Strategic leadership

Strategic Leadership

Bringing the High Performance Habits to Life By

M.Bustaman Abd ManafInstitute Aminuddin Baki, Ministry of Education Malaysia

HP: 60199890524/ email: [email protected]

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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

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• 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.

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Objectives

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

5. How to Lead Like a Strategic Leader The tactics strategic leaders use to

influence others to willingly join-in pursuit of organizational goals.

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Introduction

Content

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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.

Leadership1. 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.



The Strategic Leadership Framework

Leadership and Strategic LeadershipLeaders 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.

Strategic Leadership DefinedAt 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).


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


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?


AnticipatingAnticipate Change

Ask: What is going on here?

ArticulatingCreate Direction, a Shared

Reality, Set StrategiesAsk, What needs to happen

here?Aligning

Connect with people, Create Conditions for success, remove

barriers, establish trustAsk, How do we make it happen?

AssuringFocus 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)


Strategic Leadership Action

M.Bustaman.Strategic Leadership16 12Source: Palladium Group


The Role of Strategic leader

Part 2Leader Thinking

Skills


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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

http://blog.iseesystems.com/author/jmerritt/

The Minds we Need

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!

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What is Strategic Thinking?


Strategic Thinking Skills Assessment

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• Strategic thinking is identifying, imagining and understanding possible and plausible future operating environments for your organisation…

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• Integrating the future into your decision making processes today by thinking big, deep and long.

Strategic Thinking?

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• Big (very broad) – do we understand how we connect and interact with other organisations

and the external environment?

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• 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?

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Long – how far into the future are we looking? Do we understand the shape of alternative futures for our organisation?

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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


The Strategic Thinking Protocol Core Competency

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)

https://www.painters-online.co.uk/userfiles/gallery/A%20Complex%20Mind_23784.jpg

Thinking in a strategic way


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.

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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.


Leaders must have the capability to understand and rapidly adapt to changes in their environment.

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

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1. Know what difference you want to make

2. Choose your actions accordingly

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Quiz 1: What difference do you want to make?

• Your community/country• Your department/units• Your team/work group• Personally/professionally

Part 3The Strategic

Thinking ProtocolM.Bustaman.Strategic Leadership16 30

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He who controls others may be powerful, but he who has mastered himself is mightier still." - Lao Tzu

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Outcomes?

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• Refer to Worksheet: Strategic Thinking Self-Assessment

• Time: 10 minutes each section• Discussion: Example of your actual

behavior in real workplace situations

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3.1 : Know Yourself –Strategic Thinking Self-Assessment

SYSTEMS THINKING

AGILITY

ANTICIPATING

ARTICULATING VisionMission

REFLECTING

REFRAMING

The Strategic Leadership FrameworkThe Strategic Thinking Protocol

The Takeaway - A shared statement of intent forms a psychological contract with followers and guides the organization’s actions.

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Pisapia, J. (2009) The Strategic Leader.M.Bustaman.Strategic Leadership16 34

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


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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.

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Check Your Habits – 1. Systems Thinking SkillsGood 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 doneBad HabitsView relationships individually as opposed to being part of an interwoven networkBreak the problem into parts before defining the entire problem

Open your mind:Develop Your Systems Thinking Skills

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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.

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Reflecting


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The Strategic Thinking Skills

2. Reflecting

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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.

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Check Your Habits –2. Reflecting HabitsGood 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 situationsBad Habits• Ignore past decisions when considering current similar situations? ® • Ignore your past experiences when trying to understand present situations

Reframing


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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.

3. Reviewing and reframing your own and others’ understanding of situations

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Check Your Habits – 3. Reframing HabitsGood 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

The Strategic Thinking Skills

Reflection

ReframingSystems Thinking

Analytical

Creative

Divergent

Synthesis

Intuitive

Critical

Evaluative

Integrative

Pragmatic

Tactical

Reasoning

Practical

StrategicSolutions

Future

Forward

Convergent

Deductive

Inductive

Holistic

Linear Non LinearM.Bustaman.Strategic Leadership16 47

Review Strategic Thinking Skills Asssesment

• Check your strength and weak areas

• Develop action plan to improve the weakness items


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WHAT DO YOU LEARN? MY ACTION

SELF

WORK PLACE

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RECORD YOUR LEARNING

Part 4The Habits of Strategic Leaders



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.

Acting in a strategic way


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.

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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.

BridgingActions 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.

BarteringActions taken to give something in exchange in order

to strengthen the effectiveness of relationships and alliance building efforts.

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BondingARTISTRY

ALIGNING

ASSURINGHIGH PERFORMANCEBridging

Bartering

Transforming

Managing

The Strategic Leadership Framework

The Strategic Execution Protocol

05/01/2023 54Pisapia, 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

SLA Assessment

Refer to worksheet


Case StudyThe Nissan Way

1. What examples of the 6 habits of strategic leader can you identify in

the Nissan way?


Part 5Leading and Managing

Organization Strategically


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Impact of strategic thinkingto an organization success

Future focusOpenness

Breadth: very widePositive outlook/

proactiveCuriosityFlexibility

Step 1:Set the Strategic Direction/Intent


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Problem in Setting the Future Direction

• Paradigms• Positive Thoughts

• Busy


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o o o

o o o

o o o

Looks Beyond

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A set of rules & regulations that:1. Defines boundaries2. Tells you what to do to be successful

within those boundaries3. Is used to “filter reality.” We use

paradigms to understand data and information…. to order, relate and control our reality.

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What is a Paradigms Shift?

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• 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.

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If we ignore paradigm shifts, then….

SHIFT YOUR PARADIGM TO POSITIVE PARADIGM.

POSITIVE THINKINGFor

BETTER FUTURE

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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.

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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.

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“ANTS: squash them

”

“When we direct our thoughts properly, we can control our emotions.” – W. Clement StoneIn his book "Change Your Brain, Change Your Life," Dr. Daniel Amen talks about "ANTs" – Automatic Negative Thoughts

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Conclusion: Change to Positive Thought Because…..

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Relax Your Mind

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To think strategically, you have to move beyond busy.

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Time management: Priority

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2. Putting Planning in its Place! (Stephen R. Covey)

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Action: Act Now?

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• Analyzing Environment• Scenario Planning

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Step 2: Analyzing Environment

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Collect right information? How?

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Aware of own worldview… It’s irrelevant

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Curious…

Explore, learn, reflect

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Copyright ©2016 MBustamanAM IAB MOE

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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

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

Probable, Plausible, Possible and Preferred Futures

Prob

able

'lik

ely' t

o ha

ppen

[li

kely

given

curre

nt

trend

s

Plausible

'could'

happen,

[most likely]

Possible 'might'

happen [basic range

of alternatives]

Preferable we

'want' to happen, [the

desired future]

Wildcards /

Surprise [we

thought of as

‘low

probability

high impact

events]

Futures

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]

Future 1

Future 2

Future 3

Future 4

Excerpt taken from http://www.quesucede.com/page/show/id/scenario_planning

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 focusing on making

better decisions”

Why Scenario Planning?“Scenarios are internallycoherent pictures of possible futures.

They are among the most useful tools and have awide range of uses.

They can dramatize trends and alternatives, explore the impacts and implications of decisions, choices, strategies, and provide insights intocause-and-effect sequences”

Slaughter, R. (2000) Futures: Tools and Techniques, Futures Study Centre,

Indooroopilly, Qld

Integrated Approach

Integrated

Integrated Approach Integrated

Preferred Disowned

Integrated Outlier

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 fieldThat they want to master)

IntegratedExample ofIssue: 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

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)

IntegratedExample 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

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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


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Step 31. Focus Areas /KRA2. Specific Outcomes/Objectives3. Alignment 4. Measure/KPI5. Strategies

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

[email protected] 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.


http://www.csuchico.edu/mgmt/strategy/module2/sld021.htm


http://www.csuchico.edu/mgmt/strategy/module2/index.htm

http://www.csuchico.edu/mgmt/strategy/module2/tsld022.htm











Alignment with Vision & Mission


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

FIDU

CIAR

YLE

ARN

ING

INTE

RNAL

CUST

OM

ERSchool 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


IUM 2015 Strategic Direction: Towards becoming a Research-Intensified University

S1.Produce well-

rounded personalities and

employable graduatesCu

stom

er

Stak

ehol

der

Fina

ncia

l

Lear

ning

&

Gro

wth

Inte

rnal

Pro

cess

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

postgraduatestudies

P7.Enhance quality service

L3.Improve library facilities to

support research

L4.Enhance morality within

the university community

IIUM Strategy Map 2007-2015104


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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

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How to Measure the Achievement of Objectives?

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

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• 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

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Performance Measures

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• 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)

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What is target?

Designing Good KPIsObjectives – 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?

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)

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STAKEHOLDER PERSPECTIVE

StrategicObjective

Strategic Measures (ST–2010; LT-2015; BL-2006) Strategic Initiatives2007

Strategic Initiatives Accountability

KPI TargetST / 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 2007-20101. Enhance entrepreneurship as employment option-Student Bazaar-Create opportunities through strategic partnerships2. Finishing School Programme as graduation requirement

ACSD, S-DEV

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WHAT DO YOU LEARN? MY ACTION

SELF

WORK PLACE

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RECORD YOUR LEARNING

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STRATEGY PROGRAMMES/PROJECTS

KPI TARGET(CURRENT YEAR)

SAMPLE OF ACTION PLANOBJECTIVES:

KPI & TARGET (MIN 3 YEARS):

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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 .

Part 6Execution of Plan


Working in a Strategic Way


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.

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Flexibility dan Simplicity

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Innovative and creative

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• 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.

…

Don’t Give Up On Your Goal

One little tiny frog

The Story of The Geese

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Accept diversity

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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.”

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‘compassionate’ & generous.

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Trade Off

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Managing Risk

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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 PRIORITYE M P O W E R

The Strategic Leadership Framework Leader Structural Tactics

MBustaman-IAB KPM 15

Main References

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THANK YOUFromMuhd Bustaman Abdul ManafInstitute Aminuddin BakiMinistry of Educationbustaman@ iab.edu.my0199890524

01/05/2023