BLUE OCEAN STRATEGY & ITS APPLICATION

1. BLUE OCEAN STRATEGY & ITS APPLICATION

2. Objektif Ceramah Berkongsi ilmu tentang konsepBlue Ocean Strategy (BOS) Relevan dengan pengurusan sekolah : Bagaimana merealisasikaan konsep BOS untuk mencapai keberkesanan pengurusan sekolah ?

3. ADAPTASI BOS OLEH KPM BOS – DUNIA PERNIAGAAN TETAPI TIDAK BERERTI KONSEP & PRINSIP TIDAK BOLEH DIADAPTASIKAN DAN DIAPLIKASIKAN DALAM KONTEKS PENDIDIKAN AJK BOS DIKETUAI OLEH YBHG. TAN SRI DATUK Dr. ZULKARNAIN HJ AWANG (KSU) & YBG. DATO’ ALIMUDDIN BIN MOHD.DOM ( KPPM)

4. Perhatian & cabaran !!! BLUE OCEAN STRATEGY adalah untuk pihak yang bersedia dengan kesanggupanmelakukan perbezaan dengan keluar dari status quo ke arah kejayaan dalam melestarikan kecemerlangan diri atau institusi. MALU DENGAN KESEDERHANAAN MEMIKIR DILUAR KOTAK

5. konsep BOS RED OCEAN VS BLUE OCEAN PERSAINGAN TIDAK RELEVAN LAGI INOVASI YANG BERNILAI (VALUE INNOVATION ) PERBEZAAN ( DIFFERENTIATION) KOS RENDAH ( LOW PRICE)

6. CONTOH-CONTOH CIPTAAN BLUE OCEAN • VALUE INNOVATION & LOW COSTS • Celcom Broadband Modem • 3in 1 Nescafe mix • Cup Noodle • ?????

7. RED OCEAN VS BLUE OCEAN strategy (SEKOLAH)

8. BAGAIMANA DENGAN SEKOLAH???? ANALYTICAL TOOLS : Visualization strategy Six Paths Framework ERRC Grid Fair Process ( 3Es) LEADERSHIP STYLE : Tipping Point Leadership

9. The case of Blue Ocean StrategyCreating Uncontested Market Space

10. AirAsia: Reconstructing the airline industrylooking across boundaries Industry • Flights as an alternative to road, rail and sea transport. • Similar convenience, accessibility, and cost. • Faster and safer than road, rail & sea transport. Strategic Group • Chose to be a no frills low cost carrier instead of competing with full service carriers. • Make purchases and payments convenient and accessible to end buyer. Buyer Group • Going for first time travelers and non-customers. • Reach end-buyer directly. Scope of product or service offering • Cut off all unnecessary frills but offer complimentary services like insurance, hotel rooms booking, travels and tours. Functional-emotional appeal • Regard air travel itself as the emotional appeal but cut off all the frills to focus on the main function of air travel. Time • There is a global trend of deregulation for the airline industry and it is coming to Asia. Open skies in 2009. • Internet usage has become widespread

11. Eliminate Raise Reduce Create The Four Actions Framework for AirAsia • Loyalty programs • Tickets • Free meals • Assigned seats • Accessibility • Convenience • Brand awareness • Brand Image • Frequencies • Routes/Network A New Value Curve • Price • Turn around time • Amenities • Operating costs • Online purchase • Online check in • Franchise • Self check in • Complementary services

12. A Malaysian Success Story Most profitable Most Cost Competitive High Growth Widest network

13. Accolades in 2007All round excellence Business People Governance Costs Branding

14. SIX PATHS FRAMEWORK TO IDENTIFY THE “WHAT”( Kim & Mauborgne, 2005 ) FOR SCHOOLS

15. ERRC Grid or the Four Action Grid ( Kim & Mauborgne, 2005)

16. ERRC for Cluster Schools Figure 2: Eliminate-Reduce-Raise-Create Grid: The Case of A Cluster School of Excellence

17. FOUR STEPS OF VISUALIZING STRATEGY ( SCHOOL) ( Kim & Mauborgne, 2005)

18. I IDENTIFICATION OF HOT SPOTS

19. HOT SPOTSVSCOLD SPOTS (SCHOOL)

20. ACTION PLANS FOR HOT SPOTS

21. Tipping Point Leadership

22. Tipping Point LeadershipHow AirAsia overcame key organizational hurdles

23. Tipping Point LeadershipHow schools can overcome key organizational hurdles

24. THE FOUR ORGANIZATION HURDLES TO STRATEGY EXECUTION( Kim & Mauborgne, 2005) Cognitive Hurdle An organization wedded to Status quo Resource Hurdle Political Hurdle Opposition from powerful vested interest Limited Resources Motivational Hurdle Unmotivated staff

25. HOW FAIR PROCESS AFFECTS PEOPLE’S ATTITUDES AND BEHAVIOR ( Kim & Mauborgne,2005) Strategy Formulation Process Fair Process Engagement Explanation Expectation Clarity Trust and Commitment “I feel my opinion counts” Attitudes Voluntary Cooperation “I’ll go beyond The call of duty” Behavior Exceeds Expectation Self-Initiated Strategy Execution

26. Build Execution into StrategyFair Process at AirAsia Engagement • Fernandes created an open culture, no hierarchy, a family environment. • Midnight briefings conducted to involve as many as possible. • People are encouraged to chip in to help out. • Open office with no compartmentalization. Expectation Clarity Explanation • Promoted internal branding. • “Staff must understand the company’s direction before they can explain to others”. • Respect for each other. • “Anything is possible” is their motto. • Fernandes provided leadership by example.

27. THE EXECUTION CONSEQUENCES OF THE PRESENCE AND ABSENCE OF FAIR PROCESS IN STRATEGY MAKING(Kim & Mauborgne,2005) Fair Process Intellectual and Emotional Recognition Trust and Commitment Voluntary Cooperation in Strategy Execution Violation of Fair Process Intellectual and Emotional Indignation Distrust and Resentment Refusal to Execute Strategy

28. Intellectual, Emotional Recognition Trust & Commitment Voluntary Cooperation Results of fair process “Secondly, what got us here is an open culture, no hierarchy; a family environment. We can't ever change that. As soon as we change that, we lose our focus. We put everyone together. I even go down to the fact that we go through one door; we have marketing people, finance people, engineers, cabin crew, pilots -- all in one office. It means effective communication. You open the door -- you see our planes. If people need help, we all go out there to carry bags. My secretary will go out and help clean the planes if we are running into a delay.” Tony Fernandes

29. The Blue Ocean MoveLeaving behind the competition • REINVENT OURSELVES BY LEARNING, UNLEARNING & RELEARNING!!!

30. BACALAH DAN APLIKASIKAN KONSEPBLUE OCEAN STRATEGY KE ARAH KEGEMILANGAN SEKOLAH ANDA TERIMA KASIH!!! THANK YOU!!!