Strategic Planning

BENGKEL PENYEDIAAN PELAN STRATEGI

MEMBANGUNKAN USAHAWAN KELAS MENENGAH
MELAYU

Presented to
DPMMNT
31 DEC 2004 – 1 JAN 2005.

by Wan Nawawi Ismail,

TIM.PENGARAH UPEN TERENGGANU
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JADUAL BENGKEL
TARIKH MASA PERKARA
31 DEC ‘04 11.00AM -12.30PM • Taklimat kerangka Konsep Bengkel
• Konsep Strategic Planning
• Senario Analisis – ( Future & Present Scenario Analysis)
12.30PM Rehat / Makanan Tengahari / Sembahyang Jumaat
2.30PM – 5.30PM • Pembentukan Visi, Misi dan Objektif
5.30PM Minum Petang / Rehat/ Riadah
7.00PM-8.30PM Malam Malam
8.30PM-10.30PM • Proses Pembentukan Pelan Tindakan.
• Pembahagian Kumpulan Kerja & Perbincangan
10.30PM Minum Malam
1 JAN ‘05 7.00AM-8.00AM Sarapan Pagi
8.00AM-10.00AM Kerja Kumpulan – Menyediakan Perancangan Strategik
10.00AM-10.20AM Minum
10.20AM-1.00PM Kerja Kumpulan – Menyiapkan Perancangan Strategik
1.00PM Makan Tengahari & Rehat
2.00PM-3.30PM Persembahan Perancangan Strategik setiap Kumpulan Kerja
3.30PM-4.15PM Rumusan Bengkel & Penutup

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Brainstorm Strategic Plan Outline
 Overview & Concept
 What is Strategic Planning ?
 Present & Future Scenario Analysis
 Vision ,Mission & Objectives
 Action Plans.
 Conclusion & Closing.

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 MODEL TRANSFORMATION PROCESS
INTERNAL
EXTERNAL ENVIRONMENT
ENVIRONMENT

Influence

MISSION
PRESENT Transformation Process
SCENARIO VISIO
Strategic Action N

OBJECTIVE
Enable

PEOPLE, STRUCTURE, SYSTEM, TECHNOLOGY SUPPORT

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Present & Future
Scenario Analysis

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 Present & Future Scenario Analysis:
How to Start with the situation

Social, Industry Other

political, attractiveness, opportunities
External regulatory, industry and threats --
& community dynamics, & like new
Factors considerations competitive technologies
conditions

Company’s Strategic Situation

Firm’s Ambitions, Shared vision,

strengths, philosophies, values
Internal weaknesses, & ethical and company
& competitive principles culture
Factors market position of key
executives
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 TOOLS FOR SCENARIO & ENVIRONMENTAL ANALYSIS

TOOLS EXTERNAL INTERNAL

SWOT (STRENGTH, X X
WEAKNESSES, OPPORTUNITIES
& THREATS)
X
PESTEL
X
PORTER’S COMPETITIVE
X
McKINSEY 7’S
X
FIELD FORCE ANALYSIS
X
FUNCTIONAL AUDIT
X
STAKEHOLDERS ANALYSIS
X
CUSTOMER ANALYSIS
X
MARKET RESEARCH
X X
BENCHMARKING
X
TRAINING NEEDS ANALYSIS

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 SWOT analysis
Internal Strengths Weaknesses
Factors (S) (W)

External Opportunities Threats

Factors (O) (T)

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 External Analysis
• Identify strategic opportunities and threats
in the operating environment.

Macroenvironment
Immediate (Industry)
(National/International) (National/International)

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 Internal Analysis
• Identify strengths
– Quality and quantity of resources available
– Distinctive competencies
• Identify weaknesses
– Inadequate resources
– Managerial and
organizational deficiencies

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 PESTELS TOOLS
• Political – government & policies.
• Economic – commerce & trade
• Social – Education , health , housing..
• Technology – ICT & transportation.
• Ecology – nature
• Legal – law & order
• Security - safety

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Mckinsey’s 7s Tools
1. Systems
2. Structure
3. Styles
4. Strategy
5. Shared Values
6. Staff
7. Skills

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 Vision & Mission

That business vision & mission is so

rarely given adequate thought is
perhaps the most important single
cause of business frustration.

—Peter Drucker—

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 VISI

Jawpan kepada soalan penyataan VISI:

“What to be?”
Apa yang diingini atau ingin dicapai?

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 VISI
 Visi merupakan suatu yang berbeza diantara seseorang – “ Dreaming
is zero value.Anyone can dream…vision is free (Bill Gates).

 Defining the identity of organization

 A statement that identifies what the organization want to be

 A sense of direction

 A motivational element which energizes organizational citizen because it

challenges them.

 Examples

 “ to be a (role) amongst (competitor) that are (characteristic)

 “ to be a recognized leader amongst educational institutions that

are relevant, world class, etc”

 “ to be the leader in the development and managenet of a world

class workforce “

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 Developing a Strategic Vision
First Task of Strategic Management
• Involves thinking strategically about
– Firm’s future business plans
– Where to “go”
• Tasks include
– Creating a roadmap of the future
– Deciding future business position to
stake out
– Providing long-term direction
– Giving firm a strong identity
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Malaysia Timber industry Board (MTIB)

Vision
To Be The Prime Agency
Instrumental For The Development
Of A Competitive Timber Industry

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 KEMENTERIAN PEMBANGUNAN USAHAWAN & KOPERASI

MISI
Membantu merealisasikan sebuah Masyarakat Perdagangan dan Perindustrian
Bumiputera yang berkualiti.

VISI
Kewujudan masyarakat perdagangan dan perindustrian Bumiputera (MPPB) yang
berkualiti untuk membantu pencapaian Wawasan 2020.

CORPORATE VISION
To be a dynamic property conglomerate
CORPORATE MISSION
To be an  excellent, reputable and committed property conglomerate which also provide the
needs of the community and interest of the shareholders.
CORPORATE POSITIONING
We are a caring, efficient and dynamic property conglomerate; committed to provide
innovative products and services of the highest quality.

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 FMM Vision
To make Malaysian industries globally competitive

Vision
SMEs as a dynamic and integral part of the Malaysian industrial community
linked to the international supply chain.

Mission
To enhance the competitiveness, efficiency and productivity of SMEs.

VISION & MISSION

VISION: To transform SMIs into an economic powerhouse of the country by 2020. 

MISSION: To install and eventually ingrain deeply the concept of “learning organization”
into SMIs and encourage them to be export-oriented.

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 Mission

Shared purposes provide FOCUS by

driving strategy.
Shared values provide CONTROL by
guiding execution.

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 Mission

Jawapan kepada soalan penyataan Misi:

“What to do?”

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 Mission
 A long term (futuristic) idea of what the organization want to do
 Identifies organization’s continuing purpose with regard to certain
categories of persons
 Open-ended (as compared to objectives/goals)
 Must imply at least 4 elements – Transformation , Actors
(Implementor), Client (Beneficiaries) & Ownership (Stakeholder).
 Need a set of rules governing stakeholders.
 Examples.
 “ to do (internal action which is organization’s core business)
that (benefits to the external client)’
 “ to provide technical education that develops leaders”

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 Malaysia Timber industry Board (MTIB)

Mission

To Enhance The Sustainable Growth Of The

Malaysian Timber Industry Through The
Provision Of A Conducive Environment And
Continuons Extension of Quality Services

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 MODENAS

Vision
To Be a Competitive World-class Motorcycle and Engine Manufacturer in the ASEAN Region.

Mission Statements
To be a Customer-focused organization :-
Which offers high quality products With continuous employee development
Which cares for employees With continuous growth in profitability
Establishing MODENAS as a recognizable brand

Values
INTEGRITY - practice ethical standards
INNOVATION - creativity in challenging the norm
TEAMWORK - together we achieve more
EXCELLENCE - be the best
CARE FOR THE ENVIRONMENT - for future generations

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 Objectives
 Statement of measurable results.
 Tied to Goals, provide the basis for operational
planning and budgeting.
 Four general characteristics:
– Starts with the word “To”
– Specifies a single measurable result
– Specifies a target date or time span for Completion
– Must be realistic and attainable, but represents a
significant challenge.
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 Objectives
• Objectives are specific and measurable targets for
accomplishing goals. Also referred to as
Performance Indicators.

• In contrast to goals, objectives are specific,

quantifiable and time-bound statements of desired
accomplishments or results. As such, objectives
represent intermediate achievements necessary to
realize goals.

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 Objectives
SMART Rule
• Specific
• Measurable
• Attainable
• Results-oriented
• Time-bound
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 Action Plans
 Specify steps or actions required to attain an objective.
 Designate who will be held accountable for seeing the each
step or action is completed.
 Define when these steps or actions will be carried out.
 Define resources needed to be allocated in order to carry out
the required steps or actions.
 Define feedback mechanisms needed to monitor progress
within each action step.

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 Strategic Action Plan Format
Strategy Target / Success Duration Who Performance
objective Factors Perform Indicators

Program 1
Activity 1
Process 1
Process 2

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Action Planning Worksheet
OBJECTIVE:

Action Steps Due Date Who

1

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 FORMAT PELAN TINDAKAN

Program Aktiviti Sasaran Agensi Bertanggungjawab

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 Terma Rujukan – Kerangka Perbincangan Kumpulan Kerja

• Analisis Senario
• Sama ada untuk mengunakan kaedah (pilih satu kaedah berikut)
SWOT PESTELS McKINSEY 7’s
• Pembentukan Visi, Misi dan Objektif
• Penyediaan Pelan Tindakan.
• Pelan tindakan mesti diselaraskan dengan objektif.
• Kenalpasti bilangan usahawan yang akan dibangunkan dan sub sektor
yang berpotensi/ keutamaan.
• Kenalpasti program/aktiviti serta agensi yang perlu memainkan peranan.
• Rangkakan strategik pelan tindakan untuk mencapai sasaran objektif,
misi dan visi yang telah dibentuk tersebut.

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 sekian,
terima kasih

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