BLUE OCEAN STRATEGY

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BLUE OCEAN STRATEGY ITS APPLICATION
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Objektif

• Berkongsi ilmu tentang konsep Blue Ocean Strategy
  (BOS)
• Relevan dengan pengurusan sekolah
• Bagaimana merealisasikaan konsep BOS
• untuk mencapai keberkesanan pengurusan
• sekolah ?

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ADAPTASI BOS OLEH KPM

• BOS DUNIA PERNIAGAAN TETAPI TIDAK BERERTI
  KONSEP PRINSIP TIDAK BOLEH DIADAPTASIKAN DAN
  DIAPLIKASIKAN DALAM KONTEKS PENDIDIKAN

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Perhatian cabaran !!!

• BLUE OCEAN STRATEGY adalah untuk pihak yang
  bersedia dengan kesanggupan melakukan perbezaan
  dengan keluar dari status quo ke arah kejayaan
  dalam melestarikan kecemerlangan diri atau
  institusi.
• MALU DENGAN KESEDERHANAAN
• MEMIKIR DILUAR KOTAK

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konsep BOS

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

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CONTOH-CONTOH CIPTAAN BLUE OCEAN

• VALUE INNOVATION LOW COSTS
• Celcom Broadband Modem
• 3in 1 Nescafe mix
• Cup Noodle
• ?????

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RED OCEAN VS BLUE OCEAN strategy (SEKOLAH)
CIRI CIRI RED OCEAN STRATEGY KONTEKS SEKOLAH CIRI-CIRIBLUE OCEAN STRATEGY KONTEKS SEKOLAH
Terlibat dalam persiangan-langsung satu sama lain di ruang pasar yang sama Pertandingan SHN, 3K,Sistem League -UPSR, PMR, SPM Mencari ruang pasar yang belum ada pesiangan Johan AKMP SHN tak relevan lagi
Mengejar pertumbuhan yang pesat dan menguntungkan dengan berebut pangsa pasar Terlibat dalam pertandingan yang sama walaupun sudah menang Biarkan persiangan tak lagi relevan Sekolah Kluster Pertandingan ASC tak relevan lagi
Buat sesuatu yang sama tanpa perubahan Kekalkan status sekolah sederhana Keluar dari status quo dan mencipta strategi masa depan yang gemilang Status sekolah kluster ( new demand) MENJADIKAN SEBUAH SEKOLAH CEMERLANG DARI SEBUAH SEKOLAH YANG TERCICIR
Kekalkan konsep lama dengan memilih nilai-biaya Tidak ada perubahan Zon Keseleisaan Mencipta konsep dan inovasi baru dengan menukar nilai-biaya Konsep baru cari kebitaraan untuk menonjolkan kehebatan sekolah
Berjuang mencipta diferensiasi atau berjuang mengurangkan kos Projek/program vs kos tinggi Menerapkan penjauhan diri dari persiangan dengan kos rendah Inovasi dengan kos yang rendah Inovasi dengan sistem permuafakatan dengan komuniti
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BAGAIMANA DENGAN SEKOLAH????

• ANALYTICAL TOOLS
• Visualization strategy
• Six Paths Framework
• ERRC Grid
• Fair Process ( 3Es)
• LEADERSHIP STYLE
• Tipping Point Leadership

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Blue Ocean StrategyCreating Uncontested Market
Space

• The case of

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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

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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

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A Malaysian Success Story
Most profitable
Most Cost Competitive
High Growth
Widest network
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Accolades in 2007All round excellence
Business
People
Governance
Costs
Branding
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SIX PATHS FRAMEWORK TO IDENTIFY THE WHAT FOR
SCHOOLS ( Kim Mauborgne, 2005 )
SIX PATHS FRAMEWORK SCHOOL CONTEXT
Path 1 Look across Alternative Industries Find schools niche areas curriculum ( Skills) or co curriculum ( Public Defence Cadet , Netball , English Debate Ala Parliament )
Path 2 Look across strategic groups within industries Look across for committed and dedicated teachers competent staff ( Consigliere and Angels )
Path 3 Look across the chain of buyers Look across the intake of interested students supportive parents ( Reaching outside Tawau )
Path 4 Look across Six Paths Framework ss complementary product and service offerings Look across for the offer of different subjects ( IT, Home science subjects like bakery, fashion design, pre-school education )
Path 5 Look across functional or emotional appeal to buyers Look across the marketability of students - job prospect
Path 6 Look across time Look across time ( Strategic Plan for School Improvement with time line and milestones )
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ERRC Grid or the Four Action Grid ( Kim
Mauborgne, 2005)
ELIMINATE Stigma school for the rejects Corruption Poor work culture Non-productive activities .e.g loitering in canteen during class time Practice of teachers not entering class Ineffective teaching and learning Segregation between vocational and academic teachers Inferiority complex among vocational teachers Inferiority complex among the non-academic staff RAISE Overall discipline Quality of teaching and learning Awareness of their mission as teachers Morale motivation of teachers , non-academic staff and students Schools management standards using the Schools Inspectorate Instrument ( based on the report )
REDUCE School office politics Discipline problems ( teachers . staff and students ) Resistance to change Stress CREATE Excellent work culture school ethos New Schools vision Conducive working learning environment Team work team spirit Reward and recognition system Parents-Teachers Association Smart partnership with Technical Education Dept. Schools Inspectorate, State Education Dept. District Education Office local leaders and community
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ERRC for Cluster Schools
ELIMINATE Competition in the red ocean at district or state levels e.g Sekolah Harapan Negeri Non-performing staff Indifference RAISE Raise the bar for international academic recognition Networking and involvement with international educational institutions Autonomy for school-based management Leadership and teachers competencies development Best practices and research Facilities development management Utilization of IT
REDUCE Red tape from Ministry of Education or State Education Department Top- down management Teacher-centred learning ( chalk and talk ) CREATE Niche areas curriculum co-curriculum O-level examinations A-level examinations International Baccalaureate (IB) The emerging new students The emerging new learning preferences
Figure 2 Eliminate-Reduce-Raise-Create
Grid The Case of A Cluster School of Excellence

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FOUR STEPS OF VISUALIZING STRATEGY ( SCHOOL)
( Kim Mauborgne,
2005)
1. Visual Awakening School Context 2. Visual Exploration School Context 3. Visual Strategy Fair School Context 4. Visual Communi- cation School Context
Compare your business with your competitors by drawing your as is strategy canvas. Compare SPM results of Other Vocational schools to see where we stand Go into the fields to Explore the six paths to creating blue oceans. Refer to The Six Paths Framework as mentioned above Draw your to be Strategy Canvas based on Insights from field observations. Benchmark the best Technical school in the country SM Teknik Bukit Piatu, Malacca Seeing is believing To Be strategy (Vision ) To be the be school which is always in The forefront Distribute your before and-after Strategic profiles on one page for Easy comparison The then , now and the future profile of the school was drawn up in a Documentation called Dahulu, kini Dan esok SmarTec Gemilang
See where your strategy needs to change. Schools Inspectorate Technical Education DeptState ducation Dept. Meeting of the\minds teachers, parents, students and The courage to face the brutal truth that the school was failing no state of denial or Sweeping things under the carpet. Observe the Distinctive advantages of Alternative Products and services. Observe the chances that our students would have in terms of Getting places in Polytechnics and technical university Or Technical Teachers Training College In terms of their marketability for the job market Get feedback on Alternative Strategy Canvases From customers, Competitors and non customers. Feedback From Teachers, parents, staff, students, Members from the Community and ex- students Technical Education Dept Concept of Adption by Officer ) Support only those Projects And Operational moves that allow your company to close the gaps to Actualize the new strategy. Action Plans PDCA (Plan-Do Check Action )
See which factors you Should Eliminate create or change. As laid out in the ERRC grid. The courage to face the brutal truth Use feedback to build The best to be Future strategy. 360 degree feedback Intellectual Critics Committee Students Council Reflection Model ( Wallace, 1991) PTA
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IDENTIFICATION OF HOT SPOTS
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HOT SPOTS VS COLD SPOTS (SCHOOL)
HOT SPOTS COLD SPOTS
Welfare of teachers, students and nonteaching staff Repainting the school buildings
Teaching and Learning Changing the schools fence
Financial Management and schools account Renovating the principals office
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ACTION PLANS FOR HOT SPOTS
HOT SPOTS ACTION PLANS TIME-LINE KPIs MILESTONES
Pengurusan Kewangan Kursus Pengurusan Kewangan Jemputan kepada Audit Sekolah mengadakan pengauditan akaun sekolah Ceramah dari Pengarah BPR 1995 1996 1996 Semua kerani sekolah menghadiri kursus pengurusan kewangan Semua kerani mengurus kewangan dan akaun sekolah dengan berkesan Integriti sekolah dipertingkatkan Aungerah Kewangan dan Akaun Sekolah (2000) Laporan Audit Tanpa Tegursan berterusan
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Tipping Point Leadership
Focus on the extremes Focus on the extremes
Cognitive Barrier Experience it first hand ( resistance to changes )
Motivation Focus on king pins, fish bowling atomise.
Limited resources Feed hot spots, starve cold spots.
Politics Silence devils, court angels, recruit Consigliere.
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Tipping Point LeadershipHow AirAsia
overcame key organizational hurdles
Focus on the extremes Focus on the extremes
Cognitive Barrier Site the office at the terminal. Everyone in the office use the same entrance to promote group identity. Casual dress to reduce power distance. Even the CEO experience the various roles.
Motivation Performance is closely monitored, analysed and published. The standard of financial reporting is well above industry standard. Having the lowest unit ASK costs is celebrated.
Limited resources Invested in a comprehensive website as low cost distribution channel. Invested heavily in brand building by sponsoring Manchester United. Cut out all frills.
Politics Recruited the ex-CEO of Rynair as a director. Met the Prime Minister to lobby for a license. Used media and publicity astutely in tussles with MAS.
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Tipping Point LeadershipHow schools can
overcome key organizational hurdles
Focus on the extremes Focus on the extremes
Cognitive Barrier 360 degree leadership
Motivation ARRAS CELEBRATIONS
Limited resources Smart Partnership PTA, School Board, Alumni. Community
Politics Concept of Parading the School - media
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THE FOUR ORGANIZATION HURDLES TO STRATEGY
EXECUTION ( Kim Mauborgne, 2005)
Cognitive Hurdle An organization wedded to
Status quo
Political Hurdle
Resource Hurdle
Opposition from powerful vested interest
Limited Resources
Motivational Hurdle
Unmotivated staff
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HOW FAIR PROCESS AFFECTS PEOPLES ATTITUDES AND
BEHAVIOR ( Kim Mauborgne,2005)
Fair Process Engagement Explanation Expectation
Clarity
Strategy Formulation Process
Trust and Commitment I feel my opinion
counts
Attitudes
Voluntary Cooperation Ill go beyond The
call of duty
Behavior
Exceeds Expectation Self-Initiated
Strategy Execution
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Build Execution into StrategyFair Process at
AirAsia

• 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.

Engagement
Expectation Clarity
Explanation

• Promoted internal branding.
• Staff must understand the companys direction
  before they can explain to others.
• Respect for each other.

• Anything is possible is their motto.
• Fernandes provided leadership by example.

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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
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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
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The Blue Ocean Move
Leaving behind the competition

• REINVENT OURSELVES BY LEARNING, UNLEARNING
  RELEARNING!!!

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BACALAH DAN APLIKASIKAN KONSEP BLUE
OCEAN STRATEGY KE ARAH KEGEMILANGAN SEKOLAH ANDA

TERIMA KASIH!!!
THANK YOU!!!