgment while appropriate information is gathered. 2. Identifying and understanding the mental models being used to frame a problem, situation or issue. 1. Reviewing and reframing your own and others’ understanding of situations 4545@ mbam IAB 201321/5/2016
  46. 46. @ mbam IAB 2013 46 Check Your Habits – 3. Reframing Habits Good Habits • Seek different perceptions • Track trends by asking everyone if they notice changes in the organization's context. • Ask those around you what they think is changing • Engage in discussions with those whose values differ from yours • Use different viewpoints to map out strategies • Recognize when information is being presented from only one perspective • Listen to everyone’s version of what happened before making a decision? • Engage in discussions with those who have different beliefs or assumptions about a situation? Bad Habits • Find only one explanation for the way things work? ® • Decide upon a point of view before seeking a solution to a problem? ® • Create a plan to solve a problem, before considering other viewpoints? ® • Discuss the situation only with people who share your beliefs 21/5/2016
  47. 47. The Strategic Thinking Skills Analytical Creative Divergent Synthesis Intuitive Critical Evaluative Integrative Pragmatic Tactical Reasoning Practical Strategic Solutions Future Forward Convergent Deductive Inductive Holistic Linear Non LinearM.Bustaman.Strategic Leadership16 47
  48. 48. Review Strategic Thinking Skills Asssesment • Check your strength and weak areas • Develop action plan to improve the weakness items M.Bustaman.Strategic Leadership16 48
  49. 49. WHAT DO YOU LEARN? MY ACTION SELF WORK PLACE @ mbam IAB 2013 49 RECORD YOUR LEARNING 21/5/2016
  50. 50. Part 4 The Habits of Strategic Leaders M.Bustaman.Strategic Leadership16 50
  51. 51. M.Bustaman.Strategic Leadership16 51 The Strategic Execution Protocol Core Competency Artistry: Basic Premises: Artistry is the core competency that drives the Strategic Execution process. Artistry is the ability to apply an integrated set of leader actions that enable leaders to adapt their actions to different circumstances and conditions.
  52. 52. Acting in a strategic way M.Bustaman.Strategic Leadership16 Means that Strategic Leaders are: Behaviorally Agile – They use a wide array of influence actions – Transforming – Managing – Bonding – Bridging – Bartering – to assure that the organization’s purpose is accomplished. 52
  53. 53. M.Bustaman.Strategic Leadership16 SL Influence Actions Description Managing Actions taken to maintain consistency in order that current organizational goals are accomplished efficiently and effectively. Transforming Actions taken to influence direction, actions, and opinions in order to change organizational conditions and culture so that learning and change occur as a normal routine of the organization. Bonding Actions taken to ensure that trust is an attribute of the system and not just something developed among individuals in order that followers' exhibit emotional commitment to the organization's aspirations and values. Bridging Actions are taken to develop alliances with people of power and influence from outside and inside the organization in order to gain insights, support, and resources. Bartering Actions taken to give something in exchange in order to strengthen the effectiveness of relationships and alliance building efforts. 53
  54. 54. ARTISTRY HIGH PERFORMANCE The Strategic Leadership Framework The Strategic Execution Protocol 5/21/2016 54 Pisapia, J. (2009) The Strategic Leader. The Takeaway - Leaders use the habits of Artistry, Aligning, and Assuring to build a high performing organization. 54M.Bustaman.Strategic Leadership16
  55. 55. SLA Assessment Refer to worksheet M.Bustaman.Strategic Leadership16 55
  56. 56. Case Study The Nissan Way 1. What examples of the 6 habits of strategic leader can you identify in the Nissan way? M.Bustaman.Strategic Leadership16 56
  57. 57. Part 5 Leading and Managing Organization Strategically M.Bustaman.Strategic Leadership16 57
  58. 58. Impact of strategic thinking to an organization success Future focus Openness Breadth: very wide Positive outlook/ proactive Curiosity Flexibility 21/5/2016 @ mbam IAB 2013 58
  59. 59. Step 1: Set the Strategic Direction/Intent M.Bustaman.Strategic Leadership16 59
  60. 60. 6021/5/2016 @ mbam IAB 2013
  61. 61. Problem in Setting the Future Direction • Paradigms • Positive Thoughts • Busy M.Bustaman.Strategic Leadership16 61
  62. 62. 21/5/2016 @ mbam IAB 2013 62
  63. 63. 63 o o o o o o o o o Looks Beyond @ mbam IAB 201321/5/2016
  64. 64. A set of rules & regulations that: 1. Defines boundaries 2. Tells you what to do to be successful within those boundaries 3. Is used to “filter reality.” We use paradigms to understand data and information…. to order, relate and control our reality. (Kaufman, 2003) @ mbam IAB 2013 64 What is a Paradigms Shift? 21/5/2016
  65. 65. • 1. We get more of the same • 2. We boil slowly to death like frog in a gradually warming pot of water. • 3. Miss out on new opportunities • 4. We fall well behind our competitors • 5. We lose control of the future & become its victims • 6. We manage by crisis & become reactive • 7. We become victims of short-term planning and mortgage the future. @ mbam IAB 2013 65 If we ignore paradigm shifts, then…. 21/5/2016
  66. 66. SHIFT YOUR PARADIGM TO POSITIVE PARADIGM. POSITIVE THINKING For BETTER FUTURE
  67. 67. Effect Positive Thinking Future Thinking Positive thinking is a mental attitude that admits into the mind thoughts, words and images that are conductive to growth, expansion and success. • It is a mental attitude that expects good and favorable results. • A positive mind anticipates happiness, joy, health and a successful outcome of every situation and action. • Whatever the mind expects, it finds. 21/5/2016 @ mbam IAB 2013 67
  68. 68. THE NEGATIVE THOUGHT • internal dialogue, much of it is negative. Thoughts like, “I could never do that” and “What if I fail?” can seriously impact the way we behave. • Stress, apparently associated with attachment to this negative internal dialogue, in turn, affects every aspect of our lives. • When we are stressed, specific hormones circulate in the body. Released infrequently, these hormones are harmless, produced continuously, they are associated with serious damage. Cardiovascular disease is related in part to continuous bombardment of stress hormones and arterial damage caused by free radicals created in the process. 21/5/2016 @ mbam IAB 2013 68
  69. 69. “ANTS: squash them ” 21/5/2016 @ mbam IAB 2013 69 “When we direct our thoughts properly, we can control our emotions.” – W. Clement Stone In his book "Change Your Brain, Change Your Life," Dr. Daniel Amen talks about "ANTs" – Automatic Negative Thoughts
  70. 70. Conclusion: Change to Positive Thought Because….. 70 @ mbam IAB 201321/5/2016
  71. 71. @ mbam IAB 2013 7121/5/2016
  72. 72. To think strategically, you have to move beyond busy. 72 @ mbam IAB 201321/5/2016
  73. 73. @ mbam IAB 2013 73 Time management: Priority 21/5/2016
  74. 74. 74 2. Putting Planning in its Place! (Stephen R. Covey) 21/5/2016 @ mbam IAB 2013
  75. 75. @ mbam IAB 2013 75 Action: Act Now? 21/5/2016
  76. 76. @ mbam IAB 2013 7621/5/2016
  77. 77. •Analyzing Environment •Scenario Planning @ mbam IAB 2013 77 Step 2: Analyzing Environment 21/5/2016
  78. 78. @ mbam IAB 2013 78 Collect right information? How? 21/5/2016
  79. 79. @ mbam IAB 2013 79 Aware of own worldview… 21/5/2016 It’s irrelevant
  80. 80. @ mbam IAB 2013 80 Curious… Explore, learn, reflect 21/5/2016
  81. 81. 21/5/2016 81@ mbam IAB 2013
  82. 82. Copyright ©2016 MBustamanAM IAB MOE 82
  83. 83. The Concept of Futures Thinking “Futures Thinking or Futurism (as it is called by certain circle), doesn't try to predict the future, but rather to illuminate unexpected implications of present-day issues; the emphasis isn't on what will happen, but on what could happen, given various observed drivers It's a way of getting new perspectives and context for present-day decisions, as well as for dealing with the dilemma at the heart of all strategic thinking: the future can't be predicted, yet we have to make choices based on what is to come” Explaining ‘What is Futures Thinking?’ by Jamais Cascio, one of the more prominent writers regarding Futures Thinking
  84. 84. One Future vs. Multiple Futures Future A Future C Future B One Future VS. The first premise of Futures Thinking and Scenario Planning is that there exist a multiple versions of the future and the choices that we choose today may lead us on a different path. The different paths will then bring us to different futures. It may be ‘Future A,’ ‘Future B’ or ‘Future C,’ according to the different paths that we take
  85. 85. Probable, Plausible, Possible and Preferred Futures Possible 'might' happen [basic range of alternatives] Futures
  86. 86. The Concept of Scenario Planning “A discipline for developing multiple imagined futures in which decisions about the future can be played out.” [Dr. Thomas Chermack (2011), Scenario Planning Institute, Colorado State University] “Scenario Planning is sometime called Scenario Thinking or Scenario Analysis” “A systemic method of thinking creatively about possible complex and uncertain futures.” [Gary Peterson et al (2003), University of Wisconsin] “A tool for improving decision making against a background of possible future environments” [Dana Mietzner and Guido Reger (2005), University Potsdam, Germany]
  87. 87. Excerpt taken from http://www.quesucede.com/page/show/id/scenario_pla nning Why Scenario Planning? “Scenario planning makes sense when you realize that all our knowledge is based on the past … but all our decisions are about the future. That is, most of what we need to know in order to be able to make a good decisions is outside our realm of normal comprehension. In other words, we don't even know it's there - we don't know what we don't know Hence, scenario planning is about
  88. 88. Why Scenario Planning? “Scenarios are internally coherent pictures of possible futures. They are among the most useful tools and have a wide range of uses. They can dramatize trends and alternatives, explore the impacts and implications of decisions, choices, strategies, and provide insights into cause-and-effect sequences” Slaughter, R. (2000) Futures: Tools and Techniques, Futures Study Centre, Indooroopilly, Qld
  89. 89. Integrated Approach Integrated
  90. 90. Integrated Approach Integrated Preferred Disowned Integrated Outlier
  91. 91. Preferred – University where all its graduates ends up being extremely useful and beneficial for the whole world Disowned – Profit Oriented University (too the extend of sacrificing their actual purpose of being a U) Integrated – University where values and profitability are given due attention Outlier – Exceptional Individual as the University (Undergraduates learn from certain Sifu in the field That they want to master) Integrated Example of Issue: University of the Future Timeline: 5 years in the future  Discover the dengue vaccine  Invented the first Hybrid Airplane  Join MERCY M’sia  Become high school Deputy HM who inspired all of his Form 5 students to achieve straight A+ in SPM 2016 Money! Money! And some more Money! No. 1 Tertiary Education Profit Student Sifu
  92. 92. Preferred – University where all its graduates ends up being extremely useful and beneficial for the whole world Disowned – Profit Oriented University (too the extend of sacrificing their actual purpose of being a U) Integrated – University where values and profitability are given due attention Outlier – Exceptional Individual as the University (Undergraduates learn from certain Sifu in the field they want to master) Integrated Example of Timeline: 5 years in the future POSSIBLE STRATEGIES FOR MOE Issue: University of the Future Remind U of its real purpose of existence Empower U so that everyone who enters the U become the best human being ever Advice U to try to combine the preferred and the disowned for the best result possible Even though it is relatively improbable, it could be a viable wildcard No. 1 Tertiary Education Profit
  93. 93. 21/5/2016 93@ mbam IAB 2013
  94. 94. 94 Where are we now? Where Do we want to go? How Do we do that ? What Do we need to Do to Get there? Basic Process for GAP Analysis Current State Gap Analysis Desired State Copyright ©2016 MBustamanAM IAB MOE
  95. 95. Copyright ©2016 MBustamanAM IAB MOE 95
  96. 96. Step 3 1. Focus Areas /KRA 2. Specific Outcomes/Objectives 3. Alignment 4. Measure/KPI 5. Strategies
  97. 97. Key Result Area • KRA’s group strategic objectives into a small number of ‘areas’, which make sense. • Focuses effort on a limited number of issues • Prevents fragmentation of effort • Facilitates communication
  98. 98. mbam@IAB.MOE 07 98 • KRAs define what must be done to achieved the mission & vision. (Niven, 2003) • They are long-range performance targets that are consistent with an organization’s mission, usually requiring a substantial commitment of resources and achievement of short- term and mid-term supporting plans.
  99. 99. mbam@IAB.MOE 07 99
  100. 100. mbam@IAB.MOE 07 100
  101. 101. mbam@IAB.MOE 07 101
  102. 102. Alignment with Vision & Mission M.Bustaman.Strategic Leadership16 102
  103. 103. The individual needs of each student are met Our students enjoy a positive and enjoyable learning experience Our students demonstrate exemplary behaviour Providing quality & varied extra curricula activities Effective teaching methods that instil the joy of learning Knowledgeable, efficient, competent, nurturing & highly motivated staff who display our core values Transparency & Accountability Financial viability FIDUCIARYLEARNINGINTERNALCUSTOMER School Strategy Mapping - 2011 Our students strive towards academic excellence Safe welcoming, efficient, comfortable facilities and working environment Ongoing maintenance & upgrading of facilities Ample supply of resources – teaching aids, technology, equipment Consistent discipline Providing opportunity for Learning religion Principles Responsive curriculum that encompasses the motto “work, play and learn together” Our students are well rounded & excel in all fields Our students enjoy a safe, welcoming, efficient, comfortable and family oriented environment
  104. 104. IUM 2015 Strategic Direction: Towards becoming a Research-Intensified University S1. Produce well- rounded personalities and employable graduates Customer Stakeholder Financial Learning &Growth InternalProcess Research & Academic Excellence C1. Achieve status as a leading international academic & research institution imbued with Islamic values L1. Strengthen staff development and competency F1. Achieve budgetary sufficiency and efficiency P1. Strengthen quality integrated curriculum P8. Increase income contribution from SBUs/RMC/IHSB S2. Become centre of reference in niche areas of research P6. Secure bigger research grant P5. Have a significant pool of distinguished scholars P2. Intensify quality research output and publication P4. Increase academic staff who are engaged in high impact research L2. Ensure quality of research facilities through key compliance P3. Strengthen postgraduate studies P7. Enhance quality service L3. Improve library facilities to support research L4. Enhance morality within the university community IIUM Strategy Map 2007-2015 104Copyright ©2016 MBustamanAM IAB MOE
  105. 105. mbustaman/IAB/KPM/0 5 105 Copyright ©2016 MBustamanAM IAB MOE 105
  106. 106. Kaplan (2003): • If we can’t measure our processes, we can’t manage our processes • If we can’t manage our processes, we can’t change our processes for improvement • If we can’t improve our processes, we can’t meet or exceed our customers’ expectations • MEASURE - MANAGE – CHANGE - EXCEED @ mbam IAB 2013 10621/5/2016 How to Measure the Achievement of Objectives?
  107. 107. KPI’s • Key performance indicators are measures for all strategic objectives and core processes, to answer the questions: –How will you (we) know that you have achieved your strategic objectives, or at least are making progress towards achieving them? –How do you (we) know that your core processes are working well
  108. 108. • 1. Percentage of… • 2. Number of… (hours, times per month, donation, activities, km etc) • 3. Frequency of …. • 4. Level of …. • 5. Total of …(score, costs, hours, ..) • 6. Average • 7. Grade • 8. Ratio of • 9. Degree of @ mbam IAB 2013 108 Performance Measures 21/5/2016
  109. 109. • Targets are quantified and time-based • Target: Desired level of performance *a performance measure (e.g., % of customer satisfaction target = 95%) (source: Balanced Scorecard Institute, USA. 2005) * Remember to set the baselines or take of values (TOV)/ a point to start measurement) 21/5/2016 109 What is target? @ mbam IAB 2013
  110. 110. Designing Good KPIs Objectives – what are we trying to achieve? • May be more than one indicator for each objective. • Each objective will have strategies on how to achieve them. Indicators – what are you going to measure? • Used to assess the present state of progress and to suggest an appropriate course of action. Measures – how are you going to measure it? • Can be qualitative or quantitative data related to inputs, progresses or outputs. Targets – what is the result that you want? • Can be minima targets, stretch targets or a combination. Results – what have you actually achieved?
  111. 111. Constructing Good KPIs Objectives • High quality training / teaching. Indicators • Student satisfaction with the training/ teaching they experience. Measures • Mean student response per class to the question e.g. Overall, how satisfied are you with this teacher/trainer? • On a 1 to 5 Likert-type scale or (IAB- Percentage of satisfaction) Targets • At least 3.6 on a 1 to 5 scale, or (IAB- 80%) • Best in class compared with benchmark partners. ( Case IAB – INTAN)
  112. 112. @ mbam IAB 2013 112 STAKEHOLDER PERSPECTIVE Strategic Objective Strategic Measures (ST–2010; LT-2015; BL-2006) Strategic Initiatives 2007 Strategic Initiatives Accountability KPI Target ST / LT KPI Owner S1. Produce well-rounded personalities and employable graduates S1.1 Rating of IERS for students DR-S&AA 1. Finalize IERS survey for students as the focus target audience Department of Psychology IRKHS by end of May 2007 S1.2 Percentage of graduates employed at the point of convocation BL: 60.87% ST: 70% LT: 80% DR-S&AA As per Office of DR-S&AA Balanced Scorecard 2007-2010 1. Enhance entrepreneurship as employment option -Student Bazaar -Create opportunities through strategic partnerships 2. Finishing School Programme as graduation requirement ACSD, S-DEV 21/5/2016
  113. 113. 21/5/2016 113@ mbam IAB 2013
  114. 114. WHAT DO YOU LEARN? MY ACTION SELF WORK PLACE @ mbam IAB 2013 114 RECORD YOUR LEARNING 21/5/2016
  115. 115. STRATEGY PROGRAMMES/PROJE CTS KPI TARGET (CURRENT YEAR) SAMPLE OF ACTION PLAN OBJECTIVES: KPI & TARGET (MIN 3 YEARS): 21/5/2016 @ mbam IAB 2013 115
  116. 116. STRATEGY PROJECTS/PROGRAMMES KPI TARGET/YEAR PROJECT A % of…. (eg: 10%) SAMPLE OF OPERATIONAL PLAN OBJECTIVES: ACTION ACTIVITIES (list of detail action) (flow chart) KPI & TARGET A. B 1. 2. 1. 2. OPERATIONAL PLAN PROJECT A . 21/5/2016 @ mbam IAB 2013 116
  117. 117. Part 6 Execution of Plan M.Bustaman.Strategic Leadership16 117
  118. 118. Working in a Strategic Way M.Bustaman.Strategic Leadership16 Means that Leaders: Trust the Process – They are able to use the habits that comprise the strategic leadership method – Anticipating environmental change , Articulating a statement of intent, Aligning people, processes, and structures, and Assuring that the organization produces the intents it seeks and to enable the organization to find its future and make it happen. 118
  119. 119. @ mbam IAB 2013 119 Flexibility dan Simplicity 21/5/2016
  120. 120. 120 Innovative and creative 21/5/2016 @ mbam IAB 2013
  121. 121. • Two-year-olds hear these words from morning to night. • On one hand, this activity is necessary to protect children from injuring themselves. • On the other hand, it begins the process of making creative choices feel uncomfortable. 'No' and 'don't' are two words that stop the creative process. … 21/5/2016 @ mbam IAB 2013 121
  122. 122. Don’t Give Up On Your Goal One little tiny frog
  123. 123. The Story of The Geese
  124. 124. 124 Accept diversity 21/5/2016 @ mbam IAB 2013
  125. 125. ANCHORING can limit strategic thinking • When faced with a choice, we may ANCHOR on a certain good outcome we think will occur. • It can be hard to remain open to other options or implications. • Anchoring is often the result of over-the-top urgency to “just do something.”21/5/2016 @ mbam IAB 2013 125
  126. 126. 126 ‘compassionate’ & generous. 21/5/2016 @ mbam IAB 2013
  127. 127. @ mbam IAB 2013 127 Trade Off 21/5/2016
  128. 128. @ mbam IAB 2013 128 Managing Risk 21/5/2016
  129. 129. 21/5/2016 129@ mbam IAB 2013
  130. 130. M.Bustaman.Strategic Leadership16 130 High Performance MAKE TARGET CONCRETE AND CLEAR Recruit for Cultural and Performance Fit Tie Rewards to Performance and Individual Growth and Contribution TRACK PERFORMANCE Teach the Organization’s Point of View MAKE LEARNING A PRIORITYEMP OW ER The Strategic Leadership Framework Leader Structural Tactics
  131. 131. Main References 131MBustaman-IAB KPM 15
  132. 132. 2.
  133. 133. @ mbam IAB 2013 135 THANK YOU From Muhd Bustaman Abdul Manaf Institute Aminuddin Baki Ministry of Education bustaman@ iab.edu.my 0199890524 21/5/2016
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strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions

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