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Institut Tadbiran Awam Negara INTAN National Institute of Public Administration

. ?Everything should be made as simple as possible, but not simpler".Albert Einstein . 05/07/2012. 2. 05/07/2012. 3. WHAT IS STRATEGY?. ?The science of planning and directing large scale military operations, maneuvering forces into the most advantageous position prior to actual en

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Institut Tadbiran Awam Negara INTAN National Institute of Public Administration

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    1. 05/07/2012 1

    2. “Everything should be made as simple as possible, but not simpler”. Albert Einstein 05/07/2012 2

    3. 05/07/2012 3 WHAT IS STRATEGY? “The science of planning and directing large scale military operations, maneuvering forces into the most advantageous position prior to actual engagement with the enemy”.

    4. Strategy = 5P’s = A plan, a ploy, a pattern, a position and a perspective. Henry Mintzberg (1987) 05/07/2012 4

    5. 05/07/2012 5 What is Management? “ is a group of people working together in a coordinated manner to achieve group results”. “is the process of coordinating work activities so that they are completed efficiently and effectively with and through other people”.

    6. What Is Strategic Management? “Strategic Management is the art and science of formulating, implementing and evaluating cross-functional decisions that enable an organisation to achieve its objectives” Fred R. David (2007) 05/07/2012 6

    7. 05/07/2012 7 What is Strategic Management? A set of managerial decisions and actions that determines the long-run performance of a organisation It includes environmental scanning (both internal & external ), strategy formulation (strategic & long-range planning), strategy implementation, evaluation and control.

    8. 05/07/2012 8 STRATEGIC MANAGEMENT Where are we now? Where do we want to be? Know yourself Take actions Achieve success Analytical Strategic choice Vision

    9. 05/07/2012 9 Strategic management is much more than planning; it involves taking action and making things happen. It involves planning, leading, organizing and control.

    10. 05/07/2012 10 Human resources Financial resources Physical resources Information resources

    11. 05/07/2012 11 What is a strategic plan? A Strategic Plan maps out Where firm is heading Short and long range performance targets Actions of management to achieve outcomes A Strategic Plan consists of A strategic vision & mission Performance objectives Comprehensive strategy for achieving the objectives

    12. 05/07/2012 12 WHY STRATEGIC MANAGEMENT? Rapid environmental changes Increased stakeholder demands Resource constraints Organisational complexity These forces require us to: Think strategically Formulate effective strategies Implement strategies, and Evaluate performance and outcomes

    13. 05/07/2012 13 The Benefits of Strategic Management The 3 most highly rated benefits of strategic management are: Clearer sense of strategic vision for the firm Sharper focus on what is strategically important Improved understanding of a rapidly changing environment

    14. Encourage forward thinking Provide clear direction and objective Facilitate allocation of resources Facilitate internal communication and cooperation Identify new opportunities for exploitation Prepare for threats Avoid human and organisational inertia The Benefits of Strategic Management

    15. 05/07/2012 15

    16. 05/07/2012 16 Strategic Management Model

    18. 05/07/2012 18 A. Environmental Scanning: Situational Analysis

    19. Strategic Analysis Tools There are several strategic analysis tools available. Force Fields Analysis Boston Consulting Group (BCG) Gap Analysis Porter Five Forces Porter Value Chain PEST Total System Intervention (TSI) Viable System Model (VSM) 05/07/2012 19

    20. SWOT/TOWS McKinsey 7S Cause & Effect Strategic Assumptions Surfacing & Testing BSC Analysis Scenario Building Organizational Excellence Model Journalistic Six Strategy Canvas & Four Actions Framework Strategic Total System Analysis Stakeholders Analysis, etc 05/07/2012 20

    22. 05/07/2012 22 The Strategy Canvas of Cirque du Soleil

    23. 05/07/2012 23 The Strategy Canvas of Cirque du Soleil

    24. 05/07/2012 24 The Four Action Framework

    25. Kanvas Strategi (Prasekolah)

    26. Empat Kerangka Tindakan (Four Actions Framework)

    27. Kanvas Strategi(Prasekolah)

    28. 05/07/2012 28 Cause & Effect/Ishikawa Diagram Cause Effect

    29. Cause-effect

    30. 05/07/2012 30 PEST Analysis

    31. STEP/PEST

    32. 05/07/2012 32 The 7-S Framework: Internal

    33. 7 S

    34. BSC

    35. 05/07/2012 35

    36. 36 RAISING THE BAR In our journey towards the path of public sector excellence, there will certainly be resistance to the change efforts being implemented. The above Force Field diagram indicates some areas which have to be given due consideration in the course of implementation. However, if all the concerned parties, especially the HR practitioners in the agencies are able to demonstrate high degree of commitment and keen determinations, we are confident that we should be able to attain the 7 strategic goals outlined above and to achieve extraordinary performance.In our journey towards the path of public sector excellence, there will certainly be resistance to the change efforts being implemented. The above Force Field diagram indicates some areas which have to be given due consideration in the course of implementation. However, if all the concerned parties, especially the HR practitioners in the agencies are able to demonstrate high degree of commitment and keen determinations, we are confident that we should be able to attain the 7 strategic goals outlined above and to achieve extraordinary performance.

    37. 05/07/2012 37

    38. 05/07/2012 38

    40. 05/07/2012 40 B. Strategy Formulation

    41. Strategy Formulation Is a process of finding the best and the most suitable strategies to implement so that all organisation goals are met. Business Dictionary (2008) 05/07/2012 41

    42. 05/07/2012 42 Strategic Visioning It is a description of what the organisation is capable of becoming or would like to become …… Strategic vision is dynamic process.

    43. 05/07/2012 43 Mission Mission is a purpose or reason for the organisation’s existence (what the organisation is now). It tells what the organisation is providing to the society. It promotes a sense of shared expectations in employees. Communicates a public image to important stakeholder groups.

    44. 05/07/2012 44 Developing a Vision & Mission Begins with thinking strategically About organisation’s future makeup & Forming vision of organisation’s future in 5-10 years Task is to Inject sense of purpose into organisation’s activities Provide LONG-TERM DIRECTION Give firm STRONG IDENTITY Decide “WHO we are, WHAT we do & WHERE we are heading”

    45. 05/07/2012 45 Developing a Vision & Mission An organization’s MISSION Reflects management’s vision of what organisation seeks to do & becomes Provides a clear view of what organisation is trying to accomplish for its customers Indicates intent to stake but a particular business position

    46. 05/07/2012 46 Specific questions that help form strategic visions What business are we in now? What business do we want to be in? What will our customers want in future? What are expectations of our stakeholders? Who will be our future competitors? What should our competitive scope be? How will technology impact our industry What environmental scenarios are possible?

    47. 05/07/2012 47 Example: Vision To be a world class public Sector training institution

    48. 05/07/2012 48 Example: Mission To develop and enhance the public sector human resource through a quality training

    49. 05/07/2012 49 Example: Quality Policy To develop the potential of human resource in the public sector toward excellence through training

    50. 05/07/2012 50 OBJECTIVES What must we do to achieve our vision and mission? What specifically must we achieve: performance goals: ouputs, impact and benefit for clients and organisation

    51. 05/07/2012 51 Objectives State what is to be accomplished, when and how; and quantify the result result. The achievement of corporate or organisation objectives should result in the fulfillment of a corporation’s/organisation’s mission. Goal A goal is an open-ended statement of what the organisation wants to achieve.

    52. 05/07/2012 52 SMART S - SPECIFIC M - MEASURABLE A - APPROPRIATE R - REALISTIC/RESULTS ORIENTED T - TIME BOUND

    53. 05/07/2012 53 Policies A broad guideline for decision making that links the formulation of strategy with its implementation. Policies are to ensure that employees take actions that support organisation’s mission, objectives and strategy (performance goals: ouputs, impact and benefit for clients and organisation)

    54. 05/07/2012 54 C. Strategy Implementation

    55. 05/07/2012 55

    56. 05/07/2012 56 D. Evaluation and Control

    57. 05/07/2012 57 Evaluation and Control Organisation’s activities, performance and results are monitored Actual performance is compared with the desired performance Able to pinpoint weaknesses of previous strategic plan

    58. 05/07/2012 58 Five Tasks of Strategic Management Defining business, stating a mission & forming a strategic vision Setting measurable objectives Crafting a strategy to achieve objectives Implementing & executing strategy Evaluating performance, reviewing new development & initiating corrective adjustments.

    59. 05/07/2012 59 “ Know your enemy and know yourself, and in a hundred battles you will never be defeated”. Sun Tzu The Art of War

    60.

    61. @ongguapak 05/07/2012 61

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