New Academia - Universiti Teknologi · PDF fileGlobal Top 50* STRATEGY ... entrepreneurial global 29 Implementing entrepreneurial research ... entrepreneurial global 37 new academia?

www.utm.my innovative ● entrepreneurial ● global 1

New Academia

Wahid Omar DVC (Development)

28 March 2012

Kursus Induksi Siri 1/2012

UTM Global Brand 2020


The presentations

● Introduction

● The history

● UTM global plan

● Critical success factor

● KAI and the BIG picture

● conclusions


Welcome to UTM!

BIG Happy, healthy, and energetic

family of UTM workforce!


Welcome

● Great vision and mission ● Great environment ● Great team ● Great responsibilities ● Great pains ● Great games ● Great challenges ● Great tasks to be executed ● Great and sustainable rewards


Welcome

● Great motivations

● Great opportunities

● Great roles for everyone

● Great performance from everyone


Our core businesses:

● Knowledge

● Intellectual development

● Research, innovation and commercialization

● Human capital – good global citizen


We believe

● You believe in the vision and mission ● Fresh great minds ● Full of stamina ● Energetic and passionate ● Great discipline ● Ever ready to take the challenges ● Willing to learn and taking risk ● Continuous development ● Part of the execution team and can’t wait to roll-of

your sleeve


History

108 years of great history


1904 when a Technical School began its operation on Weld Road (now Jalan Raja Chulan) to teach Technical Assistants for the Federated Malay States Departments of Railways, Survey and Public Works

In 1941, college status. The new college was to be built on a 47-acre piece of Government land in Gurney Road (now Jalan Semarak), Kuala Lumpur

The History


On March 14, 1972, officially proclaimed the formation of Institut Teknologi Kebangsaan (ITK) under section 6(1) of the University & University College Act 1971.

April 1, 1975, the Institute reached another milestone in its history when it was officially declared as Universiti Teknologi Malaysia (UTM)

The History


2010 - Research University

The History

“UTM is the first public university to receive full autonomy from the Ministry of Higher Education”

Mohd. Khaled Nordin

8 January 2012


The History- our Vice Chancellors


2011 highlights Postgraduate 46% PhD students 3439

PG students 10,888

Endowment RM31.9m

International students 4,435 Global Outreach Program 3,400 Harvard Business School case studies

All UG


Siri Perutusan Naib Canselor 2009-2012


vc new year address 2012

New Academia UTM as a Global Brand (2012-2020)


UTM 2012 Global Plan (page 70)

..to position UTM as one of the internationally renowned universities in terms of scholarly contributions, human capital generation, impact to the Malaysian and regional innovation economy, prominence at international levels and premium academic brands.


New academia – UTM Global (2012-2020)

● UTM as global player

● Changing the mind set

● Wealth creation through innovative economy

● Networking with global universities

● Conducive eco-system for intellectual development



● Pemikiran, falsafah kerangka pengajian tinggi dan pedagogi baru

● Peggembelingan seluruh warga UTM- mahasiswa, staff (akademik dan bukan akademik), alumni bagi melakukan perubahan minda


main objective

Global Top 50*

STRATEGY 2012-2020

* Based on composite index to be developed

QUALITY RECOGNITION UNIQUENESS PRICING




Fast changing world


To survive and to stay relevant



global competition

Population 29 m Literacy rate 92%

GDP USD13,700 Per capita

61 Human Development Index

GLOBAL SCENARIO

21 World competitive Index

0.64 R&D expenditure (% GDP)

818 Patent filling (Resident)


global competition (ASEAN countries)

GDP* Human Development

Index

Competitive index

R&D Expenditure**

Patent registration,

resident

Population (m)

Malaysia 13.7 61 21 0.64 818 29

Singapore 52.6 26 2 2.54 750 5

Indonesia 3.7 124 46 - 282 242

Thailand 7.7 103 39 0.25 802 70

Brunei 45.7 33 28 - - 0.4

Filipina 3.5 112 75 - - 95

Vietnam 2.8 128 65 = - 89

Cambodia 1.8 139 97 - - 14

Laos 2.2 138 - - - 6

Myanmar 1.5 149 - - - 48

* GDP per capita (USD’000) ** % GDP


global competition (Islamic countries)


Index

Competitive index

R&D Expenditure**


resident

Population (m)

Malaysia 13.7 61 21 0.64 818 29

Indonesia 3.7 124 46 - 282 242

Brunei 45.7 33 28 - - 0.4

Saudi Arabia

23 56 17 0.05 128 28

Qatar 107 37 14 - - 1.8



global competition


Index

Competitive index

R&D Expenditure**


resident

Population (m)

Malaysia 13.7 61 21 0.64 818 29

USA 43 4 4 2.82 224,912 313

Britain 33 28 10 1.88 15,985 062

Denmark 34 16 8 2.72 1518 5

Sweden 36 10 3 3.75 2549 9

Japan 32 32 9 3.44 330,110 126

S. Korea 28 15 24 3.21 127,316 48

China 3.7 101 26 1.44 229,096 1,347

Israel 26 17 22 4.86 1387 7.6


(vs selected developed countries)


theme

UTM as a Global Brand 2012-2020

QUALITY RECOGNITION UNIQUENESS PRICING

STRATEGY 2012-2020


the way forward?

Global UTM Plan 2012-2020

PHASE 1

2011-2014 Alignment to

be Global University

PHASE 2

2015-2017 High impact

programs

PHASE 3

2018-2020 Strategic

Transformation & Advanced

Research

STRATEGY 2012-2020


● Implementing entrepreneurial research university concept

● Intensifying organisational development so as to be transparent, robust and competitive

● Providing a stimulating, entrepreneurial and quality learning environment

● Providing a dynamic and integrated intellectual ecosystem

● Providing a cheerful, healthy & sustainable campus

29

Phase 1 (2011-2014) – page 71 2011-2014 Alignment to

be Global University


Implementation of several high impact programmes using large financial and human capital resources with respect to area and focus of study, research, extra-curricular, international networking, branding and marketing

30

Phase 2 (2015-2017) – page 71 2015-2017 High impact

programs


Strategic Transformation and Advanced Research (STAR) programme.

● Staff and students to compete with world renowned universities – research, publication, IP etc

● First class mind set

● Campus ecosystem

● Work culture

● Financially sustainable (from various resources)

31

Phase 3 (2018-2020) – page 71 2018-2020 Strategic

Transformation & Advanced

Research


blue ocean strategy

● Create uncontested market space

● Make the competition irrelevant

● Create and capture new demand

● Break the value/cost trade off

● Align the whole organization in pursuit of differentiation and low cost

STRATEGY 2012-2020


disruptive university model


BOS strategy canvas

Tuition fees

Academic stars

UG enrolment

PhD period

Citation

New academia

Research facilities

Campus Tropicana

Job creation

UTM

MIT

HKU


UTM blue ocean strategy (BOS)

Top stars (eg Nobel laureates) High tuition fees Plagiarism Non-performers

Undergraduate enrolment Period for PhD studies Local-centric Non-PhD staff Red-tapes and layers

Citation / publications Research facilities Internet facilities Internationalization & UTMIC World class campus experience Co-branding Efficiency and transparency

New academia Tropical experience Job creation

ELIMINATE

REDUCE

RAISE

CREATE

STRATEGY 2012-2020


new academia?

Faculty members

Learning materials

Philosophy

Funding

Students

Venue

Learning modes

Outcomes

Conventional

Professors

Books, journals

Specialization

Grants, fees

School leavers, mid-career

Campus

Lectures, tutorials, lab,

studios

Degrees, expertise

New academia

Professors, inventors, entrepreneurs

Books, journals, experiences, Internet, internship

Integration

Grants, fees, VC, endowment, REITs

School leavers, mid-career, businessmen, early-career, life-long

Campus, Internet, incubators, brands

Lectures, tutorials, lab, studios, internship, incubators, experiential

learning, 5 minds

Degrees, expertise, business models, capital, networks, culture


new academia?

Faculty members

Learning materials

Philosophy

Funding

Students

Venue

Learning modes

Outcomes

New academia

Professors, inventors, entrepreneurs

Books, journals, experiences, Internet, internship

Integration

Grants, fees, VC, endowment, REITs

School leavers, mid-career, businessmen, early-career, life-long

Campus, Internet, incubators, brands

Lectures, tutorials, lab, studios, internship, incubators, experiential

learning, 5 minds

Degrees, expertise, business models, capital, networks, culture

Action

Adjunct staff, fellows

Internship, students’ business venture

New pedagogy, RA

Creative fund raising

Top UG; PG from corporations, research

Wifi, 4G, MTDC, Proton

NEW PEDAGOGY: learner-centric, Silicon V-culture, GOP, ethics

JOB CREATION; micro-credit, spin-off, projects


Entrepreneurial

● Academia

● Management and supporting

● students

● Creative

● Not to be limited by lack of resources, constraints, problems and weaknesses

● Cost recovery

● Financially sustainable


Tropical experience


Job creation

…Pedagogi pengajian dirombak agar berupaya menyediakan ekosistem yang mampu menjana peluang kerja baru, membuka kesempatan baru, mengasah inovasi, menyubur kreativiti dan menyediakan mahasiswa dengan kebolehan serta pengalaman untuk mencipta pekerjaan baru, sekali gus belajar bagi menyediakan peluang pekerjaan kepada orang lain…

Halaman 97


Job creation

…merealisasikan entrepreneurial thinking and spirit

…Mahasiswa diberi kesempatan dan berpeluang belajar dalam sesuatu bidang seiring dengan percambahan idea dan perlaksanaan program inovatif bagi bagi membolehkan mereka mencipta kerja..


Job creation

…mahasiswa tidak hanya memperolehi sekeping ijazah dan kepakaran, malah dapat menguasai model perniagaan , pengumpulan modal, membina jaringan kerja, budaya kerja, penubuhan syarikat hiliran, hakcipta dan keahlian profesional

Halaman 98


success factors

Commitment

Enjoy the challenges

Understanding

Engagement

Teamwork Long term,

sustainability

SUCCESS FACTORS


UTM: towards global brand? SUCCESS FACTORS


failure of executing planning

● Not fully understand the plan

● Plan prepared by consultant or small group of people in HEK

● Plan too ambitious, unrealistic, and limited involvement by staff

● No commitment – organizational DNA


Our roles and responsibilities

● Understand UTM global plan

● Explore all possible ways to contribute in the plan

● Find the best ways to move forward and communicate with management for improvement of plans for higher impact

● Always improve the processes and use technologies


Our roles and responsibilities

● Always targeting for excellence, enhancement of knowledge, skills and competencies

● Not for short-term rewards

● To build an intact team, able to move forward as a team

● KAI (tangible and non-tangible) as measuring tools

● Integrity and transparent

● Multi-tasking for higher productivity

● Healthy living


challenges

efforts

‘pains’ opportunities

rewards


Mind set

● Innovative and creative

● Make things happen

● Learning and growing

● Focus on ‘positives’ and improve/eliminate on ‘negatives’

● Always part of the solutions and NOT part of the problems

● Create values

● Everything is ‘amal’ and only seeking the pleasure of God


Cultural, habitual change

● Create Personal/team productive eco-system

● Work hard, do our best

● Punctual

● discipline

● Self accountability

● Transparent and integrity

● Leadership roles (360o)

● Communicative, responsive

● Team players

● Celebrate success

Change in culture




The BIG picture

Our vision

Our mission

Our destiny



Niat


BIG picture approach

● Doa

● Ikhlas

● Mind of abundance

● No bad feelings

● Challenges are part of life

● The way we communicate, interact and live with others

● What can we contribute to others

● Only looking for ‘sustainable’ rewards


“Sesungguhnya Allah tidak akan mengubah nasib suatu kaum kecuali kaum itu sendiri yang mengubah apa apa yang pada diri mereka ” QS 13:11



Your turn to speak

Innovative . Entrepreneurial . global

New Academia - Universiti Teknologi · PDF fileGlobal Top 50* STRATEGY ... entrepreneurial global 29 Implementing entrepreneurial research ... entrepreneurial global 37 new academia?

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