BLUE OCEAN STRATEGY:

Bagaimana merealisasikaan konsep BOS

untuk mencapai keberkesanan pengurusan
sekolah?
OLEH

Mary Yap Kain Ching ( PGDK,J P )
Perunding Kanan
Institut Aminuddin Baki
Objektif Ceramah

Berkongsi ilmu tentang konsep Blue
Ocean Strategy (BOS)

Relevan dengan pengurusan sekolah :
Bagaimana merealisasikaan konsep BOS
untuk mencapai keberkesanan pengurusan
sekolah? ( Pembangunan Organisasi)

ADAPTASI BOS OLEH KPM
BOS DUNIA PERNIAGAAN TETAPI
TIDAK BERERTI KONSEP & PRINSIP
TIDAK BOLEH DIADATASIKAN DAN
APLIKASIKAN DI KONTEKS PENDIDIKAN

AJK BOS DIKETUAI OLEH YBHG. TAN SRI
DATUK Dr. ZULKARNAIN HJ AWANG (
KSU) & YBG. DATO ALIMUDDIN BIN
MOHD.DOM ( KPPM)

PENGURUSAN PENGETAHUAN SISTEM PENGURUSAN
SEKOLAH

KECEMERLANGAN
MURID

PERHUBUNGAN PASUKAN

MEMIMPIN DENGAN IMPERATIF MORAL
PEMAIN PASUKAN KOLABORASI
KELESTARIAN KECEMERLANGAN

KEPIMPINAN


PEMBANGUNAN PERIBADI


BUDAYA DAN NILAI-NILAI

MODEL PEMBANGUNAN ORGANISASI
UNTUK SEKOLAH-SEKOLAH DI MALAYSIA
(Yap et al 2008)
Perhatian!!!

BLUE OCEAN STRATEGY adalah untuk
pihak yang bersedia dengan
kesanggupan melakukan perbedzaan
dengan keluar dari status quo ke arah
kejayaan dalam melastarikan
kecemerlangan diri atau institusi.

MALU DENGAN KESEDERHAN
MEMIKIR DILUAR KOTAK

konsep BOS
RED OCEAN VS BLUE OCEAN

PERSAINGAN TIDAK RELEVAN LAGI

INNOVASI YANG BERNILAI (VALUE INNOVATION )

PERBEDZAAN ( DIFFERENTIATION)

KOS RENDAH ( LOW PRICE)

e.g 3 in 1 Nescafe ; Cup Noodles
Celcom Modem


The case of
Blue Ocean Strategy
Creating Uncontested Market Space
Time
Functional-emotional
appeal
Scope of product
or service
offering
Buyer
Group
Strategic
Group
Industry
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
Regard air travel itself as the emotional appeal but cut off all the
frills to focus on the main function of air travel.
Cut off all unnecessary frills but offer complimentary services like
insurance, hotel rooms booking, travels and tours.
Going for first time travelers and non-customers.
Reach end-buyer directly.
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.
Flights as an alternative to road, rail and sea transport.
Similar convenience, accessibility, and cost.
Faster and safer than road, rail & sea transport.
AirAsia: Reconstructing the airline industry
looking across boundaries
The Four Actions Framework for
AirAsia
Loyalty programs

Tickets

Free meals

Assigned seats
A New
Value
Curve
Price

Turn around time

Amenities

Operating costs

Accessibility
Convenience
Brand awareness
Brand Image
Frequencies
Routes/Network



Online purchase
Online check in
Franchise
Self check in
Complementary services


A Malaysian Success Story
Most Cost Competitive
Most profitable
Widest network
High Growth
Accolades in 2007
All round excellence
Business
People
Governance
Costs
Branding
BAGAIMANA DENGAN
SEKOLAH????

Alat-alat analytikal :

Visualization strategy
Six Paths Framework
ERRC Grid
Fair Process ( 3Es)

Stail Kepimpinan
Tipping Point Leadership





RED OCEAN VS BLUE OCEAN strategy
CIRI CIRI
RED OCEAN
STRATEGY

KONTEKS
SEKOLAH
CIRI-CIRI
BLUE 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 EBUAH
SEKOLAH YANG TERCICR
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 pengjauhan diri
dari persiangan dengan kos
rendah

Inovasi dengan kos yang rendah
Inovasi dengan ssitem
permuafakatan dengan komuniti
strategi visualizing
1. Kesedaran
Visual


Mengesan strategi
yang perlu diubah


Membuat
perbandingan
dengan
kompetitor
semasa.


2. Explorasi Visual



Explorasi;

Memerhati kelebihan
tindakan alternatif ;

Cari aspek /faktor untuk
dibuangkan , diubah atau
dicipta.

3. Strategik Visual


Menetapkan strategi
untuk dilaksanakan
berdasarkan data yang
didapati daripada
pemerhatian;

Mendapat maklumbalas
;

Menggunakan
maklumbalas untuk
menetapkan strategi
pelaksanaan.




4. Komunikasi
Visual

Menyedarkan profil
strategik dahulu dan
profil strategik semasa
untuk membuat
perbandingan yang
mudah dan berkesan;

Menyokong projek dan
penggerakan operasional
yang akan dapat
merapatkan jurang
perniagaan.
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
Dept;State 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
FOUR STEPS OF VISUALIZING STRATEGY
( 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 )
SIX PATHS FRAMEWORK TO IDENTIFY THE
WHAT ( Kim & Mauborgne, 2005 )
I
IDENTIFICATION
OF HOT SPOTS
HOT SPOTS VS COLD SPOTS
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
Alat Analytikal : Kerangkah Kerja Empat
Langkah ( FOUR ACTIONS FRAMEWORK )

MENCIPTAKAN
MENGHAPUSKAN
MENINGKATKAN
KURV NILAI BARU
MENGURANGKAN


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

THE EXECUTION CONCEQUENCES 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
HOW FAIR PROCESS AFFECTS PEOPLES ATTITUDES AND
BEHAVIOR ( Kim & Mauborgne,2005)
Fair Process

Engagement
Explanation
Expectation Clarity
Strategy
Formulation
Process
Attitudes
Behavior
Strategy
Execution
Trust and
Commitment

I feel my
opinion counts
Voluntary
Cooperation

Ill go beyond
The call of duty
Exceeds
Expectation

Self-Initiated
THE FOUR ORGANIZATION HURDLES TO STRATEGY
EXECUTION ( Kim & Mauborgne, 2005)
Cognitive Hurdle
An organization
wedded to
Status quo
Motivational Hurdle
Unmotivated staff
Opposition
from powerful
vested interest
Limited Resources
Political Hurdle Resource Hurdle
Tipping Point Leadership
Focus on the extremes:
Cognitive Barrier Experience it first hand.
Motivation Focus on king pins, fish bowling & atomise.
Limited resources Feed hot spots, starve cold spots.
Politics Silence devils, court angels, recruit Consigliere.
BOS : Berani menghadapi
cabaran
JANGAN MERASA TERANCAM DENGAN
PERUBAHAN

BERSIKAP POSITIF TENTANG PERUBAHAN

MENGURUS PERUBAHAN DAN JANGAN
MEMBIARKAN PERUBAHAN MENGURUS KITA!

REINVENT OURSELVES BY LEARNING,
UNLEARNING & RELEARNING!!!


TERIMA KASIH & BACALAH
BLUE OCEAN STRATEGY
( W. Chan Kim & Renee
Mauborgne, 2005)