STRATEGIC THINKING STRATEGIC PLANNING STRATEGIC MANAGEMENT STRATEGIC THINKING

STRATEGIC THINKING STRATEGIC PLANNING STRATEGIC MANAGEMENT

STRATEGIC THINKING Is a thinking skill in seeing issues, problems and opportunities in a larger and broader perspective STEP 01 STRATEGY EVALUATION STRATEGY FORMULATION STEP 02 STRATEGIC ANALYSIS STEP 03 STEP 04 STRATEGY IMPLEMENTATION STEP 05

STRATEGIC THINKING Is a thinking skill in seeing issues, problems and opportunities in a larger and broader perspective STEP 01 STRATEGIC PLANNING Is the combination of strategic analysis and strategy formulation STEP 02 STRATEGY IMPLEMENTATIONEVALUATION STEP 03 STRATEGIC STRATEGY ANALYSIS FORMULATION STEP 04 STEP 05

STRATEGIC MANAGEMENT is the process of analysing, formulating , implementing and evaluating various strategies in order to achieve organization’s goals STRATEGIC THINKING STEP 01 STRATEGY EVALUATION STRATEGY FORMULATION STEP 02 STRATEGIC ANALYSIS STEP 03 STEP 04 STRATEGY IMPLEMENTATION STEP 05

STRATEGIC THINKING STRATEGY FORMULATION STRATEGY IMPLEMENTATION STRATEGIC ANALYSIS STEP 01 STRATEGIC ISSUES STEP 02 STRATEGY EVALUATION STEP 03 STEP 04 MANAGEMENT TOOLS STEP 05

STRATEGIC ISSUES Strategic issues are fundamental policy questions or critical challenges affecting the organization mandates, mission and values, product or service level or both, clients, users or payers, cost, financing, structure, process and management

STRATEGIC ANALYSIS Strategic Analysis is a process of gathering, analysing and making sense of all the internal as well as the external information that are relevant in order to formulate the best organizational strategies The Question of What & Why

MANAGEMENT MODEL/TOOLS A tool can be used to solve a problem through critical analysis of such problem It can offer valuable insights and a sound framework in order to arrive at the right decision

EXAMPLE OF MANAGEMENT MODEL/TOOLS

SWOT stands for strengths, weaknesses, opportunities and threats. The idea is that a company must align internal activities with external realities to be successful.

HOW TO USE THE MODEL Weihrich suggests the following steps: DEFINE THE BUSINESS ARENA AUDIT OF THE INTERNAL VALUE CHAIN, ASSESSING EXTERNAL IDENTIFICATION OF : i. Opportunities, analysing political, economic, social and technological developments (often summarized as ‘PEST’) ; ii. Threats DEVELOP STRATEGIES TO DEAL WITH IDENTIFIED TOWS ENVISION FUTURE SCENARIOS CHOOSE THE BEST STRATEGY AND TACTICS

SWOT is one of the most straightforward, appealing and powerful ways to do what it says: Analyse an organization’s strengths, weaknesses, opportunities and threats. Any organization should be aware of these to avoid dangers and pursue success.

ISHIKAWA How to Create a Cause and Effect Diagram 1. Draw Problem Statement 2. Draw Major Cause Categories 3. rainstorm Causes 4. Categorize Causes 5. Determine Deeper Causes 6. Identify Root Causes

THE IMPORTANCE OF THE STRATEGIC ISSUES ENVIRONMENTAL How technology advancement can still promote sustainable development POLITICS Political pressure restricting space for civil society activities LAW ECONOMY Ethical, social and policy changes associated with the rise of technologies such as big data analytics TECHNOLOGICAL Technologies are disrupting traditional models of funding and engagement New source of funding emerged such as crowdsourcing SOCIAL New types of engagement involving high volume and intensity

Mc. KINSEY’S 7 S • Model 7 S Mc. Kinsey adalah kerangka yang digunakan untuk menganalisa pencapaian prestasi organisasi dan memantau perubahan dalaman organisasi • Model 7 S ini melihat kepada 7 faktor: Strategy, Structure, Systems, Style, Skills, Staff dan Shared Values • Model 7 S ini juga dapat membantu organisasi mengenalpasti strategi atau langkah-langkah strategik untuk mencapai hasil yang diharapkan (desired results) 15

BLUE OCEAN STRATEGY (BOS) Strategy Formulation Important aspects to consider: i. Traffic congestion is a worldwide problem and is rapidly worsening ii. Cities around the world have come up with various solutions to resolve congestion with mixed results iii. The most successful solution is always an option that take a comprehensive ecosystem approach iv. Every city’s transportation needs are unique but the same Roslan Abu bakar dynamics exists in most of the cities v. A liveable city is one with convenient, clean and cost-effective transportation even as congestion and growth increase

Reducing Traffic Congestion Blue Ocean Strategy E-R-R-C Grid ELIMINATE RAISE 1. 2. 3. 4. 5. Unregulated parking systems Unlicensed public transportation REDUCE 1. Convenience parking 2. Public transportation costings Roslan Abu bakar Service quality of public transportation Enforcement Covered and comfortable side-walks Space efficient mode (such as dedicated bus lane Ride hailing and taxi facilities CREATE 1. 2. 3. Advanced traffic management system using AI Congestion tax Integrated Transport Planning Into the City

Plan of Action (To Reduce Congestion) WHAT WHY Toll Regulations WHEN WHO Deterrent to Short-Term: Usage of during Within 1 year Peak Hours Travel Demand Improve Management accessibility & bakar Roslan Abu mobility within business disctrict WHERE Transport Ministry HOW WHO Government Regulations and Incentives

Thank You Azrul Izham Hamzah Special Unit for High Potential & Subject Matter Expert (SUPREME), Bahagian Perkhidmatan, Jabatan Perkhidmatan Awam Tel: 03 8885 5742 Email: azrul. hamzah@jpa. gov. my