Pertanian: Membina Harapan Baru

Pertanian: Membina Harapan Baru

Oleh: Azhar Ahmad 2009

Titik mula...? If you don’t know where you are going, Any road will get you there. If you don’t know where you are starting from, A map won’t help you either. Alice Wonderland

Visi

Titik mula

Siapa Kita?

Kuda Keldai

Sumpah-sumpah Raksasa

LAJNAH PERTANIAN  Bila diwujudkan:  Matlamat utama:  Merapatkan jurang dengan stakeholders (?)

 Stakeholders:  Petani, penternak & nelayan (?)

 Core business:  Pemberi khidmat nasihat & penyedia maklumat (?)

Pantas di garis lurus, tapi berat.

Lembab, berat & tidak cerdik

Siapa Kita?

Ringan, cepat, responsif, lincah & boleh menyesuaikan diri dengan keadaan

Matang, bijak tapi perlahan dan tidak fleksibel

PERANCANGAN HALATUJU BARU LAJNAH PERTANIAN Strategi Mengenalpasti: Apa yang perlu dibuat? Apa yang boleh dibuat? Apa yang mahu dibuat?

Sekarang STRATEGIK: • Jangkamasa Panjang • Faktor Kemenangan

Masa Depan (?)

Proses Pengurusan Organisasi yang Strategik Membangunkan Misi & Visi

Membangunkan Strategi

Melaksanakan Strategi

Menyelia & Mengawal Perlaksanan

Membuat Penilaian & Penambah baikan

A pa yang per lu dibuat? You can choose any color you like, as long as they’re black!

Kehendak & keperluan stakeholders Bantuan kewangan (modal, subsidi dll.) Bantuan pasaran (pembeli, pengedar dll.) Maklumat (harga, cuaca dll.) Infrastruktur (pusat jualan, pusat simpanan dll.)  Latihan    

KANO Model Delight

1. STAKEHOLDERS? 2. PELANGGAN?

Customer Satisfaction Excitement needs

Performance needs

Immediate happiness

Degree of Achievement

Not unhappy

Disappointed

Basic needs

A pa yang boleh dibuat?

SWOT Matrix Leave Blank

Strengths – S Weaknesses – W List Strengths

List Weaknesses

Opportunities – SO Strategies WO Strategies O List Opportunities

Use strengths to take advantage of opportunities

Overcoming weaknesses by taking advantage of opportunities

Threats – T

ST Strategies

WT Strategies

Use strengths to avoid threats

Minimize weaknesses and avoid threats

List Threats

A pa yang mahu dibuat?

“…Most people skate to where the puck is, but I skate to where the puck is going to be.” (Wayne Gretzky)

Str ate gi Therefore I say:  If you know the enemy and know yourself,  the victory is not at risk. If you know the Heaven and you know the Ground,  the victory is complete.  Sun Tzu, The Art of War 

Organizational Strategy "When horse,

you discover that the best strategy

you are riding a dead is to dismount."

And… we have many other alternatives such as:  Buying a stronger whip.  Changing riders.  Giving horse and rider a good bollocking.  Re-structuring the dead horse's reward scale to contain a performance-related element.  Suspending the horse's access to the executive grassy meadow until performance targets are met.  Making the horse work late shifts and weekends.  Scrutinizing and clawing back a percentage of the horses’ past 12 months expenses payments.  Appointing a committee to study the horse.  Arranging to visit other countries to see how other cultures ride horses.  Convening a dead horse productivity improvement workshop.

Organizational Strategy "When horse,          

you discover that the best strategy

you are riding a dead is to dismount."

Lowering the standards so that dead horses can be included. Reclassifying the dead horse as living-impaired. Hiring outside contractors to ride the dead horse. Outsourcing the management of the dead horse. Harnessing several dead horses together to increase speed. Providing additional funding and/or training to increase dead horse's performance. Doing a productivity study to see if lighter riders would improve the dead horse's performance. Declaring that as the dead horse does not have to be fed, it is less costly, carries lower overhead and therefore contributes substantially more to the bottom line of the economy than do some other horses. Rewriting the expected performance requirements for all horses. And the highly effective... Promoting the dead horse to a supervisory position.

E R O S M E Y IV N T A A M RN D E N T A AL

Faces of Resistance… Not Enough Time Anger Attack

Silence Withdrawal

Endless Questions

Going Through the Motions Details.. Details.. Details

(False Agreement)

Intellectualizing

Confusion Just don't (want to) get it Ignore It Deny It Glorify the Past

STRATEGY ARCHITECTURE MISI & VISI IMPROVE STAKEHOLDERS’ VALUE

FINANCIAL R E S U L T S

REVENUE GROWTH STRATEGY BUILD THE FRANCHISE

INCREASE CUSTOMER VALUE

MARKET SHARE

PRODUCTIVITY STRATEGY IMPROVE COST STRUCTURE

CUSTOMER ACQUISITION OPERATIONAL EXCELLENCE

VALUE PROPOSITION

CUSTOMER PRODUCT/SERVICE

IMPROVE ASSET UTILIZATION

CUSTOMER RETENTION CUSTOMER INTIMACY

RELATIONSHIP

PRODUCT LEADERSHIP IMAGE

CUSTOMER SATISFACTION

A C T I O N S

INTERNAL PROCESS

BUILD THE FRANCHISE (INNOVATION PROCESSES)

INCREASE CUSTOMER VALUE (CUSTOMER MANAGEMENT PROCESSES)

OPERATIONAL EXCELLENCE (OPERATIONS & LOGISTICS PROCESSES)

GOOD NEIGHBOUR (REGULATORY & ENVIRONMENTAL PROCESSES)

MOTIVATED AND PREPARED WORKFORCE

LEARNING AND GROWTH

STRATEGIC COMPETENCIES

STRATEGIC TECHNOLOGIES

CLIMATE FOR ACTION

Terima kasih!