Bengkel Perancangan Strategik 2020 dan Pembangunan Pelan Jangka Panjang 2021-2025

Tarikh: 11-12 Februari 2020 (Selasa-Rabu)
Tempat: Dewan Merak, Level 2, Hotel D Palma Ampang.

  1. 10.30 am – Taklimat bengkel from PM Dr Suzana selaku Pengerusi Bengkel Strategik. Beliau mengharapkan percambahan idea secara profesional dalam berkongsi dan membangun peta strategik dan balance scorecared FTIR selaras dengan 6 KFA Utama UTM. Peta Strategik ini perlu dihantar pada 5 Mac 2020.
  2. 10.40 am – Ucapan Alu-aluan oleh Dekan. PM Dr Astuty Amrin mengingatkan untuk sama-sama bekerja lillahitaala. Semoga Allah membalas kebaikan bukan sahaja dengan 100% eLPPT tetapi juga nikmat kesihatan yang masih diberikan oleh Allah SWT.
    1. KFA1 Excellence in Learning and Teaching, and Transformative
      Campus Experience – Diketuai oleh PM Dr Khairur Rijal – tough job untuk semakan kurikulum.
    2. KFA 2 Research Excellence, Industry and Community Engagement – Diketuai oleh Dr Nur Azaliah Abu Bakar
    3. KFA 3 Sustainable Campus, Infrastructure, Information and
      Communication (ICT) System – Diketuai oleh Dr Norliza Mohammad
    4. KFA 4 Talent Transformation, Governance and High Performance
      Delivery – Diketuai oleh En Nasir
    5. KFA 5 Advancement and Business Development for Financial
      Sustainability – Diketuai oleh PM Dr Nazri Mahrin – Business Center (5 entities as income generator) to get 1Mill in 2020.
    6. KFA 6 Global Prominence and Branding – Diketuai oleh PM Dr Nor Zairah Ab Rahim.

3. Prof Dr Shahrin bin Mohamad (Pro Naib Canselor Strategi UTM) fokus kepada pembangunan peta strategi dan balance scorecard.

    1. Realtime short time survey. – 42 27 27.
    2. PGU 3 2020 – UTM able to get RU within 2 years by moving to the same direction. Get more from
    3.  There are 5 Big Things PGU III 2020.
      1. The Strategy Map
      2. Strategic Objectives by KFA
      3. The Key Amal Indicators and Targets
      4. The High Impact Programs
      5. Strategic Initiatives, Action Plan or activities
      6. Expected Headlines
    4. DNA UTM (9) to ISES (Integrity, Synergy, Excellence, Sustainability).
    5. UTM Strategy MAP 2020 UTM-STRATEGY-MAP-2020-02012020
      Add new elements S2 – UTM Core Values-Driven Talents with Great Sense of Well-being (without we realized – we are the stakeholder of UTM). Need program for togetherness, happy, cheerful and – Great Sense of Well Being. New term for 2020 is ‘work-life integration’. Previously was ‘work-life balance’.
    6. Bayaran utilities akan ditanggung oleh fakulti. Bajet adalah daripada peruntukan mengurus.
    7. Kurangkan birokrasi dan processing time.
    8. Kenaikan pangkat perlu lebih transparen dan processing time kenaikan pangkat dimaklumkan dalam tempoh 2 tahun.

4. Prof Emeritus Dato’ Ir Ts Dr Zainai bin Mohamed (fasilitator and mentor FTIR)

    1. UTM History from 1904 (Technical School), 1972 National Institute of Technology (ITK) and 1975 Universiti Teknologi Malaysia.
    2. New campus in Johor 1985, Idea to become RU in 2001 (wowww the main idea basically from Dato’ Zainai). In 2006, Government announce 4 Research Universiti (UM, UPM, UKM, USM) and finally  from 10th June 2010 – UTM become a Research University.
    3. PGU History
      1. PGU 2012-2020. PGU 1(2012-2014), PGU 2 (2015-2017 – comprehensive) and PGU 3 (2018-2020).
      2. PGU 3 2020-2025 – now we are here!
      3. Then 6 KFA are aligned based on PGU 3.
    4. Standard flow to develop the strategy.
      1. Part 1A: Understanding the status of the Organization
      2. Part 1B: Understanding environment & SWOT analytsis
      3. Part 1C: Envisioned future, core prupsoses and core values – vision & mission.
      4. Part 2A …
    5. Key Questions to answer
      1. What is FTIR core business – UTM core business is teaching, research and community contributions. Then FTIR need to align and focus within it.
        1. Academic – Executive & Profesional Program, executive program, academic teaching for profesional, industry based academia, life-long learning.
        2. Research – penyelidikan dan penerbitan, solve industry problem, industrial based problem, industry driven research,
        3. Services – consultation, capacity building, BATC, USR
        4. People – prominet & experienced staff, vibrant academia,
        5. Discipline – multi-disciplinary, industry relevant multi-discipline.
      2. Keyword for FTIR
        1. Money concious, income generator
      3.  Strength
        1. Multidisciplinary
        2. Strategy location – KL
        3. Prominent Staff – expert
        4. Good brand #UTMRazak & QS Ranking
      4. Weaknesses
        1. Occupational stress – too many in my plate
        2. Superficial synergy
        3. Huge skill gap
        4. Internal long process
        5. Limited internal guidelines* policy
        6. Poor succession planning
        7. low student intake for student program
        8. Low number of professors
        9. FTIR is not well branded
        10. Enhancing of initiatives & experts in marketing & branding
        11. Insufficient future ready T&L facilities
        12. Lack of research labs’ equipment
        13. Insufficient budget for outbound faculty program.
        14. Insufficient staff/student facilities (vending machine,
        15. Utilization of partnerships with other academic institutions.
        16. Opportunity to develop extended program beyond/after EDGE Diploma, especially for government servant (Create Bachelor program).
      5. Opportunities
        1. Leverage the social media platform available to promote FTIR.
        2. Propose high impact research program – based on multi-disciplinary RG.
      6. Threat
        1. Limited industry & international grants
        2. limited central guidelines & policy. E.g. The policy for Blockchain.
        3. Ranking
        4. Similar program within university
        5. Similar program from other universities
        6. Facilities of other (faculties, institutions and companies)
        7. Competitive inbound programs
      7. Attention to trend and Event
        1. Identify critical trends –
          • Require Higher qualification and professional experience among sfaff,
          • Require more publications and high impact/high index,
          • expected more collaboartion
          • more demand for life long leanring
          • commercialization of academic products
          • KPI-focused performance
          • more services to others
          • more women work force
          • Exposure to entrepreneurship education
          • Trade war between USA and China
          • Technology transofrmation continuous to change our life – 4ir, iot, big data, blockchain, TaaS, Automation.
          • Uncertainties in higher education management.
        2. Identify potential events (confirm berlaku) an unambigious
          • Less funding for public university
          • Drop in world oil price in 2016
          • Coronavirus 2020.
        3. Forecast event and trends
      8. Market Segmentation
        1. Society structure in Malaysia – T20, B40, M40
        2. Society structure & economic sectors – e.g. elite, occupational based.
        3. Then focus for certain market segmentation.
    6. Utilize Multi-discipline of FTIR in problem solving especially for social problem, grants, etc.
    7. Organizational Growth curve (S Curve)
      1. Start up zone
      2. Growth zone
      3. Transformation zone
    8. Addressing National Policy Issues
      1. RMKe 11 2006 –  2020
      2. RMKe 12 2021-2025
      3. PPPM (PT) 2015 – 2015
    9. Others (within UTM)
      1. UTM HCBP 2013 -2020 Human Capital Blue Print
      2. UTM Plan Global 2020 – 2025
      3. Essential & Desired – Knowledge, Skills & Attribute (KSA)
    1. Desired State (Vision/Mission)
      1. Strategic Management is a future-oriented
        1. Envisioned future – mutual & matured engagement between UTMRazak & Industries. So far only a few researchers can do this.
        2. core values – Realitistics.
        3. core purposes – Nurture the nations/Malaysia
This entry was posted in Management, UTM by surayayaacob. Bookmark the permalink.

About surayayaacob

Dynamic academician, researcher and consultant staying attentive to contribute more translational research for Malaysia. Enjoys creating customized plans and programs to spur more practical knowledge and innovation growth. Passion into data visualization, analytics, and complex cognitive activities. Strive to facilitate more data-driven strategic planning, decision making and analytical reasoning in the organization.

Leave a Reply

Your email address will not be published. Required fields are marked *