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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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slide1
A RigorousStrategic Planning Process- Defining the Strategic PlanFramework for Vietnamese Universities -December 2012 Workshop, VietnamDr. Dan L. Shunk, ProfessorIndustrial Engineering, Arizona State University
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? -

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

slide18
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

Low High

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

Low High

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

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
slide85
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.
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 -

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

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. Team 2. 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

slide121
Leadership Continuum

4. Self - Directed 5. 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

slide125
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

slide140
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.

slide141
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

slide144
Wildly Important Goals

Principles

Process

Execution

Tasks / Activities

Execution:The 4 Disciplines of High-Performing Teams

  • Focus W.I.G.s
slide145
1. Focus on the Wigs

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

slide146
Wildly Important Goals

Principles

Process

Execution

Execution

Tasks / Activities

Execution:The 4 Disciplines of High-Performing Teams

  • Focus W.I.G.s
  • Build Measures
slide147
2. Build Measures

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

slide148
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
slide149
3. Translate into Action

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

slide150
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
slide151
4. Report Results

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

slide152
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?
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
slide181
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 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?

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)

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
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
  • February Holiday
  • March 2-5 ACE in Washington, DC
              • Fourteen Questions Answered
              • VULII Extension March 6-7
  • April video conference by university
  • May One-on-One in Vietnam
              • Draft Strat Plan ready for review
  • June video conference by university
  • July video conference by university
  • August Final 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:
  • 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?
slide216
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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