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

6

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

7

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

9

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

10

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

11

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

12

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

13

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

14

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

15

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

18

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

21

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

24

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

2929

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