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A Rigorous Strategic Planning Process - Defining the Strategic Plan Framework for Vietnamese Universities - December 2012 Workshop, Vietnam Dr. Dan L. Shunk , Professor Industrial Engineering, Arizona State University. Ethan James Arrived. Let’s Begin with Michael Crow.

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Ethan james arrived

A RigorousStrategic Planning Process- Defining the Strategic PlanFramework for Vietnamese Universities -December 2012 Workshop, VietnamDr. Dan L. Shunk, ProfessorIndustrial Engineering, Arizona State University


Ethan james arrived

Ethan James Arrived


Let s begin with michael crow

Let’s Begin with Michael Crow

  • How ASU, as a public institution, compressed 50 years of development into 10.


Desired meeting outcomes

Desired Meeting Outcomes

  • Honor to be with you again

  • My Hopes for this meeting:

    • To listen and to prioritize topics

    • To provide examples of strategic plans

    • To provide a complete Strategic Planning Framework

    • To use “active learning” techniques

    • To leave with a plan that you can accept in supporting the creation of your personalized strategic plans.


It is c lear

It Is Clear…

  • The Prime Minister has published an aggressive plan for Vietnam 2011-2020.

    • We enter a new strategic phase in the context of rapid changes and unexpected fluctuations.

    • New driving forces:

      • Expanding democracy in the economy

      • The Enterprise Law

      • Promoting privately-run economy

      • Stepping-up the SOE’s

      • Implementing administrative reforms

Source: Vietnam Magazine, “PM highlights development strategy for 2011-2020”


It is clear

It Is Clear…

  • Tendencies

    • Leaping development of science and technology

    • Formation of the Knowledge-based economy

    • Environmentally-friendly technologies

    • Deeper globalization and connectivity

Source: Vietnam Magazine, “PM highlights development strategy for 2011-2020”


Maximizing the human factor considering the people the key resource and the target of development

“Maximizing the human factor, considering the people the key resource and the target of development”

“Strongly developing production forces with increasingly high scientific and technological levels”

Source: Vietnam Magazine, “PM highlights development strategy for 2011-2020”


General goals

General Goals

  • “Striving to turn our country basically into a modern industrialized country by 2020; with stable, democratic, rule-governed, and consensual politics – society…

  • Three breakthroughs:

    • Perfect the socialist-oriented market economy

    • Rapidly develop human resources

    • Build a comprehensive infrastructure

Source: Vietnam Magazine, “PM highlights development strategy for 2011-2020”


Our charter

Our Charter

  • Growth relies on applying new scientific and technological achievements and using skillful human resources and modern management skills.

  • The draft strategy sets the requirement of basic and comprehensive reform of the national education to increase the human resource’s quality.

Source: Vietnam Magazine, “PM highlights development strategy for 2011-2020”


This requires

This Requires:

Excellence with

Relevance!!!

Let’s Discuss

- What Do YOU Wish to Accomplish with VULII? -


Let s prioritize the strategic planning topics

Let’s Prioritize the Strategic Planning Topics

What Do You Need?


University vsat results

University VSAT Results

n = 3


You have seen this framework

You Have Seen This Framework

  • To gain consensus:

What How

Goal Strategy

Projects Tasks

Long Term

Near Term


We will address how to exercise this

We Will Address How toExercise This

Goal

Strategies

Tasks

Programs


We will address how to prioritize this

We Will Address How to Prioritize This

Weight

Goal

Programs

Leadership

Development

Labs

Distance Ed

Diversity

English

40%

20%

20%

15%

15%

5%

All hypothetical

5-1-1 Write Proposal for …

5-1-2…

5-1-3…

5-1-4…

Ultimately drawing the line of what you can afford.


We will address your biggest challenge

We Will Address Your Biggest Challenge

  • An Alert:

    • Your toughest job will be to tell me:

    • Dan ~ you have an ugly granddaughter!!


7 strategic execution

7. StrategicExecution

Dr. Dan L. Shunk

Fulton School of Engineering

Arizona State University

[email protected]

USA (480) 965-6330 phone

USA (480) 965-8692 fax


Ethan james arrived

We Will Address How to Create a Center of Excellence

Leadership,

Faculty &

Staff

Regional

Growth

With

Financing

Focused,

Cutting-edge Technology

and IP Development

Collaborative

Environment

Scholarly

Results

Students/

Future

Employees

Partnerships

& Support


We will address how to create a brand image

We Will Address How To Create a Brand Image

45%

40%

35%

Reputation

30%

Low cost

25%

Marketing

20%

Culture

15%

R&D

10%

5%

0%

Source: Aaker (1989)


Prioritizing the topics

Prioritizing the Topics

  • What is included in a Strategic Plan

    - The VSAT Results

    - Examples of Strat Plans to be conducted

    - A Draft Strat Plan Outline for your review

  • The ASU Dashboard as a Strategic Tool

    - Presentation by ASU guests to highlight importance

  • How an institution creates a Strategic Plan

  • How to achieve a “Sustainable Differentiation”

    5. How to prioritize strategic resources

    - An analytical approach

    6. How to LEAD this effort / An Innovative Culture

    7. How to create a strategic execution plan


Prioritizing the topics1

Prioritizing the Topics

8. How to measure strategic progress

  • Presentation on ASU Quality Assessment

  • How to conduct a competitive analysis and SWOT

    10. How to identify barriers and develop risk mitigation plans

    11. How to formulate a “Center of Excellence” plan

    12. How to create a solid PR position – creating Brand Image

    13. How to sell a Strategic Plan

    14. Establishing a “Go Forward” Plan

  • 1 2 3 4 5 6 7 8 9 10 11 12 13 14


    1 what is included in a strategic plan

    1. What Is Included in a Strategic Plan?

    A look at examples

    An outline of your plan


    In the spirit of listening

    In The Spirit of Listening

    Have created the

    VULII Strategic Assessment Tool - “VSAT”

    Calculate (Desired – Current) * Value

    Results in Pareto of Strategic Gaps

    Supports a Strategic Focus with:

    Prioritized Gaps Defined


    How use the results

    How Use the Results

    • Four quadrants of results:

    High

    Low

    Typically Address thru Cont. Improve

    Of Great Strategic Interest

    Strategic

    Value

    Minimal Strategic Interest

    Typically Address as a Tactical Project

    LowHigh

    Strategic Gap = ( D – C)


    The results

    The Results

    • Four quadrants of results:

    3.4 Institutional Priorities Addressed

    5.2 Process for Student Enrollment

    8.2 Reward Structure

    6.1 All faculty learn modern instruction

    3.1 Key drivers for performance defined

    1.3 Strategic Execution Plan in place

    High

    Low

    Typically Address thru Cont. Improve

    Strategic

    Value

    Minimal Strategic Interest

    Typically Address as a Tactical Project

    LowHigh

    Strategic Gap = ( D – C)


    My interpretation

    My Interpretation

    • 3.4 Institutional Priorities Addressed

      • We need to accomplish the unique strat plans by prioritizing the programs recognizing finite resources.

    • 5.2 Process for Student Enrollment

      • I assume this means attracting and educating the best talent with state-of-the-art systems

    • 8.2 Reward Structure for superior performance is in place

      • I assume you wish to identify great faculty and reward them

    • 6.1 All faculty learn modern instruction

      • Being pursued under HEAPP

    • 3.1 Key drivers for performance defined

      • Being pursued under the QA initiative

    • 1.3 Strategic Execution Plan in place

      • I assume this means that we need a Strategic Planning framework that can develop solid linkages from Goals to Actions and then insure the Actions are accomplished according to the plan.

    What do these mean to you?


    Exercise 1

    Exercise #1

    Expected Accomplishments for 2012-2013?

    • Each University will have a customized strategic plan.

      • Each University and College will have a target set of metrics to judge progress.

      • Each University and College leader will understand the strategic planning process and a strategic framework model.

      • Each University and College will have created the means to provide the resources needed for strategic plan success.

      • An overall approach to creating a strategic Center of Excellence plan is developed and beginning to be implemented.

    • Each University will have launched the creation of the organization needed for strategic success (if different from their current organization.)

      • Each University and College will have an appropriate workload model with rewards

    • Each University will have a student attraction / retention plan

    • Each University will have key drivers for performance identified.

    • Each University will have made commitments to implement the plans.


    Exercise 11

    Exercise #1

    • ACID TEST #1:

      • Please be able to say the following:

      • “If we accomplish each of the line items listed, we will MEET the expectations of Vietnam and MOET / MOLISA!!!”


    A review of strategic plan contents

    A Review of Strategic Plan Contents

    Starting with the End in Mind

    - What Does Your Final Product Look Like?


    Kaist

    KAIST

    • President Nam Suh outlines his plans with metrics:

      • Increase number of full time faculty from 429 to 700

      • Increase the number of undergrads enrolling to 4000 by 2013.

      • Establish a Department Centric System / Boundary-less Research System

      • Establish KAIST Institutes

      • Change the tenure system

      • Appoint Distinguished Professors

      • Lecturing all courses in English

      • Strengthening Design and Synthesis Education

      • Introduce Dual Degree Programs with other institutions

      • Fundraising up to $1 billion in seven years.


    University of sydney 2011 2015

    University of Sydney – 2011-2015

    • Developed 3 Goals and 17 key strategies:

      • G1: Refine our Governance Structures

        • Includes 9 strategic initiatives here

      • G2: Manage more effectively the size and shape of the university

        • Includes 1 strategic initiative here

      • G3: Initiate a University-wide Program of Curriculum Renewal

        • Includes 7 strategic initiatives here


    Unc charlotte college of education 2010 2015 strategic plan

    UNC – Charlotte College of Education2010 – 2015 Strategic Plan

    • Executive Summary – 1 to 2 pages

    • Environmental Scan – 1 to 2 pages

    • New Strategic Goals with Action Plans –

      • 3 Goals highlighted

      • Each with action plans and metrics


    Kellogg institute for international studies university of notre dame

    Kellogg Institute for International Studies – University of Notre Dame

    • An Institute view of a strategic plan

    • Focusing on 3 Goals:

      • Promoting research excellence

      • Providing exceptional educational opportunities

      • Build linkages to support University strategic goals


    University of malawi plan 2012 2017

    University of Malawi Plan2012-2017

    • University in Africa ~ very progressive

    • Foreword written by the Vice Chancellor

    • Outlined the Strategic Planning Process

    • Captured the Vision and Mission of the University

    • Did a formal SWOT for the environmental scan

    • Created 5 Goals, Objectives, Activities and Targets

    • Outlined how they would monitor

    • Attempted to predict the impact


    University of malawi plan 2012 20171

    University of Malawi Plan2012-2017

    • Strategic Goals (5)

      • Teaching and Learning

      • Research, Consultancy and Community

      • Capacity Building

      • Governance and Management

      • Finance and Resource Mobilization


    Nanyang technological institute ntu 2015

    Nanyang Technological InstituteNTU 2015

    • Created their “Five Peaks of Excellence”

      • Building upon current strengths and heritage

      • Focus is on five areas:

        • Sustainability

        • Healthcare

        • New Media

        • Best of East and West

        • Innovation

    These are really Centers of Excellence


    A draft outline of your strategic plan

    A Draft Outline of YOUR Strategic Plan

    i. Foreword by Rector

    • Executive Summary

    • Appropriate Charge from Government Agency

    • Current Status and Demographics

    • Institutional Focus

      • Curricular Focus

      • Growth Projections

      • Matching Industry Segments with Institutional Strengths

    • Overarching SWOT

    • Major Goals and Strategies

      • Overarching Goals & Strategies

      • Institutional Goals & Strategies

    • Methods to Evaluate

      • Overarching Metrics

      • Institutional Metrics

    • Programs / Tasks and Timing

      • The Strategic Plan Roadmap

    • Resource Requirements

      • Staffing, Funding, Access,

    • Strategic Linkages

    • Expected Outcomes


    2 the asu data analytics strategy

    2. The ASU Data Analytics Strategy

    How Data Analytics can provide the Strategic Visibility needed


    3 how institutions create a strategic plan

    3. How Institutions Create a Strategic Plan


    Let s start with a short video

    Let’s Start with a Short Video

    Michael Porter on

    “What is Strategy”


    Terminology i use

    Terminology I Use

    • To gain consensus:

    What How

    Goal Strategy

    Program Action

    Required

    Long Term

    Near Term


    The 5 c s

    The 5 C’s

    Context

    SocialValues

    Rivals

    Technology

    Competitors

    Entrants

    Buyers

    Global

    FirmCompetencies

    Customers

    Substitutes

    Politics

    CoreProductAttributes

    Suppliers

    Economy

    Regulation

    Lifestyles


    The five competitive forces that determine industry competition

    - The Five Competitive Forces That Determine Industry Competition -

    Bargaining

    Power of

    Buyers

    Threat of

    New Entrants

    Rivalry

    Among

    Existing

    Competitors

    Threats of

    Substitute

    Products or

    Services

    Bargaining

    Power of

    Suppliers

    Source : Michael E. Porter,

    The Competitive Advantage of Nations, The Free Press, 1990.


    Again a short video

    Again, a short Video

    This time:

    Michael Porter on Five Forces


    Fourteen questions

    Fourteen Questions

    • What will allow us to achieve a Sustainable Differentiation?

    • Which of the 5C’s should we worry about and what can we do to mitigate?

    • Which of the Five Factors should we worry about and what can we do to mitigate?


    4 how to achieve a sustainable differentiation

    4. How to Achieve a Sustainable Differentiation

    Key element of “winning the game”


    Distinctive competence

    Distinctive Competence

    • Distinctive Competence is a company strength which is difficult or impossible for competitors to duplicate, imitate or match.

    • Competencies can be based upon:

      • Tangible resources

      • Intangible resources

      • Capabilities


    Critical success factors

    Critical Success Factors

    Unlike distinctive competencies, these are skills or resources necessary for survival, or to avoid suboptimal performance. Success factors can be identified by asking:

    • What does our customer want?

    • What skills do our competitors possess?


    Characteristics of a strategic resource or capability

    Characteristics of a Strategic Resource or Capability

    • Has value

    • Is rare

    • Is imperfectly imitatable

    • No substitutes


    Strategic planning and execution process

    Who

    What

    How

    Strategic Planning andExecution Process

    Customer

    Structure

    Info & DecisionProcesses

    Task

    Rewards

    People

    Competencies

    Sustainable Advantage


    We must

    We Must…

    • Define the overall GOALS for our institutions

    • Define the context and the environmental issues facing our institutions

    • Define the forces affecting our institutions


    Fourteen questions1

    Fourteen Questions

    • What will allow us to achieve a Sustainable Differentiation?

    • Which of the 5C’s should we worry about and what can we do to mitigate?

    • Which of the Five Factors should we worry about and what can we do to mitigate?

    • What is AT LEAST 1 Distinctive Competency?

    • What Critical Success Factors do we need?


    You can t improve what you can t measure

    You Can’t ImproveWhat You Can’t Measure

    Classic Statement:

    Dr. Peter Drucker


    Creating the balanced scorecard

    Creating the Balanced Scorecard

    Achieving

    Pro-active

    B.I.

    FINANCIAL

    GOALS MEASURES

    CUSTOMER

    INTERNAL

    GOALS MEASURES

    GOALS MEASURES

    INNOVATION & LEARN

    GOALS MEASURES

    Source : Kaplan,

    "Creating a Balanced Scorecard",

    HBR,

    Jan-Feb, 1992.


    Linking strategy to execution

    Linking Strategy to Execution

    The Opportunity: The Strategic Management Process Linked to Organizational Performance

    STRATEGY

    60% of organizations don’t link strategy & budgets

    85% of management teams spend less than one hour per month on strategy issues

    update the strategy

    test the hypotheses

    Strategic Learning Loop

    BALANCED SCORECARD

    BUDGET

    78% of organizations lock budgets to an annual cycle

    20% of organizations take more than 16 weeks to prepare a budget

    reporting

    funding

    Management Control Loop

    92% of organizations do not report on lead indicators

    PERFORMANCE

    Input(Resources)

    Output(Results)

    Initiatives & Programs


    Lag and lead indicators

    Lag Indicators

    Classic, after-the-fact measures

    Tell what you have done

    Lead Indicators

    Novel predictors of performance

    Allows you to see “ahead” and lead to a plan.

    Lag and Lead Indicators

    Time

    Lag Indicators

    Respond

    Look Behind

    A Process /

    An Event

    Lead Indicators

    Predict

    Look Ahead


    We must1

    We Must…

    • Define the overall GOALS for our institutions

    • Define the context and the environmental issues facing our institutions

    • Define the forces affecting our institutions

    • We must define the overall METRICS


    5 prioritizing scarce resources

    5. Prioritizing Scarce Resources

    You can not do everything!!!

    You don’t have the resources to do everything!!!


    Let s get started

    Let’s Get Started

    • To gain consensus:

    What How

    Goal Strategy

    Projects Tasks

    Long Term

    Near Term


    Initial set of six 6 goals

    Initial Set of Six (6) Goals

    Extracted from components found in HEEAP 2.0 proposal


    Goal 1 leadership development

    Goal 1: Leadership Development

    • Goal:

      • Training leaders in modern and innovative institutional models that facilitate policy changes to meet requirements of national economic development and international integration by 2018.

    • Metrics:

      • Number of Rectors / Vice Rectors / Deans trained = 100% (80 – 100 total trained)

      • At least 25 “large” international projects funded related to leadership advancement

      • Many “large” domestic projects funded


    Goal 2 faculty development

    Goal 2: Faculty Development

    • Goal:

      • For universities, training faculty in active teaching methodology, curriculum development, and English skills reaching regional standardization (e.g. AUN, …) or ABET/CDIO compliance creating a research capacity.

      • For vocational colleges, the same faculty development but with the focus on creating occupational skills

    • Metrics:

      • Up to 3000 faculty in universities and vocational colleges will be trained by HEEAP 2.0

      • 80% of lecturers use active teaching methods

      • Average IELTS score of 5.0 (or equivalent TOEFL scores) for all 1400 faculty at the universities

      • 80% of Engineering Curriculum achieves ABET / CDIO compliance.


    Goal 3 curriculum labs and infrastructure

    Goal 3: Curriculum, Labs and Infrastructure

    • Goal:

      • Establishing curriculum re-design and upgrading the infrastructure in cooperation with industry in order to improve the training quality that meets the demands of the high quality labor force.

    • Metrics:

      • 100% of curriculum is re-designed for HEEAP schools

      • 20% of HEEAP school budget comes from industry

      • 100% of courses equipped with modern equipment.


    Goal 4 distance education

    Goal 4: Distance Education

    • Goal:

      • Facilitate the access of large numbers of students and solve the large class issue by offering Distance Education supporting life long learning while achieving scale economies.

    • Metrics:

      • At least one distributed education media-based networked classroom in each university by 2014.

      • Offer distributed, on-line asynchronous course offerings at the universities and vocational colleges within HEEAP 2.0 by 2018.

      • Scalable on-line course design to support 10% of courses.

      • E-learning system access across 80% of Vietnam

      • 100% of lecturers and students at universities trained to use system


    Goal 5 diversity and instructional expert development

    Goal 5: Diversity and InstructionalExpert Development

    • Goal:

      • Increase the role and participation of women in technical and engineering fields.

    • Metrics:

      • Achieve 10% female student population

      • Achieve 5% female faculty population by 2018.

      • Prepare females for university and vocational college leadership positions.


    Goal 6 english

    Goal 6: English

    • Goal:

      • To be regionally and globally competitive by improving the English proficiency of students and faculties in Engineering and Applied Technologies.

    • Metrics:

      • For universities and vocational schools in HEEAP 2.0, by 2018 we will have the following English certificates:

        • ____% of students at universities we will have a TOEFL score of 500

        • ____% of students at vocational colleges we have a TOEIC score of 350-400

      • ____% of all Engineering and Applied Technology training programs will be conducted in English

      • ______ number of English-speaking exchange students and faculty


    Using cetys as an example

    Using CETYS as an Example

    • Same Goal / Strategy / Program / Action framework

    • Generated Three (3) Goals (page 24):

      • Inject Design and Innovation into curriculum

      • Achieve Applied Research superiority

      • Establish Brand Image

    • Each Goal then has Strategies (page 25)

      • 1-1 : Interactive workshops

      • 1-2 : Engineering building

      • 1-3 : Achieve ABET- equivalent certification

      • 1-4 : Impact teaching of STEM in high schools

    • Each Strategy then has Programs / Actions (page 26)


    We have now a framework for prioritization

    We Have Now a Frameworkfor Prioritization

    Goal

    Strategies

    For example: #5 – Achieve diversity by getting more women into engineering!

    5-1 Pursue external funding to support women in engr.

    Tasks

    Programs

    5 – 1 – 1 Write proposal for ……..


    Tomorrow you will see

    Tomorrow You Will See

    Goal

    Strategies

    For example: #6 –Infusion of English!

    6-1 Work with MOET/MOLISA to identify English programs.

    Tasks

    Programs

    6– 1 – 1Participate in the ASU English Program sponsored by MOET/MOLISA.


    Exercise 2

    Exercise #2

    • For Universities:

      • I ask the university Rectors and Deans along with our MOET representatives to review the Goals and Metrics from their perspective

      • Modify and add key Metrics

    • For Colleges:

      • I ask our college Rectors and Deans along with our MOLISA representatives to review the Goals and Metrics from their perspective

      • Modify and add key Metrics

    Please Remember – This is HOW

    we will be judged – take your time!


    Exercise 2a now list one representative strategy for one goal

    Exercise 2aNow List ONE Representative Strategy for one Goal

    • Goal #____ Goal Label _______________

      • One Representative Strategy:


    Exercise 2b now list one representative program for the strategy

    Exercise 2bNow List ONE Representative Program for the Strategy

    • Goal #____ Strategy _______________

      • One Representative Program / Action:


    The prioritization framework

    The Prioritization Framework

    Weight

    Goal

    Programs

    Leadership

    Development

    Labs

    Distance Ed

    Diversity

    English

    40%

    20%

    20%

    15%

    15%

    5%

    All hypothetical

    5-1-1 Write Proposal for …

    5-1-2…

    5-1-3…

    5-1-4…

    Ultimately drawing the line of what you can afford.


    Overall portfolio management worksheet the work of dr michael greiner asu ph d

    Overall Portfolio Management Worksheet- the work of Dr. Michael Greiner, ASU Ph.D. -

    Ranked Projects by Strategic Initiative Platform

    Strategic Platforms 1 2 10 11

    Exploration Wellbore Produced Enhanced

    Construction Fluids Trn. Recovery

    Strategic Platforms

    Agreed-upon $400 k $300 k $200 k $100k

    Investment Value

    Proj 10-1

    Proj 10-2

    Proj 10-3

    Proj 10-4

    Proj 10-m

    Proj 11-1

    Proj 11-2

    Proj 11-3

    Proj 11-4

    Proj 1-1

    Proj 1-2

    Proj 1-3

    Proj 1-4

    Proj 1-n

    Proj 2-1

    Proj 2-2

    Proj 2-3

    Proj 2-4

    (Note : the agreement

    is between PSMT and

    the Research Team)

    Those projects in BOLD are funded!


    Establishing the domain of successful projects

    Establishing the Domain of Successful Projects

    1.0

    .8

    .6

    .4

    .2

    Discovery

    1-1

    Reward

    6-2

    Reward

    4-2

    Institutional

    Impact

    Discovery

    2-2

    Discovery

    3-1

    Reward

    5-1

    .2 .4 .6 .8 1.0

    Probability of Success


    Exercise 3

    Exercise 3

    • Now that we have an agreement

    • Please RANK ORDER these per your leadership priorities with weights, e.g.

      • #1 - Goal #1 with a weight of 40%

      • #2 - Goal #2 with a weight of 20%

      • #3 – Goal #3 with a weight of 15%

      • #4 – Goal #4 with a weight of 10%

      • #5 – Goal #5 with a weight of 10%

      • #6 - Goal #6 with a weigh of 5%

        • Total for all Six Goals should = 100%


    Exercise 3a worksheet

    Exercise 3a Worksheet

    • Now that we have an agreement

    • Please RANK ORDER these per your leadership priorities with weights, e.g.

      • #1 - Goal #1 with a weight of _____%

      • #2 - Goal #2 with a weight of _____%

      • #3 – Goal #3 with a weight of _____%

      • #4 – Goal #4 with a weight of _____%

      • #5 – Goal #5 with a weight of _____%

      • #6 - Goal #6 with a weigh of _____%

      • #7 - _____%

      • #8 - _____%

        • Total for all Goals should = 100%


    Exercise 3b

    Exercise #3b

    • ACID TEST:

      • Please return being able to say the following:

        • Which 1, 2 or 3 Goals MUST you as a university accomplish in 2014?

      • “If we accomplish each of the goals and achieve each of the metrics specified in this exercise, we will MEET the expectations of Vietnam and MOET / MOLISA!!!”


    Fourteen questions2

    Fourteen Questions

    • What will allow us to achieve a Sustainable Differentiation?

    • Which of the 5C’s should we worry about and what can we do to mitigate?

    • Which of the Five Factors should we worry about and what can we do to mitigate?

    • What is AT LEAST 1 Distinctive Competency?

    • What Critical Success Factors do we need?

    • Which GOALS are to be considered?

      • Clearly the 6 but are there others?

        7. With what strategic metrics as targets?


    Fourteen question cont

    Fourteen Question – cont.

    8. What are the Strategies for the Goals?

    9. What are the Programs to achieve Strategies?

    10. How will you prioritize which Goals to pursue?

    • Highly recommend you focus on no more than 3


    6 your role leading the organization creating an innovative culture

    6. Your Role…LEADING the OrganizationCreating an Innovative Culture

    A Significantly Different View

    Than

    MANAGING the Organization


    An alert

    An Alert

    • An Alert:

      • Your toughest job will be to tell me:

      • Dan ~ you have an ugly granddaughter!!


    Let s begin with porter again

    Let’s Begin with Porter Again

    • My purpose here is to stress the importance of Leading an INNOVATIVE culture

    • Porter links Innovation to Competitiveness very nicely.

    • Question: IN YOUR EXPERT OPINION, IS INNOVATION IMPORTANT TO VIETNAM OVER THE NEXT DECADE?


    Let s watch two videos

    Let’s Watch Two Videos

    • How do we create a culture of innovation?

      • Short video of 2:07

      • http://www.youtube.com/watch?v=Uo3WH_cSJ9I

    • Now let’s extend this with a longer look

      • Longer video of 10:17

      • http://www.youtube.com/watch?v=KyqHGdIMcas


    Ethan james arrived

    CREATING AN INNOVATIVE CULTURE

    Innovation Strategy

    Performance Management

    Management Style

    Cross functional team working

    Recognition

    Ideation & Innovation Process

    Physical Environment


    Cultural issues

    Cultural Issues

    • Needs Strong Leadership

    • Incentives for Growth

    • Knowledge Sharing

    • Recognition to Knowledge Sharing

    Question:

    Does your company

    “win” if KW’s

    Share Knowledge?


    The laws of the 5th discipline

    The Laws of the 5th Discipline

    1) Today's problems come from yesterday's solutions

    2) The harder you push, the harder the system pushes back

    3) The cure can be worse than the disease

    4) Faster is slower.

    5) Small changes can produce big results -- but the areas of highest leverage are often the least obvious

    Source : The Fifth Discipline, Peter Senge


    The learning organization

    The Learning Organization

    • Renewing and Reinventing Itself!

    • Four Characteristics

      • Curiosity (Keep Asking Questions!)

      • Forgiveness (Failure happens!)

      • Trust (Get to know your partners)

      • Togetherness (Clusters and Teams)


    It comes down to the question

    It Comes Down to the Question:

    • IF I Tell You What to Do…

      • What is your reaction?

    • IF I Ask You What Should be Done…

      • What is your reaction?

    • Let’s Discuss…

      • What does your culture accept?


    Managers vs leaders

    Managers

    Focus on things

    Do things right

    Plan

    Organize

    Direct

    Control

    Follows the rules

    Leaders

    Focus on people

    Do the right things

    Inspire

    Influence

    Motivate

    Build

    Shape entities

    Managers vs. Leaders


    Let s listen to a short video

    Let’s Listen to a Short Video

    • A comparison of Management versus Leadership

    • Please be prepared to discuss in detail after


    From peter drucker

    From Peter Drucker

    • Leadership is lifting a person’s vision to higher sights, Leadership is raising a person’s performance to a higher standard.

    • Most discussions of decision making assume that only senior executives make decisions, or that only senior executive’s decisions matter ~ This is a dangerous mistake!!!


    From peter drucker1

    From Peter Drucker

    • Successful leaders don’t start out asking…

      • “What do I want to do?”

    • Instead, they ask…

      • “What needs to be done?” (accountability)

    • Leaders have followers, by definition…

      • Charisma is overstated!!

      • Trustworthiness is fundamental!!

      • Values consistency is mandatory!!


    Using a classic text

    Using a Classic Text

    • Peter Drucker’s

    • Published > 30 books

    • World recognized

    • Someone to hear

    • Some observations extracted from the text


    Drucker challenging assumptions

    Drucker Challenging Assumptions

    • Management is Business Management

      • NO, management is for ALL organizations

      • “Management is the specific and distinguishing organ of any and all organizations.”

    • There is ONE Right Organization

      • NO, “One Size Does NOT fit all”

      • Seek the organization that “fits the task”

    • There is ONE Right Way to Manage People

      • NO, “one does not manage people,

        • “The task is to lead people”


    The domain of management

    The Domain of Management

    • Drucker says that is was assumed “the inside of the organization is the domain of management”

    • “But the results of any institution exist ONLY on the outside.”

    • “Management exists for the sake of the institution’s results”


    Drucker on global competitiveness

    Drucker on Global Competitiveness

    • “No institution, whether a business, a university or a hospital, can hope to survive unless it measures up to standards set by leaders anyplace in the world.” – page 61

    • It is NO LONGER possible to base a country’s economic development on cheap labor”

    • Low labor productivity endangers survival

      • Shunk observation ~ few IE programs in Vietnam


    Drucker on change

    Drucker on Change

    • “One cannot manage change.” – page 73

    • “It must be seen by an organization to lead change.”

    • This requires:

      • Policies to make the future

      • Systematic methods to anticipate change

      • The right way to introduce change

      • Policies to balance change and continuity.


    One size does not fit all

    “One Size Does NOT Fit All!!”

    Anyone Can Lead!


    From jack welch

    From Jack Welch

    • Leaders have four traits (The 4 E’s)

      • Energy

      • Ability to Energize Others

      • The Edge ~ courage to make a decision

      • Execution


    What leaders do

    What Leaders Do ...

    • Recruits, doesn’t just track

    • Breathes vision into people

    • Models positive behavior

    • Challenges, provokes

    • Is intellectually stimulating

    • Doesn’t interfere, has courage to let it happen

    • Discovers talents

    • Builds the habitat for creativity

    • Instills ownership


    Characteristics

    Characteristics

    Great Leaders

    * passionate about what they do

    * love to talk about it

    * high energy

    * clarity of thinking

    * communicate to diverse audience

    * work through people (empowering)

    Source: Baylor School of Management


    Leadership and making change happen

    Leadership andMaking Change Happen

    Common Industry Accepted Practices

    How I Teach Leadership to My Companies-

    I ASK THAT YOU PARTICIPATE

    AND EXTRACT WHAT IS RELEVANT -


    Leadership

    Leadership


    Types of leadership style

    Types of Leadership Style


    Types of leadership style1

    Types of Leadership Style

    Autocratic:

    • Leader makes decisions without reference to anyone else

    • High degree of dependency on the leader

    • Can create de-motivation and alienation of staff

    • May be valuable in some types of business where decisions need to be made quickly and decisively


    Types of leadership style2

    Types of Leadership Style

    Democratic:

    • Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation

      • Consultative: process of consultation before decisions are taken

      • Persuasive: Leader takes decision and seeks to persuade others that the decision is correct


    Types of leadership style3

    Types of Leadership Style

    Democratic:

    • May help motivation and involvement

    • Workers feel ownership of the firm and its ideas

    • Improves the sharing of ideas and experiences within the business

    • Can delay decision making


    Types of leadership style4

    Types of Leadership Style

    Laissez-Faire:

    • ‘Let it be’ – the leadership responsibilities are shared by all

    • Can be very useful in businesses where creative ideas are important

    • Can be highly motivational, as people have control over their working life

    • Can make coordination and decision making time-consuming and lacking in overall direction

    • Relies on good team work

    • Relies on good interpersonal relations


    Types of leadership style5

    Types of Leadership Style

    Paternalistic:

    • Leader acts as a ‘father figure’

    • Paternalistic leader makes decision but may consult

    • Believes in the need to support staff


    Exercise 4

    Exercise #4

    • Where are you today?

    • Where do you need to be tomorrow?

    Autocratic

    Paternalistic

    Laissez-Faire

    Democratic


    Change leadership

    Change Leadership

    Professor Dan Shunk


    Change leadership1

    Change Leadership

    • The most challenging aspect of business is leading and managing change

    • The business environment is subject to fast-paced economic and social change

    • Modern business must adapt and be flexible to survive

    • Problems in leading change stem mainly from human resource management


    Change leadership2

    Change Leadership

    • Leaders need to be aware of how change impacts on workers:

    • Series of self-esteem statesidentified by Adams et al and cited by Garrett

      • Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition: understanding and managing change personal change London, Martin Robertson

      • Garrett, V. (1997) Managing Change in School leadership for the 21st century Brett Davies and Linda Ellison, London, Routledge


    Change leadership3

    7. Internalization: the change is understood and adopted within the individual’s own understanding – they now know how to work with it and feel a renewed sense of confidence and self esteem.

    Change Leadership

    2. Minimization: As the change becomes clearer, people try to fit in the change with their own personal position and may try to believe that it will not affect them.

    Self-esteem

    1. Immobilization – as rumors of the change circulate, the individual feels some sense of shock and possible disbelief – so much so that they deem it worthy of doing nothing.

    7

    6. Search for meaning: Individuals begin to work with the change and see how they might be able to make the change work for them – self esteem begins to rise.

    2

    5. Testing out: Individuals begin to interact with the change, they start to ask questions to see how they might work with the change.

    6

    3

    3. Depression: as reality begins to dawn staff may feel alienated and angry, feelings of a lack of control of events overtake people and they feel depressed as they try to reconcile what is happening with their own personal situation.

    1

    5

    4. Acceptance/letting go: The lowest point in self-esteem finally sees people starting to accept the inevitable. Fear of the future is a feature of this stage.

    4

    Time


    Theories of leadership

    Theories of Leadership


    Factors affecting style

    Factors Affecting Style


    Factors affecting style1

    Factors Affecting Style

    • Leadership style may be dependent on various factors:

      • Risk - decision making and change initiatives based on degree of risk involved

      • Type of business – creative business or supply driven?

      • How important change is – change for change’s sake?

      • Organizational culture – may be long embedded and difficult to change

      • Nature of the task – needing cooperation? Direction? Structure?


    Different types of leaders

    Different Types of Leaders

    • Leader by the position achieved

    • Leader by personality, charisma

    • Leader by moral example

    • Leader by power held

    • Intellectual leader

    • Leader because of ability to accomplish things


    Leadership continuum

    Leadership Continuum

    1. Team2. Manager 3. Shared

    Formation Centered Leadership

    One on One

    Supervision

    Directs each

    Member’s Work

    Do What They

    Are Told

    Team Coordinator

    Members are Goal Focused

    Shared Leadership

    Initiate Actions

    Track Data

    Lead Projects

    Leader’s

    Role

    Group Leader

    Focus on Goals

    Manage Group

    Work Together

    As a Group

    Team

    Member’s

    Role


    Ethan james arrived

    Leadership Continuum

    4. Self - Directed5. Self - Managed

    Boundary Manager

    Coaches Team

    Manages Interface

    Run Day - to - Day

    Operation

    Resource “Staff”

    Provide Help on Request

    Team is Accountable

    for own work


    Let s close listening to steve jobs

    Let’s Close Listening to Steve Jobs

    • Here Jobs talks about “managing people”

    • But he is really talking about “leading colleagues”


    What are the common aspects

    What Are the Common Aspects?

    Strategy Drives Structure

    COMMON FOR INDUSTRY

    AND ACADEMIA -


    Strategy drives structure

    Who

    What

    How

    Strategy Drives Structure

    Customer

    Structure

    Info & DecisionProcesses

    Task

    Rewards

    People

    Competencies

    Sustainable Advantage


    Ethan james arrived

    Structure

    Strategy

    Info & DecisionProcesses

    Task

    People

    Rewards


    Galbraith model for strategy execution

    Structure

    Structure

    Info &

    Info &

    Task

    Decision

    Task

    Decision

    Processes

    Processes

    People

    Rewards

    People

    Rewards

    Galbraith Model for Strategy Execution

    • Individual components should…

      • Support broader strategy

      • Enhance other components

    • Near infinite combination of components

    • No “one best way”, but…

      • Some combinations more effective than others

      • Equifinality – different paths for different firms

    • “Fit” of execution to strategy and context drives firm performance


    Structure

    Structure

    Structure

    Info &

    Info &

    Task

    Decision

    Task

    Decision

    Processes

    Processes

    People

    Rewards

    People

    Rewards

    Structure

    • Division of labor

    • Departmentalization

    • Configuration

    • Distribution of power

    • Flat versus tall

    • Mechanistic versus organic


    Information

    Structure

    Structure

    Info &

    Info &

    Task

    Decision

    Task

    Decision

    Processes

    Processes

    People

    Rewards

    People

    Rewards

    Information

    • Frequency of decisions

    • Ambiguity/complexity of decisions

    • Balance of internal/external sources

    • Technology-based versus people-based

    • Control mechanisms


    People

    Structure

    Structure

    Info &

    Info &

    Task

    Decision

    Task

    Decision

    Processes

    Processes

    People

    Rewards

    People

    Rewards

    People

    • Recruitment

    • Promotion

    • Training and development

    • Retention

    • Culture and work climate


    Leading creative professionals

    Leading Creative Professionals

    • The environment:

      • the organization that is “tolerant” of a large variety of deviance from the norm is more likely to enhance creativity

    • The process:

      • preparation : begins with the problem perceived

      • incubation : gestation period, best when inactive

      • illumination : the sudden insight - “take a lot of showers!!”

      • verification : the dog work that follows, tedious, necessary

    • The rules:

      • soak yourself in the problem, play with the problem, suspend judgement, come up with >2 solutions, look for different angles

        • scary insight : this is the Toyota Second Paradox approach


    Tasks

    Definition

    Range of operations

    Ability to identify ownership

    Meaningfulness

    Independence in prioritizing tasks

    Knowledge of outcomes

    Attribute

    Skill variety

    Task identity

    Task significance

    Autonomy

    Feedback

    Structure

    Structure

    Info &

    Info &

    Task

    Decision

    Task

    Decision

    Processes

    Processes

    People

    Rewards

    People

    Rewards

    Tasks


    High performance team qualities

    High Performance Team Qualities

    * A Clear, Elevating Goal

    * Unified Commitment

    * Member Competencies

    * Collaborative Climate

    * Results - Driven Structure

    * Standards of Excellence

    * Principled Leadership

    * External Support

    Source : Larson and LaFasto


    Cross functional leadership qualities

    Cross-functional Leadership Qualities

    * Create Commitment Outside of Authority

    * Use the Customer as the Authority

    * Ask Questions as a Means of Focusing

    on Problems

    * Ask for help as the Basis for Creating Volunteerism

    * Allow Anybody to Have an Answer

    * Continually Raise the Bar to Improve Performance

    * Create and Maintain Continual Membership

    * Set the Cycle-time on Issues to a Set Frequency


    Rewards

    Structure

    Structure

    Info &

    Info &

    Task

    Decision

    Task

    Decision

    Processes

    Processes

    People

    Rewards

    People

    Rewards

    Rewards

    • Motivation

    • Context

    • Incentives

      • Type and amount

      • Criteria for receipt

      • Administration

    • Employee behaviors


    Factors in the design of strategic reward systems

    Factors in the Design of Strategic Reward Systems

    • Context

    • Incentives. Key aspects include: Type and amount Criteria for receipt Administration

    • Employee Perceptions

    • Employee Behaviors


    Fourteen question cont1

    Fourteen Question – cont.

    8. What are the Strategies for the Goals?

    9. What are the Programs to achieve Strategies?

    10. How will you prioritize which Goals to pursue?

    • Highly recommend you focus on no more than 3

  • What are the organizational ramifications? How will these be resolved?


  • 7 strategic execution1

    7. StrategicExecution

    Dr. Dan L. Shunk

    Fulton School of Engineering

    Arizona State University

    [email protected]

    USA (480) 965-6330 phone

    USA (480) 965-8692 fax


    The challenge ability to execute

    The Challenge: Ability to Execute

    “Leadership without the discipline of execution is incomplete and ineffective. Without the ability to execute all other attributes of leadership become hollow”

    — Larry Bossidy Chairman, Honeywell International


    Why do organizations struggle so hard with strategy

    Why Do Organizations Struggle So Hard With Strategy?

    1 in 10 organizations execute their strategies successfully

    Fortune Magazine, 1998

    72% of CEOs believe that executing their chosen strategy is more difficult than developing a good strategy

    Malcolm Baldrige CEO Survey, 2002


    Ethan james arrived

    70% of strategic failures are due to poor execution of leadership. …

    It’s rarely for lack of smarts

    or vision.

    Premise: Why Leaders Fail…

    Source: Charan, R. and Colvin, G. “Why CEOs Fail”, Fortune, June 21, 1999.


    Ethan james arrived

    A leader who say’s “I’ve got ten priorities” doesn’t know what he is talking about. He doesn’t know himself what the most important things are. You’ve got to have these few, clearly realistic goals and priorities…

    Larry Bossidy & Ram Charan, Execution: The Discipline of Getting Things Done, New York: Crown Business, 2002


    E xecution a systematic way of exploring reality and acting on it

    “Leaders get the behaviors they exhibit and tolerate.”

    Execution…a systematic way of exploring reality and acting on it

    • Most efforts at cultural change fail because they are not linked to improving business outcome.

    • 7 Essential Behaviors of Leaders

      • Know your people and your business

      • Insist on realism

      • Set clear goals and priorities

      • Follow through

      • Reward the doers

      • Expand people’s capabilities

      • Know yourself… (it takes emotional fortitude)

    • Strategic Plans – A Tool: A good strategy process is one of the best devices to teach people about execution. It makes the mind better at detecting change.

    - Larry Bossidy and Ram Charan - Execution


    The strategic magic number

    The Strategic Magic Number

    Goal Strategy

    Program Task

    With this strategic

    planning structure.

    Number of Goals

    2–3

    4–10

    11–20

    Goals Achieved With Excellence

    2–3

    1–2

    0


    Ethan james arrived

    Wildly Important Goals

    Principles

    Process

    Execution

    Tasks / Activities

    Execution:The 4 Disciplines of High-Performing Teams

    • Focus W.I.G.s


    Ethan james arrived

    1. Focus on the Wigs

    Human beings are genetically hard wired to focus on one thing at a time with excellence


    Ethan james arrived

    Wildly Important Goals

    Principles

    Process

    Execution

    Execution

    Tasks / Activities

    Execution:The 4 Disciplines of High-Performing Teams

    • Focus W.I.G.s

    • Build Measures


    Ethan james arrived

    2. Build Measures

    There is no such thing as a clear goal without a measure.


    Ethan james arrived

    Wildly Important Goals

    Principles

    Process

    Execution

    Tasks / Activities

    Execution:The 4 Disciplines of High-Performing Teams

    • Focus W.I.G.s

    • Build Measures

    • Translate to Action


    Ethan james arrived

    3. Translate into Action

    New goals you’ve never achieved before require new behaviors you’ve never done before


    Ethan james arrived

    Wildly Important Goals

    Principles

    Process

    Execution

    Tasks / Activities

    Execution:The 4 Disciplines of High-Performing Teams

    • Focus W.I.G.s

    • Build Measures

    • Translate to Action

    • Report the Results


    Ethan james arrived

    4. Report Results

    Individuals on high performance teams do not tolerate mediocrity, they hold themselves and each other accountable for results and activities.


    Ethan james arrived

    Wildly Important Goals

    Principles

    Process

    Qtr / Yr

    Qtr / Yr

    Wk

    Wk

    Execution

    Tasks / Activities

    Execution:The 4 Disciplines of High-Performing Teams

    • Focus W.I.G.s

    • Build Measures

    • Translate to Action

    • Report the Results


    We must2

    We Must…

    • Define the overall GOALS for our institutions

    • Define the context and the environmental issues facing our institutions

    • Define the forces affecting our institutions

    • We must define the overall METRICS

    • And we must turn our GOALS and METRICS into ACTION Plans


    Fourteen question cont2

    Fourteen Question – cont.

    8. What are the Strategies for the Goals?

    9. What are the Programs to achieve Strategies?

    10. How will you prioritize which Goals to pursue?

    • Highly recommend you focus on no more than 3

  • What are the organizational ramifications? How will these be resolved?

  • How will you insure Strategic Execution?


  • Again can we discuss

    Again, Can We Discuss?

    Do You Agree?


    8 the quality assurance mechanisms

    8. The Quality Assurance Mechanisms

    Capturing the data needed


    9 next a formal environmental scan

    9. Next – A Formal Environmental Scan

    Let’s do a detailed SWOT for the universities and the colleges.


    A quick swot

    A Quick SWOT!

    Internal

    Positives

    Negatives

    Strengths Weaknesses

    Opportunities Threats

    External


    Let s listen to a formal swot overview

    Let’s Listen to a Formal SWOT Overview

    • Clearly this must be data driven!!!


    Internal view

    Internal View

    How you operate now:

    • Look at trends, limitations and opportunities

    • Where do you have real STRENGTH?

    • What are some of the WEAKNESSES?


    For example competencies assessment

    For Example: Competencies Assessment

    • We need to be factual in our assessment:

      • How many engineering faculty do we have?

      • How many meet VULII standards today?

      • How many publish today?

      • How many speak English today?


    External view

    External View

    Now we look at state, region and international context:

    • How does your role align with the Vietnamese vision and plans?

    • How can you support the state?

    • What could happen at the state, region or internationally to negatively affect the success of your plan?


    Exercise 5 please do one swot for one goal goal

    Exercise #5: Please Do One SWOT for One GoalGoal: ________________________

    Strengths Weaknesses

    Opportunities Threats


    10 converting barriers to opportunities the creation of strategic scenarios

    10. Converting Barriers to Opportunities- The Creation of Strategic Scenarios -

    We must attack each perceived barrier and create a plan to overcome the barrier in a timely manner.


    Barriers for goal 1 leadership development

    Barriers for Goal 1: Leadership Development

    • Please list the barriers you can see for this goal:

      • Overload

      • English

      • Policy and autonomy

      • Paperwork

      • Limitations reaching international projects

    • Please strategize on how these barriers can be overcome:

      • Flexible planning

      • Reward policy

      • Renovation systems

      • Reorganize the administrative systems

      • Improve the information systems


    Barriers for goal 2 faculty development

    Barriers for Goal 2: Faculty Development

    • Please list the barriers you can see for this goal:

      • Overload

      • English

      • Big class sizes

      • Limited time for research

      • Lack of resources (time, finances, facilities)

      • “Old fashioned” thinking\

      • Recruitment system

    • Please strategize on how these barriers can be overcome:

      • Good Planning

      • Training

      • Increased lecturers

      • Count on research

      • Increase investment

      • Training

      • Transparent policy


    Barriers for goal 3 curric labs and infrastructure

    Barriers for Goal 3: Curric, Labs and Infrastructure

    • Please list the barriers you can see for this goal:

      • Limited money

      • Conservative

      • Industry support limited

      • Out-of-date facilities

      • Labor market

      • Lecturers have limited knowledge and skills

    • Please strategize on how these barriers can be overcome:

      • Government investment

      • Better policy

      • Government policy

      • Government investment

      • Flexible education system

      • Training


    Barriers for goal 4 distance education

    Barriers for Goal 4: Distance Education

    • Please list the barriers you can see for this goal:

      • Policy and willingness

      • Infrastructure

      • E-lecture redesign

      • Lack of experience and skills

      • Requirements of supporting activities

    • Please strategize on how these barriers can be overcome:

      • Awareness and efforts of leaders

      • Investment, fund raising

      • Training and encouraging

      • Training

      • Organizing system


    Barriers for goal 5 diversity instructional expert development

    Barriers for Goal 5: Diversity & Instructional Expert Development

    • Please list the barriers you can see for this goal:

      • Social mentality

      • Physical of women’s body

      • Psychology of women

    • Please strategize on how these barriers can be overcome:

      • Policies from government and universities

      • (nothing can do here)

      • Social awareness


    Barriers for goal 6 english

    Barriers for Goal 6: English

    • Please list the barriers you can see for this goal:

      • Lack of English background in education

      • Lack of English environment

      • Lack of quality and quantity of English teachers

      • Lack of English teaching materials

    • Please strategize on how these barriers can be overcome:

      • Policy of English enhancement in schools

      • More international exchanges

      • Training

      • Material upgrading


    Exercise 6

    Exercise #6

    • For each Barrier,

      • Please review the previous work

      • Please add MUCH greater detail

      • Please address if this needs to be addressed in your strategic plans

    • Please select one Barrier of great interest to your institution

    • Then create One Strategic Scenario that will negate / eliminate one barrier.


    Exercise 61

    Exercise #6

    • Barrier: ____________________________

    • Strategic Scenario to negate / eliminate:


    11 discussion topic

    11. Discussion Topic

    Center of Excellence Concepts


    In the vulii proposal

    In the VULII Proposal

    Component #6 –

    The VULII project will develop Centers of Excellence to disseminate best practices and outcomes from both VULII and HEEAP. We will not expend USAID and matching funds on physical infrastructure; instead these Centers of Excellence will take advantage of new technologies to extend the impact of VULII throughout Vietnam. In-country staff will take the leadership of these outreach activities.

    The Centers of Excellence program will have four components:

    • Online resources on best practices, building on the experience of the University Design Consortium’s website of best practices worldwide. The VULII website will be closely linked to HEEAP to include model curricula and other readings and resources on higher education transformation. This website will be available to anyone in Vietnam in both English and Vietnamese as much as possible.

    • Videos of presentations by faculty, administrators, and consultants for VULII and HEEAP, once again accessible throughout Vietnam.

    • Webinars and other real time interactions using the distance learning network developed by the HEEAP program.

    • Face-to-face conferences in both Ho Chi Minh City and Hanoi to present best practices and to engage with a wide range of universities throughout Vietnam.


    Centers of excellence in the u s

    Centers of Excellence in the U.S.

    • A CoE in the US and North America is not just about tech transfer and videos.

    • A CoE is a “magnet” that attracts the best and brightest to the university or vocational college.

    • An example is presented for discussion!!!


    Forming a program development plan for the design and innovation center of excellence at cetys

    Forming aProgram Development Planfor theDesign and Innovation Center of Excellenceat CETYS

    January 2012


    Cetys center of excellence center for design and innovation

    CETYS Center of Excellence- Center for Design and Innovation -

    • Focus on generating innovative engineering solutions through:

      • Product – Process Design

      • Creation of Applied Technology

    • Three tracks:

      • Design and Manufacturing Engineering

      • Information Technology & Multimedia Systems

      • Innovation and Technological Development in Product and Process


    Cetys center of excellence center for design and innovation1

    CETYS Center of Excellence- Center for Design and Innovation -

    • Extracting the Key Issues to Discuss:

      • Regional value-add clusters

      • Small and Medium growth strategies

      • R & D Agenda and Sources of Funding

      • Opportunities for Curriculum Development

      • State’s growth / investment strategies

      • Strategic Alliances

      • Three tracks:

        • Design and Manufacturing Engineering

        • Information Technology and Multimedia Systems

        • Innovation and Technological Development in Product and Process


    Elements

    Elements

    • Become the “hub” for knowledge sharing

    • Building and enhancing capabilities

    • Body of knowledge

    • Subject matter experts

    • Focus on a specific field, function or technology

    • Achieve leverage with “eCampus”


    What the coe provides

    What the CoE Provides

    • Skills

    • Body of Knowledge

    • Leverage

    • Flexibility

    • Intellectual Property

    • Resources

    • Collaborative Environment

    • Financing

    • Focused Development

    • Oversight

    • Community

    • Repository

    • Clearinghouse

    • Governance

    • Support / Service Provider


    Ethan james arrived

    CETYS Center of Excellence- Creating The HUB -

    Leadership,

    Faculty &

    Staff

    Regional

    Growth

    With

    Financing

    Focused,

    Cutting-edge Technology

    and IP Development

    Collaborative

    Environment

    Scholarly

    Results

    Students/

    Future

    Employees

    Partnerships

    & Support


    Starting with the end in mind

    Starting with the End in Mind

    An integrated definition of what the Task Force would like to be able to factually say about the CoE in 5 – 10 years:

    • The D&I CoE of CETYS University is a nationally and internationally recognized Center of Excellence, that generates innovative solutions to problems for regional industry and organizations, based upon a set of core components such as team of nationally and internationally recognized faculty and strategic linkage resources.

    • The D&I CoE of CETYS University develops applied research projects in the fields of engineering design, information technology, as well as organizational efficiency and productivity, with a group of research faculty with PhDs that work with graduate students on developing solutions to increase the competitiveness of regional industry and organizations.

    • The D&I CoE of CETYS University’s philosophy and work model is based upon organizational, financial, social and environmental sustainability.


    Highlighting the opportunities

    Highlighting the Opportunities

    An integrated definition of what the Task Force would like to be able to factually say about the CoE in 5 – 10 years:

    • The D&I CoE of CETYS University is a nationally and internationally recognized Center of Excellence, that generates innovative solutions to problems for regional industry and organizations, based upon a set of core components such as team of nationally and internationally recognized faculty and strategic linkage resources.

    • The D&I CoE of CETYS University develops applied research projects in the fields of engineering design, information technology, as well as organizational efficiency and productivity, with a group of research faculty with PhDs that work with graduate students on developing solutions to increase the competitiveness of regional industry and organizations.

    • The D&I CoE of CETYS University’s philosophy and work model is based upon organizational, financial, social and environmental sustainability.

    Define Regional Issues

    Form : Economic Development Institute?

    Grow Faculty and Staff

    Attract Students

    Create Contracting Mechanism for Strategic Linkages

    Applied Research Development Lab and Institute?

    Build Upon and Grow Current Incubators

    Measure the Economic Impact of this CoE

    Develop Holistic Solution Delivery

    Mechanism


    Three related centers conceived

    Three Related Centers Conceived

    • Innovation Center: Creation of novel product and service ideas and/or novel packaging of multiple ideas that can generate economic value

    • Entrepreneurship Center: Development of the business concepts from identification of market opportunities through prototype delivery including business development planning and funding resource identification.

    • Design Center: Mastering the process of taking ideas and maturing them into a producible product / service


    Orchestrating the growth of the centers of excellence

    Orchestrating the Growth of the Centers of Excellence

    Comp-CoE

    (Entrepreneur Center)

    D&I-CoE

    (Innovation

    Center)

    • Recommend a logical growth plan:

      • Begin with three distinct, yet related efforts that build understanding of one another

      • Grow to Innovation and Entrepreneurship working interactively.

      • End with a cohesive, synchronized economic development engine!

    • Stage 1

    • Stage 2

    • Stage 3

    D&I-CoE

    (Design

    Center)

    D&I-CoE

    (Innovation

    Center)

    Comp-CoE

    (Entrepreneur Center)

    D&I-CoE

    (Design

    Center)

    D&I-CoE

    (Innovation

    Center)

    Comp-CoE

    (Entrepreneur Center)

    D&I-CoE

    (Design

    Center)

    Thegoal!!


    Creation of a coe picture

    Creation of a CoE “Picture”

    • A Three-legged stool

      • Industry Cluster / Strategic Processes / Research and Tools

    • Built upon a Best Practices Knowledge Base

    • Supporting Faculty and Students

    Faculty and

    Students

    Process

    Research

    Cluster

    Best Practices Knowledge Base


    An example

    An Example

    • Cluster:

      • Aerospace Manufacturing Industry

    • Process:

      • Non-metallic fabrication and assembly

    • Research and tools:

      • Autoclave SPC, Links to CAD solids tools,

      • Reliability, Design of Experiments, FMEA

      • Simulation, Ops Research, et.al.


    A sample by campus

    A Sample by Campus

    • For Ensenada ~

      • Start with Logistics

    • For Tijuana ~

      • Start with Electronics

      • And migrate to Plastics

    • For Mexicali ~

      • Start with Aerospace

      • And migrate to Electronics


    A logical progression

    A Logical Progression

    • We host a “gaps” series of workshops

      • Identify what are the applied research needs by cluster

      • Prioritize these against current and planned CETYS capabilities and interests

      • Publish the “_______ Cluster Applied Research Roadmap”

    • Conceivably create a Cluster Consortium

      • Would they balk at 500,000 pesos / yr / company?

        • To get “10X” on their investment +++

        • Talented students filling their pipeline

    • We collaborate with funding agencies

      • Be “written in” to solicitations

        • Federal, State and Industry

      • Leverage consortium funds as “matching funds” for grants!!!


    To do so we must listen

    To Do So, We Must LISTEN…

    • Finding the value intersection:


    The vsat pareto distribution

    The VSAT Pareto Distribution


    The top 5

    The Top 5

    • #1 - 21 – Supplier Development

    • #2 – 6 - Design – Manufacturing Transition

    • #3 – 18 – Integration and Test

    • #4 – 3 – Technology Development

    • #5 – 4 - Design


    1 21 supplier development

    #1 – 21 – Supplier Development

    • Recommendations

      • Req’tflowdown

      • Capacity / capability

      • Barriers to entry

      • Knowledge base

      • QMS

      • Audit capability

      • Lean and Six Sigma

      • Tech Transfer

      • Special Equipment

    • Ideas Generated

      • Workshops on Requirements and DOORS

      • A Requirements LAB

      • Value prop of Prime – Sub

      • Knowledge-base LAB

      • QMS LAB

      • Continuous Improve. LAB

      • Special Equipment LAB


    2 6 design mfg transition

    #2 – 6 – Design – Mfg Transition

    • Recommendations

      • Robust first article

      • Design tools for volume

      • Design standardization

      • DfMA – bi-directional

      • Materials selection

      • Prototyping, RP

      • Maturity Assessments

      • Computational Tools

      • Design to Cost

      • New Product Introduction

      • Tooling

      • Variation Management

      • PFMEA

    • Ideas Generated

      • Design Transition LAB

      • DfMA LAB

        • Workshops

        • Knowledge Base, etc.

      • RP LAB

      • Design to Cost LAB

      • Tooling LAB

      • QMS LAB


    3 18 integration and test

    #3 – 18 – Integration and Test

    • Recommendations

      • Automated NDT

      • Airworthy Certific.

      • Systems Engineering

    • Ideas Generated

      • NDT LAB

      • SE LAB


    4 3 technology development

    #4 – 3 – Technology Development

    • Recommendations

      • Innovation Models

      • Adv. Materials Research

      • Heat Exchanger Devel.

      • Knowledge Mgmt.

      • QFD / HoQ

      • FMEA

      • Triz

      • DoE

      • Trade Studies

      • DfSS

      • Lean

      • Math Modeling

    • Ideas Generated

      • Innovation LAB

      • Materials LAB

      • QFD/HoQ LAB

      • FMEA LAB

      • QMS LAB

      • Continuous Improve LAB

      • Math Modeling LAB


    5 4 design

    #5 – 4 – Design

    • Recommendations

      • Manufacturability

      • Sustainability

      • Train-the-Trainers

      • GD&T cert training

      • IPPD

      • Composite Materials

      • CAD

      • Structural Analysis

      • QFD

      • Ergonomics

      • Risk and Risk Mitigation

    • Ideas Generated

      • DfMA LAB

      • Sustainability LAB

      • GD&T LAB

      • IPPD LAB

      • Adv. Materials LAB

      • Structures LAB

      • QFD / HoQ LAB

      • Ergonomics LAB

      • Risk LAB


    Discussion topic for vulii institutions

    Discussion Topic for VULII Institutions

    • Are we chartered to create “vanilla” strategic plans where each looks like the other?

      OR

    • Are we chartered to create detailed strategic plans where each University and Vocational College establishes some differentiation / some CoE focus?

    This is TOTALLY up to you!!


    Fourteen question cont3

    Fourteen Question – cont.

    8. What are the Strategies for the Goals?

    9. What are the Programs to achieve Strategies?

    10. How will you prioritize which Goals to pursue?

    • Highly recommend you focus on no more than 3

  • What are the organizational ramifications? How will these be resolved?

  • How will you insure Strategic Execution?

  • Is there a Center of Excellence in your strat plan allowing you to establish Regional dominance?


  • 12 we have heard no one knows how good we are

    12. We Have Heard“No One Knows How Good We Are!”

    How Does a University

    Create a Brand Image?


    Brand building

    Brand Building


    Keys to a sustainable competitive advantage

    Keys to a Sustainable Competitive Advantage

    45%

    40%

    35%

    Reputation

    30%

    Low cost

    25%

    Marketing

    20%

    Culture

    15%

    R&D

    10%

    5%

    0%

    Source: Aaker (1989)


    Let s watch three videos 1 what is pr 2 pr 101 3 pr techniques

    Let’s Watch Three Videos1. What is PR?2. PR 1013. PR Techniques


    What is brand building

    What is Brand building?

    Involves all the activities that are necessary to nurture a brand into a healthy cash flow stream for the company after launch


    Time for one more video

    Time for One More Video

    • How does an emerging market (like Vietnam) build its brand?

      • Timing is 13:14

    • http://www.youtube.com/watch?v=50jQhAO6-U4&feature=related

    Time for a Beer!!!


    Brand equity

    Brand Equity

    • When a commodity becomes a brand, it is said to have ‘equity’. It starts with a name and can go up or down depending on the marketing activity that is done by the marketer. A name becomes a brand when consumers associate it with a set of tangible and intangible benefits that they obtain from the product or service.


    Building brand equity

    Building Brand Equity

    • Distinguish product from others in the market – Value proposition

    • Align what it says about the brand in advertising with what it actually delivers – Creating the brand


    Positioning guards

    Positioning guards

    • Should not be overpositioned

    • Should not be underpositioned

    • Should not be ambiguous

    • Should not promise irrelevant benefits

    • Promise should be credible


    13 how to sell your strategic plan

    13. How to Sell Your Strategic Plan

    Recommendations


    The value proposition

    The Value Proposition

    • To sell a plan ~ there must be VALUE

      • Marginal Value >>> Marginal Cost

    • This last video introduces the concept of using the Business Plan ~ our Strategic Plans ~ to create a unique selling position.


    14 go forward planning

    14. Go Forward Planning

    From Now through August 2013


    Timeline

    Timeline

    • January video conference by university

    • FebruaryHoliday

    • March 2-5ACE in Washington, DC

      • Fourteen Questions Answered

      • VULII Extension March 6-7

  • Aprilvideo conference by university

  • MayOne-on-One in Vietnam

    • Draft Strat Plan ready for review

  • Junevideo conference by university

  • Julyvideo conference by university

  • AugustFinal Strategic Plan ready


  • Fourteen questions3

    Fourteen Questions

    • What will allow us to achieve a Sustainable Differentiation?

    • Which of the 5C’s should we worry about and what can we do to mitigate?

    • Which of the Five Factors should we worry about and what can we do to mitigate?

    • What is AT LEAST 1 Distinctive Competency?

    • What Critical Success Factors do we need?

    • Which GOALS are to be considered?

      • Clearly the 6 but are there others?

        7. With what strategic metrics as targets?


    Fourteen question cont4

    Fourteen Question – cont.

    8. What are the Strategies for the Goals?

    9. What are the Programs to achieve Strategies?

    10. How will you prioritize which Goals to pursue?

    • Highly recommend you focus on no more than 3

  • What are the organizational ramifications? How will these be resolved?

  • How will you insure Strategic Execution?

  • Is there a Center of Excellence in your strat plan allowing you to establish Regional dominance?

  • What is your Master Timeline for success?


  • Exercise 7

    Exercise #7

    • Hoping to see this detailed plan by:

      • January 7, 2013

      • [email protected]

    • Included is your university timeline to address the 14 Questions

    • And who is on the Strategic Planning committee?

      • Who will lead each sub-committee?

      • How do you fold their actions into an overall plan to create the Strategic Plan?


    Ethan james arrived

    Summary and Closing

    • Are we on track?

    • Are there other topics we should add to our list?

    • Are you beginning to be ready to write your own strategic plans?


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