BLUE OCEAN
STRATEGY & ITS
APPLICATION
Objektif
 Berkongsi ilmu tentang konsep Blue
Ocean Strategy (BOS)
 Relevan dengan pengurusan sekolah :
Bagaimana merealisasikaan konsep BOS
untuk mencapai keberkesanan pengurusan
sekolah ?
ADAPTASI BOS OLEH KPM
 BOS – DUNIA PERNIAGAAN TETAPI
TIDAK BERERTI KONSEP & PRINSIP
TIDAK BOLEH DIADAPTASIKAN DAN
DIAPLIKASIKAN DALAM KONTEKS
PENDIDIKAN
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
konsep BOS
 RED OCEAN VS BLUE OCEAN
 PERSAINGAN TIDAK RELEVAN LAGI
 INOVASI YANG BERNILAI (VALUE INNOVATION )
 PERBEZAAN ( DIFFERENTIATION)
 KOS RENDAH ( LOW PRICE)
CONTOH-CONTOH CIPTAAN
BLUE OCEAN
 VALUE INNOVATION & LOW COSTS
 Celcom Broadband Modem
 3in 1 Nescafe mix
 Cup Noodle
 ?????
RED OCEAN VS BLUE OCEAN strategy (SEKOLAH)
CIRI – CIRI
RED OCEAN
STRATEGY
KONTEKS
SEKOLAH
CIRI-CIRI
BLUE OCEAN
STRATEGY
KONTEKS
SEKOLAH
Terlibat dalam persianganlangsung 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 nilaibiaya
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
BAGAIMANA DENGAN
SEKOLAH????
ANALYTICAL TOOLS :




Visualization strategy
Six Paths Framework
ERRC Grid
Fair Process ( 3Es)
LEADERSHIP STYLE :
Tipping Point Leadership
Blue Ocean Strategy
Creating Uncontested Market Space
The case of
AirAsia: Reconstructing the airline industry
looking across boundaries
Flights as an alternative to road, rail and sea transport.
Industry
Similar convenience, accessibility, and cost.
Faster and safer than road, rail & sea transport.
Chose to be a no frills low cost carrier instead of competing with
Strategic
Group
full service carriers.
Make purchases and payments convenient and accessible to end
buyer.
Buyer
Group
Going for first time travelers and non-customers.
Scope of product
or service
offering
Cut off all unnecessary frills but offer complimentary services like
Functional-emotional
appeal
Reach end-buyer directly.
insurance, hotel rooms booking, travels and tours.
Regard air travel itself as the emotional appeal but cut off all the
frills to focus on the main function of air travel.
There is a global trend of deregulation for the airline industry and it
Time
is coming to Asia. Open skies in 2009.
Internet usage has become widespread
The Four Actions Framework for
AirAsia
•
Loyalty programs
•
•
•
Tickets
•
•
•
Free meals
•
•
•
Accessibility
Convenience
Brand awareness
Brand Image
Frequencies
Routes/Network
Assigned seats
A New
Value
Curve
•
Price
•
Turn around time
•
•
•
Amenities
•
•
•
Operating costs
•
Online purchase
Online check in
Franchise
Self check in
Complementary services
A Malaysian Success Story
Most profitable
Most Cost Competitive
High Growth
Widest network
Accolades in 2007
All round excellence
Business
People
Governance
Costs
Branding
SIX PATHS FRAMEWORK TO IDENTIFY THE
“WHAT” FOR SCHOOLS
( Kim & Mauborgne, 2005 )
SIX PATHS FRAMEWORK
SCHOOL CONTEXT
Path 1: Look across Alternative Industries
Find school’s 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 )
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





REDUCE




School & office politics
Discipline problems ( teachers . staff and students )
Resistance to change
Stress
Overall discipline
Quality of teaching and learning
Awareness of their mission as teachers
Morale & motivation of teachers , non-academic staff
and students
School’s management standards using the Schools’
Inspectorate Instrument ( based on the report )
CREATE







Excellent work culture –school ethos
New School’s 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 for Cluster Schools
ELIMINATE
RAISE
Competition in the red ocean at district or state levels e.g Sekolah
Harapan Negeri
Non-performing staff
Indifference
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
CREATE
Red tape from Ministry of Education or State Education Department
Top- down management
Teacher-centred learning ( chalk and talk )
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
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
Communication
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 andafter 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 exstudents ;
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
As laid out in the
Use feedback
360 degree
I
IDENTIFICATION
OF HOT SPOTS
HOT SPOTS VS COLD SPOTS (SCHOOL)
HOT SPOTS
COLD SPOTS
Welfare of teachers,
students and non—teaching
staff
Repainting the school
buildings
Teaching and Learning
Changing the school’s fence
Financial Management and
school’s account
Renovating the principal’s
office
ACTION PLANS FOR HOT SPOTS
HOT SPOTS
ACTION
PLANS
TIME-LINE
KPIs
MILESTONES
Pengurusan
Kewangan
Kursus
Pengurusan
Kewangan
1995
Jemputan
kepada Audit
Sekolah
mengadakan
pengauditan
akaun
sekolah
Aungerah
Kewangan
dan Akaun
Sekolah
(2000)
1996
Semua
kerani
sekolah
menghadiri
kursus
pengurusan
kewangan
Ceramah dari
Pengarah
BPR
1996
Semua kerani
mengurus
kewangan
dan akaun
sekolah
dengan
berkesan
Integriti
sekolah
dipertingkatk
an
Laporan Audit
Tanpa
Tegursan
berterusan
Tipping Point Leadership
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.
Tipping Point Leadership
How AirAsia overcame key organizational hurdles
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.
Tipping Point Leadership
How schools can overcome key organizational hurdles
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
THE FOUR ORGANIZATION HURDLES TO STRATEGY
EXECUTION ( Kim & Mauborgne, 2005)
Cognitive Hurdle
An organization
wedded to
Status quo
Resource Hurdle
Political Hurdle
Opposition
from powerful
vested interest
Limited Resources
Motivational Hurdle
Unmotivated staff
HOW FAIR PROCESS AFFECTS PEOPLE’S ATTITUDES AND
BEHAVIOR ( Kim & Mauborgne,2005)
Strategy
Formulation
Process
Fair Process
Engagement
Explanation
Expectation Clarity
Trust and
Commitment
Attitudes
“I feel my
opinion counts”
Voluntary
Cooperation
Behavior
Strategy
Execution
“I’ll go beyond
The call of duty”
Exceeds
Expectation
Self-Initiated
Build Execution into Strategy
Fair 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.
Expectation
Clarity


“Anything is possible” is their
motto.
Fernandes provided leadership by
example.
Engagement
Explanation



Promoted internal branding.
“Staff must understand the
company’s direction before
they can explain to others”.
Respect for each other.
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
Results of fair process
Intellectual,
Emotional
Recognition
Trust
&
Commitment
Voluntary
Cooperation
“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
The Blue Ocean Move
Leaving behind the competition
REINVENT OURSELVES BY LEARNING, UNLEARNING & RELEARNING!!!
BACALAH
DAN APLIKASIKAN KONSEP
BLUE OCEAN STRATEGY
KE ARAH KEGEMILANGAN
SEKOLAH ANDA
TERIMA KASIH!!!
THANK YOU!!!