111
Strategic Planning Session
AMANAT NAIB CANSELOR
Masjlis Penutup
9 November 2008
Melaka
No.1 / 2008
2
Menu
■ Survey
■ Execution overview
■ Key Performance Indicators
■ Implementation
■ Execution strategy
3
Survey pendapat staf (November 2008)
Responden 141 – Prof Madya (14), Pensyarah (37), Staf pengurusan
& profesional (22), staf sokongan (68)
100100Berubah menerusi pendekatan agama6
8890Berubah menerusi mentor-mente5
94100Kesanggupan belajar perkara baru4
7073Persepsi pengantarabangsaan3
7979Perspeksi “kehendak” KPT2
8586Persepsi terhadap misi/visi UTM1
Sokongan (%)Akademik (%)SoalanBil.
4
Survey (November 2008)
6843Tahap keberkesanan8
6747Kerenah birokrasi9
7151Tahap kecekapan organisasi7
5661Semangat berpasukan15
6253Sikap14
5059Cara pemikiran lama13
6339Pengiktirafan staf12
6649Persekitaran kerja kondusif11
5241Situasi tempat kerja10
Sokongan (%)Akademik (%)SoalanBil.
5
Comments
■ Encourage staff to express views, second opinions
■ Encourage staff to commit, contribute more
■ Meet regularly, discourse, discuss issues
■ Open up line for direct communications – email, sms
■ Simplify procedures, work process etc
■ Promote team work – reward team effort, success
■ Encourage innovation & creativity
■ Develop passion for success
■ Change ourselves first – exemplary leader
■ Motivate staff
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The importance of execution
■ “Vision is nothing without execution. Whenever
anyone asks me about vision, I get very
nervous. You’ve got to be able to tie it back to
strategy; you’ve got to tie accountability to
things”
Mark Hurd, CEO Hewlett-Packard
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Vision and strategy
a) If a business is not first or second in its market,
close it, sell or fix it
(b) Emphasize on ownership, teamwork and enterprise
in everything you do
(c) Share good practice
(d) Break down all internal barriers to action and
communication
(e) Become a “boundaryless” organization, shifting
resources and expertise to wherever they are most
needed
To be first or
second in all
chosen markets
General
Electric
(a) Marketing drive to put the customer first
(b) Supported by internal training
(c) Employee communications
(d) Revamping the corporate image
To be the world’s
favorite airline
British
Airways
StrategyVision/missionCompany
8
Successful strategy execution
■ Instilling clarity and focus
■ Generating engagement and commitment
■ Allocating scant resources
■ Fostering collaboration
■ Creating the right milestones of achievement
■ Managing pace
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Engagement and commitment
■ Learn from the people
■ Plan with the people
■ Begin with what they have
■ Build on what they know!
Lao-tzu, Chinese sage
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Managing culture and culture change
■ Rule 1: Reasons for change, compelling and agreed
upon by key players
■ Rule 2: Focus on changing behavior, not directly on
changing culture
■ Rule 3: Effective communication is vital
■ Rule 4: Adequate effort to reduce resistance to change
■ Rule 5: Speed to be designed accordingly
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Good to Great (Jim Collins, 2001)
Level 5 hierarchy
■ LEVEL 1 Highly capable individualMakes productive contributions through talent, knowledge, skills & good work habits
■ LEVEL 2 Contributing team memberContributes individual capabilities to the achievement of group objectives and works
effectively with others in a group setting
■ LEVEL 3 Competent managerOrganizes people and resources toward the effective and efficient pursuit of
predetermined objectives
■ LEVEL 4 Effective leaderCatalyzes commitment to and vigorous pursuit of a clear and compelling vision,
stimulating and higher performance standards
■ LEVEL 5 ExecutiveBuilds enduring greatness through a paradoxical blend of personal humility and
professional will
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How Carlos Ghosn Rescued Nissan?
■ Always start with clean sheet– Empowering the people
– No time to waste
■ Global alliance
■ Transparent
■ Master art of implementation– New model to market
– Focus on profits, not sales
– Closing plants
– Changing people
■ Simplicity– Target
– Motivation
– Speed
– Commitment
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KPI-bound management system
■ KPI to be agreed with Deans, Directors, Staff before January 2009
■ Put on paper or KPI software
■ Online monitoring system
■ Monthly monitoring meeting with TNCs
■ Trigger system
■ Reward system
■ Promotion system
■ Performance appraisal
■ Appointment for special assignments – Deanship, Directorship, etc
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Mandat Naib Canselor
■ Laksana Pelan Strategik Pengajian Tinggi Negara
■ Fokus penerbitan akademik (emp. citation indexed-journals)
■ Membangun budaya ilmu (dan penyelidikan)
■ Universiti terbaik di Malaysia (NUS-NTU-UTM-standard)
■ Iskandar Malaysia
■ Kerajaan Negeri Johor
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Key Performance Indicators KPIs
9
8
7 or
6
5
4
3
2 or
1
No
50%
20
2000
85%
RM50
40%
3000
3000
55%
2010
70%30%Research load (time)
5000550Intellectual property
1001Spin-off company
99%83%Graduate employability
RM100RM35Research fund (m)/yr
50%33%Postgraduate
10,000340Citation
5000<300Indexed-publication
75%37%Staff with PhD
20132008Indicators
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Research load
90%GroupProject memberLecturer – post-doctoral
100%GroupProject memberPost-doctoral (contract)
30%Group / FacultyProject memberLecturer
50%Group / COE / FacultyProject managerLecturer
70%Group / COEProject managerLecturer
30%Group / FacultyProject memberSenior lecturer
50%Group / COE / FacultyProject leaderSenior lecturer
70%Group / COEProject leaderSenior lecturer
30%Group / FacultyProject memberAssociate Professor
50%Group / COE / FacultyProject leaderAssociate Professor
70%Group / COEProject leaderAssociate Professor
70%Group / COEProgram leaderProfessor (C)
30%FacultyHead/MentorProfessor (A and B)
70%Cluster / COEHead/MentorProfessor (A and B)
Research timeKPITasksPositions
BLUE BOOK
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New research structure
Structure:
TNC (Research & Innovation)
Research Cluster (no. 20-30)
Institutes
Centers
Research Groups
Staff KPI on research-related
activities
Structure:
TNC (A&A)
Deans (no. 15)
Faculties
Departments
Laboratories
Staff KPI on teaching-related
activities
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18
Transformation Main Drivers
Human Capital
Infrastructure
Research &
Innovation
Transformation
Teaching &
Learning
Transformation
Publication-citation-driven
Global Alliance program
Support interdisciplinary projects
Hire established key Professor
Ranks: University, Faculty Professors
Focus on community & market-driven
Intellectual property-driven
Handle non-PhD staff
Culture
Transformation
More discourse, intellectual exchange
“Idea-Clusters” group dynamics
All staff to attach to research centers
Celebrate the “Team” and “Effort”
Develop IT-savvy academic community
Hire outsiders to head strategic units
More cafes for informal discourse
Early retirement options for exit
Education, not training
Problem-based curricula
Broad-based undergraduate program
Regional engagement
“Paidea” projects – University electives
Campus as the microcosm
Lecturers as supervisor, facilitator
World-class digital infrastructure
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Teaching and learning
■ Student-centric
■ Teaching-research-industry-spin-off companies
– Emphasis on research findings in teaching
– Case studies
– Problem-based learning
■ Curriculum not too rigid
■ Excitement learning environment – budaya ilmu
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To come
■ Virtual UTM
■ Campus tourism
■ Greater empowerment
■ Review Diploma program
■ Start at 9 am, yes 9 am!
■ Professors A and B report to TNCs
■ Professors A and B serve the University, not Faculties
■ Research at Centers, teaching at Departments
■ SPACE program → 80% Virtual
20
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Academic cell (30-100/unit)
Head professor
Professors
Associate professors
/ Lecturers
Post doctoral fellows
PhD students
MSc students
BSc students
Researc
h
Researc
h o
utp
uts
Post
–R
esearc
h
activitie
s
Main research outputs (a) journal publication (b) intellectual properties (c) spin-off companies
Post-research activities (a) seminar & workshop (b) teaching (c) networking (d) marketing etc.
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Academic cell (30-100/unit)
Head, Cluster/Umbrella COE
Institutes
Centers, UTM
Centers, Faculties
Research group, UTM
Interest group
Task forces
Main research outputs (a) journal publication (b) intellectual properties (c) spin-off companies
Post-research activities (a) seminar & workshop (b) teaching (c) networking (d) marketing etc.
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Academic cell (30-100/unit)
Multi-disciplinary
Sharing facilities
Main research outputs (a) journal publication (b) intellectual properties (c) spin-off companies
Post-research activities (a) seminar & workshop (b) teaching (c) networking (d) marketing etc.
Avoid duplication
Synergy
Efficiency
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Academic cell (30-100/unit)
Main research outputs (a) journal publication (b) intellectual properties (c) spin-off companies
Post-research activities (a) seminar & workshop (b) teaching (c) networking (d) marketing etc.
90%Project
member
Lecturer (post-
PhD)
100%Project memberPost-doctoral
(contract)
30%Project memberLecturer
50%Project managerLecturer
70%Project managerLecturer
30%Project memberSenior lecturer
50%Project leaderSenior lecturer
70%Project leaderSenior lecturer
30%Project memberA. Professor
50%Project leaderA. Professor
70%Project leaderA. Professor
70%Program leaderProfessor (C)
30%Head/MentorProfessor (A, B)
70%Head/MentorProfessor (A, B)
Research
time
TasksPositions
2525
Shared values
Strategy
Structure
System
Staff
Style
Skills
McKinsey’s Capacity Framework for Transformation
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Budaya ilmu
■ Tujuan, matlamat Universiti
■ Nilai, bukan luaran/bangunan/perkakasan
■ Komitmen
– Konsep
– Epistemologi
– Tanggungjawab ilmuwan
– Sejarah tradisi ilmu
■ Adab dan amalan
– Hormat ilmu dan ilmuwan
– Etika berbeda pendapat
– Penulisan dan wacana
■ Aktiviti
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Between University and High School
Individual learning
University-made curriculum
Peer-review
Publication-centricMajor differences
Transmit to studentKnowledge generate - sharingExcellent
“Dinning table”“Kitchen”Knowledge
Support systemNerve systemIT-library
Classroom activityScholarly environmentLearning
Ministry-approvedSenate-approvedAcademic program
Teacher-centricStudent-centricTeaching
Teacher-centricDiscourse – oral & printAcademic culture
Excellent teaching, inspiringDiscovery, knowledge authorityGreat teacher
IntelligenciaScholar, intellectualTeacher
HIGH SCHOOLUNIVERSITYINSTITUTION
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ISI Citation (2001-2005)
350
550
1,700
1,800
2,000
25,000
30,000
105,000
125,000
130,000
350,000
Average/yr
340 (2008)UTM11
2777Universiti Indonesia10
7119Universiti Sains Malaysia9
8212Universiti Malaya8
10,082Chulalongkorn7
121,335NUS6
147,634Australian National Univ5
525,671Cambridge4
604,397Tokyo3
621,001California, Berkeley2
1,703,448Harvard1
Citation No.UniversityNo
Peer review, recognition, academic contributions
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Success formula is not a secret!
Success = Ability x Effort x Attitude
Ability = Natural talents + Hobbies + Leadership ++
= 0 to 100
Effort = Education + Training + Experience + Doa ++
= 0 to 100
Attitude = Life + Career + Society + Nature ++
= - 100 to 100MSc, PhD
PE, continuous learningTeam work
Focus, communication
Motivation
Kazuo Inamori
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• Central interest: Water
• Focus: Modeling
• Main research: Automation & control of water and wastewater treatment plants
• Hobby: Editor-in-chief, Wat.Sci.Tech.
• Basic qualification: Electrical engineering
Prof. Gustaf OllsonLund University, Sweden
Gustaf @ IPASA, 2002
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First class mentality vs
Third class mentality
Promotion, rewardsWrite to share, intellectual
tradition
Publication
Paper qualification, immediate
credentials
Contributions, eternal rewardValue
Salary, career prospectInterest, passion, life styleProfession as
academics
Examination, requirementsRead to discover, practiceBooks
Certificate and qualificationKnowledge and networkingUniversity
TCMFCM
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Cogankata UTM
“Kerana Tuhan untuk Manusia”Tuhan