Taklimat Pengukuhan Pelan Strategik Organisasi
PEJABAT SETIAUSAHA KERAJAAN
WHAT IS STRATEGY?
“The science of
planning and directing large scale
military operations, maneuvering forces into the
most advantageous position prior to actual
engagement with the enemy”.
“Know your enemy and know yourself, and in a
hundred battles you will never be defeated”.
The Art of War
How does strategy fit in?
strategy is the process by which individuals and
organisations make choices about scarce resources
so as to satisfy wants over time in an environment of
uncertainty. They are aided in this process by
market and non-market forces.
“A strategy is defined as a pattern, of purposes, policies,
programmes, actions, decisions, or resource allocations
that define what an organisation is, what it does, and
why it does it. Strategies can vary by level function, and
by time frame.”
(Bryson, 1995, p.32)
What is Management?
“ is a group of people working together in a
coordinated manner to achieve group results”.
“is the process of coordinating work activities so that
they are completed efficiently and effectively with and
through other people”.
What is Strategic Management?
A set of managerial decisions and actions that determines
the long-run performance of a organisation
It includes environmental scanning (both internal &
external ), strategy formulation (strategic & long-range
planning), strategy implementation, evaluation and
Where are we now?
Where do we want to be?
IN SIMPLE TERMS
A process by which top management determines
the long-run direction and performance of the
The process of driving the strategic planning effort
to culminate in choosing and implementing
various strategies to best fit the organisation’s
Strategic management is much more than
planning; it involves taking action and
making things happen.
It involves planning, leading, organizing
The Management Process
Efficient & Effective
Adapted from Griffin, 2001
Inputs from the
The Canoe Theory: A Business Success Strategy for Leaders and
Associates by Dave Hibbard
Think of your organization as a long canoe
The canoe has a destination
Everyone in the canoe has a seat and paddle
Everyone is expected to paddle
Those who won’t paddle have to get out of the canoe
Those who prevent others from paddling have to readjust or get out of the canoe
• There are no passengers in the canoe
• The canoe theory understands crisis
• The canoe theory says you have the right to be happy
KERANGKA KERJA TRANSFORMASI
JABATAN PERKHIDMATAN AWAM MALAYSIA (JPA)
BERPENDAPATAN TINGGI, INKLUSIF DAN LESTARI
Public Service Department
PERKHIDMATAN AWAM YANG BERPRESTASI TINGGI, BERINTEGRITI, DINAMIK
DAN BERJIWA RAKYAT
KEUTUHAN TADBIR URUS; KETINGGIAN SEMANGAT PATRIOTISME, BUDI PEKERTI, ETIKA
KORPORAT DAN INTEGRITI; KEUPAYAAN EKOSISTEM DAN PERSEKITARAN PERKHIDMATAN
AWAM YANG HARMONI SERTA LESTARI; DAN KEMAJUAN SAINS DAN TEKNOLOGI
“If you don’t know where you are
going, any road will take you there”
WHY STRATEGIC MANAGEMENT?
Rapid environmental changes
Increased stakeholder demands
These forces require us to:
Formulate effective strategies
Implement strategies, and
Evaluate performance and outcomes
The Benefits of Strategic Management
The 3 most highly rated benefits of strategic
Clearer sense of strategic vision for the organisation
Sharper focus on what is strategically important
Improved understanding of a rapidly changing
• Encourage forward thinking
• Provide clear direction and objective
• Facilitate allocation of resources
• Facilitate internal communication and
• Identify new opportunities for exploitation
• Prepare for threats
• Avoid human and organisational inertia
THE STRATEGIC MANAGEMENT PROCESS
REQUIRES THE INVOLVEMENT OF KEY
PEOPLE IN AN ORGANISATION AND IT
MUST BE DONE ON A CONTINUAL BASIS
Five Tasks of Strategic Management
Defining business, stating a mission & forming a
2. Setting measurable objectives
3. Crafting a strategy to achieve objectives
4. Implementing & executing strategy
5. Evaluating performance, reviewing new
development & initiating corrective adjustments.
Strategic Management Model
A. Environmental Scanning: Situational
The 7-S Framework: Internal
Defining “Stakeholders” so a “Vision” can be written
Responsiblity and Accountability
Types of Stakeholders
Stakeholder’s Potential for Threat to Organization
Stakeholder Type 4
Stakeholder Type 1
Stakeholder Type 3
Stakeholder Type 2
View of Change?
Power to Influence?
• Who - people who have control or will be
affected (+/-) by the change
View of Change - how will they be affected
Reaction - what are they doing (avoiding,
creating barriers, highjacking, supporting)
Impact - positively, negatively or neutral
Power - to influence (H, M, L)
• Reasons - for resistance or support (failed to
benefit, fear, other more pressing priorities)
• Benefits (Influential Others) - allies who may
not have immediate benefit but critical for
• Strategy - what needs to be done to make the
For Administrative & Service
Strategy Canvas for Developing Excellence Workers
below the industry’s
Which of the factors
that the industry
takes for granted
should be eliminated
should be raised well
above the industry’s
created that the industry
has never offered?
The Four Action
What is a strategic plan?
A Strategic Plan maps out
Where organisation is heading
Short and long range performance targets
Actions of management to achieve outcomes
A Strategic Plan consists of
A strategic vision & mission
Comprehensive strategy for achieving the objectives
Statements that explain who we are
Statements that explain our direction, our purpose,
our reason for being exist
What difference do we make?
Statements that explain what makes us unique
Combination of products and services
A statement that clearly defines the organisation’s
“reason” for being in business
Should significantly stretch the resources and
capabilities of the organisation
Should inspire people in the organisation to achieve
things they never thought possible
Should unite people in the organisation toward the
pursuit of one common goal
Components of a Vision Statement
Core Values - timeless guiding principles
Core Purpose - reason for being exist
Big Hairy Audacious Goals (BHAG) clearly articulated goals
Vivid description - a description of what success and
the future will be like
Recognition of service to stakeholders
• The mission statement of an organization is
normally short, to the point, and contains the
– Provides a concise statement of why the
organisation exists, and what it is to achieve;
– States the purpose and identity of the
– Defines the organisation's values and philosophy.
It is a description of what the organisation is
capable of becoming or would like to become ……
Strategic vision is dynamic process.
Mission is a purpose or reason for the
It tells what the organisation is providing to the
It promotes a sense of shared expectations in
Communicates a public image to important
Developing a Vision & Mission
Begins with thinking strategically
About organisation’s future makeup &
Forming vision of organisation’s future in 5-10 years
Task is to
Inject sense of purpose into organisation’s activities
Provide LONG-TERM DIRECTION
Give organisation STRONG IDENTITY
Decide “WHO we are, WHAT we do & WHERE we are
Developing a Vision & Mission
An organization’s MISSION
Reflects management’s vision of what organisation
seeks to do & becomes
Provides a clear view of what organisation is trying to
accomplish for its customers
Indicates intent to stake but a particular business
Specific questions that help form
What business are we in now?
What business do we want to be in?
What will our customers want in future?
What are expectations of our stakeholders?
Who will be our future competitors?
What should our competitive scope be?
How will technology impact our organisation?
What environmental scenarios are possible?
Why a shared vision matters
A strategic vision widely shared among all
employees functions similar to how a magnet
aligns iron filings
When all employees are committed to firm’s
long-term direction, optimum choices on
business decisions are more likely
Individuals & teams know intent of firm’s strategic
Daily execution f strategy is improved
Mengukuhkan keluarga ke arah pewujudan masyarakat penyayang,
penduduk berkualiti dan bangsa Malaysia yang progresif.
LPPKN komited untuk bertindak sebagai agensi utama dalam menjadikan
Malaysia sebagai negara yang berperibadi mulia hasil daripada keluarga
yang kukuh, berakhlak, sihat, berilmu dan harmoni.
Dicipta pada Khamis, 08 Mac 2012
To be a Leading Oil and Gas Multinational of Choice
• We are a business entity
• Petroleum is our core business
• Our primary responsibility is to develop and add value to this
• Our objective is to contribute to the well-being of the people and the
Lembaga Hasil Dalam Negeri Malaysia
Pentadbir Cukai Terunggul
Memberikan perkhidmatan percukaian yang berkualiti dan
berintegriti ke arah meningkatkan pematuhan sukarela
Providing joys to the world through new challenges
And the realization of dreams
Company Principle (Mission Statement)
Maintaining a global viewpoint, we are dedicated to
supplying products of the highest quality, yet at a
reasonable price for worldwide customer satisfaction.
To be the largest low cost airline in Asia and serving the 3 billion people who are
currently underserved with poor connectivity and high fares.
• To be the best company to work for whereby employees are treated as part of a
• Create a globally recognized ASEAN brand
• To attain the lowest cost so that everyone can fly with AirAsia
• Maintain the highest quality product, embracing technology to reduce cost and
enhance service levels
Untuk menjadi institusi pembelajaran sektor awam yang
Untuk membangunkan modal insan sektor awam yang
kompeten melalui pembelajaran yang berkualiti.
Menjadi sebuah organisasi awam bertaraf antarabangsa
Memacu kegemilangan organisasi melalui sistem tadbir
urus yang cekap, akauntabiliti dan telus.
S - SPECIFIC
M - MEASURABLE
A - APPROPRIATE
R - REALISTIC/RESULTS ORIENTED
T - TIME BOUND
EVALUATING AND SELECTING STRATEGIES
Does it exploit organisational strengths and
Does it overcome weaknesses and threats?
Does it match objectives and values?
Can the strategy be funded?
Can the organisation perform to the required level?
ADEQUACY AND ACCEPTABILITY:
Will the strategy achieve the objectives?
Will the strategy be acceptable to all stakeholders?
Activities and steps needed
to accomplish a plan
allocation and detailed cost of
Procedures (SOP) describe in
detail how a particular task or
job is to be done
Assessing Organizational Readiness for Strategy
How adequately is the organisation meeting the
needs of all its stakeholders-customers, employees,
What are the strategic tasks for the organizations?
Is the top team clear on and in agreement with the
Is the rest of the organization clear on and in
agreement with the strategic tasks?
Assessing Organizational Readiness for Strategy
Does the organization have appropriate levels of
coordination or teamwork among the individuals
and groups critical to accomplishing a given
Does the organization have access to the necessary
technical and managerial competencies to
accomplish the task?
Is there the necessary level of commitment to
accomplish the strategic task?
D. Evaluation and Control
Evaluation and Control:
Organisation’s activities, performance and results
Actual performance is compared with the
Able to pinpoint weaknesses of previous
Good Strategic Plan
• Address critical performance
• Create the right balance between
what the organization is capable of
doing vs. what the organization
would like to do
Good Strategic Plan
• Cover a sufficient time period to
close the performance gap
• Visionary – convey a desired
future end state
A Good Strategic Plan Should
• Flexible – allow and accommodate
• Guide decision making at lower
L A N G K A H S T R AT E G I K / S T R AT E G I : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Perutusan Ketua Organisasi
Visi, Misi dan Objektif
Peranan dan Fungsi
Hala Tuju dan Rasional Pelan Strategik
Pelan Tindakan Strategik - Lampiran A
“The thicker the
it will be”
(Brent Davies: 1999)
KANDUNGAN PELAN STRATEGIK MAMPU
STAKEHOLDERS DAN PELANGGAN
SENARIO PERUBAHAN PERSEKITARAN
AGENDA TRANSFORMASI MAMPU
VISI, MISI DAN MOTO
NILAI TERAS SEPUNYA
TUMPUAN STRATEGIK MAMPU
TERAS STRATEGIK MAMPU
STRATEGI DAN PELAN TINDAKAN
ELEMEN PENENTU KEJAYAAN