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PROGRAM PROGRAM KEWIRAUSAHAAN KEWIRAUSAHAAN MAHASISWA MAHASISWA INDONESIA INDONESIA PRINSIP DASAR KEWIRAUSAHAAN KEMENTERIAN RISET, TEKNOLOGI DAN PENDIDIKAN
PROGRAM
PROGRAM KEWIRAUSAHAAN
KEWIRAUSAHAAN
MAHASISWA
MAHASISWA INDONESIA
INDONESIA
PRINSIP DASAR KEWIRAUSAHAAN
KEMENTERIAN RISET, TEKNOLOGI DAN PENDIDIKAN
TINGGI
DIREKTORAT JENDRAL PEMBELAJARAN DAN
KEMAHASISWAAN
2017
TUJUAN TUJUAN PROGRAM PROGRAM KEWIRAUSAHAAN KEWIRAUSAHAAN MAHASISWA MAHASISWA INDONESIA INDONESIA Membentuk Karakter Wirausaha Mahasiswa Mendorong Tumbuhnya
TUJUAN
TUJUAN
PROGRAM
PROGRAM KEWIRAUSAHAAN
KEWIRAUSAHAAN
MAHASISWA
MAHASISWA INDONESIA
INDONESIA
Membentuk
Karakter
Wirausaha
Mahasiswa
Mendorong
Tumbuhnya
Wirausaha Muda
Berbasis Keilmuan
Pembentukan &
Penguatan
Kelembagaan
Pengembangan
Kewirausahaan di
Perguruan Tinggi
Proses integrasi Hardskill
Memiliki bekal ketrampilan
Memiliki bekal ketrampilan
Proses integrasi Hardskill
Menggagas, membangun dan
Menggagas, membangun dan
dan Softskill : memiliki
dan Softskill : memiliki
berwira usaha
berwira usaha
membina Kewirausahaan yang
membina Kewirausahaan yang
kompetensi kewirausahaan:
kompetensi kewirausahaan:
Mampu merubah tantangan
Mampu merubah tantangan
berkesinambungan
berkesinambungan
-
Knowledge
menjadi peluang
menjadi peluang
-
Knowledge
Memiliki sistem manajemen
Memiliki sistem manajemen
-
-
Skill
Skill
Bekal menjalankan usaha
Bekal menjalankan usaha
yang sinergi dengan program
yang sinergi dengan program
-
-
Personal Quality (motivasi,
Personal Quality (motivasi,
yang sehat dan berkelanjutan
yang sehat dan berkelanjutan
pembinaan kewirausahaan
pembinaan kewirausahaan
sikap, perilaku, watak dan
sikap, perilaku, watak dan
Berdaya saing tinggi
Berdaya saing tinggi
nasional.
nasional.
nilai)
nilai)
PROGRAM PROGRAM KEWIRAUSAHAAN KEWIRAUSAHAAN MAHASISWA MAHASISWA INDONESIA INDONESIA SGK PBBT KBMI EXPO KMI Kompetisi Bisnis Mahasiswa
PROGRAM
PROGRAM KEWIRAUSAHAAN
KEWIRAUSAHAAN
MAHASISWA
MAHASISWA INDONESIA
INDONESIA
SGK
PBBT
KBMI
EXPO KMI
Kompetisi Bisnis Mahasiswa Expo
Studium
Program
Kompetisi Bisnis Mahasiswa Expo
Indonesia
Kewirausahaan Mahasiswa
General
Belajar Bekerja
Indonesia
Kewirausahaan Mahasiswa
Indonesia
Kewirausahaan
Terpadu
Indonesia
1.
1.
PT berperan aktif
PT berperan aktif
1.
1.
Kegiatan Belajar
Kegiatan Belajar
1.
1.
Pemberian bantuan
Pemberian bantuan
1.
1.
Even tahunan berupa
Even tahunan berupa
dalam
dalam
Bekerja Terpadu di
Bekerja Terpadu di
modal kepada yang
modal kepada yang
pameran usaha yang
pameran usaha yang
pengembangan
pengembangan
UMKM.
UMKM.
sudah berwirausaha
sudah berwirausaha
telah dijalankan pada
telah dijalankan pada
kewirausahaan
kewirausahaan
2.
2.
Mahasiswa menyesuai-
Mahasiswa menyesuai-
2.
2.
Pemberdayaan Maha-
Pemberdayaan Maha-
ajang temu bisnis bagi
ajang temu bisnis bagi
2.
2.
Sosialisasi dan bina
Sosialisasi dan bina
diri dengan kegiatan
diri dengan kegiatan
siswa Wirausaha
siswa Wirausaha
mahasiwa wirausaha
mahasiwa wirausaha
Klinik
Klinik
operasional bisnis
operasional bisnis
(partisipasi dan solusi)
(partisipasi dan solusi)
Kewirausahaan
Kewirausahaan
UMKM
UMKM
3.
3.
Pembinaan dan
Pembinaan dan
2.
2.
Kegiatan ini diikuti
Kegiatan ini diikuti
3.
3.
Membangun
Membangun
3.
3.
Membangun kompeten-
Membangun kompeten-
pendampingan pada
pendampingan pada
oleh PT diseluruh
oleh PT diseluruh
penyadaran, motivasi
penyadaran, motivasi
si
si
beberapa kategori
beberapa kategori
Indonesia yang
Indonesia yang
dan percaya diri
dan percaya diri
4.
4.
Belajar memahami
Belajar memahami
usaha tertentu.(jasa,
usaha tertentu.(jasa,
membina mahasiswa
membina mahasiswa
untuk maju dan
untuk maju dan
pelayanan pada
pelayanan pada
perdagangan, industri,
perdagangan, industri,
berwirausaha di PT-
berwirausaha di PT-
mandiri
mandiri
kastamer (internal /
kastamer (internal /
budi daya dll)
budi daya dll)
Nya masing-masing.
Nya masing-masing.
eksternal
eksternal
PRINSIP DASAR KEWIRAUSAHAAN PROSES & KOMPETENSI KEWIRAUSAHAA N
PRINSIP DASAR
KEWIRAUSAHAAN
PROSES
&
KOMPETENSI
KEWIRAUSAHAA
N
1. Pendahuluan Wirausaha unggul selalu : Menghadapi perubahan yang cepat Berhubungan dengan imajinasi Berpikir kreatif secara
1. Pendahuluan
Wirausaha unggul selalu :
Menghadapi perubahan yang
cepat
Berhubungan dengan imajinasi
Berpikir kreatif secara sistemik
Berproses secara logis dan
inovatif
Menghasilkan efisiensi dan
efektivitas
(Koratko & Hodgetts,2007)
2. Proses Kreativitas  Munculnya kewirausahaan dari proses pembangkitan ide/gagasan individu/kelompok menghasilkan sesuatu yang baru dengan
2. Proses Kreativitas
Munculnya kewirausahaan dari proses pembangkitan
ide/gagasan individu/kelompok menghasilkan sesuatu yang
baru dengan lebih efektif dan efisien.
6
Proses Kreativitas 1.  Akumulas Menjadi pembelajar melalui pengamatan dan pencarian informasi (via multimedia yang sesuai)
Proses Kreativitas
1.
Akumulas
Menjadi pembelajar melalui pengamatan dan
pencarian informasi (via multimedia yang
sesuai)
i
Pengeta
huan
Bergabung dengan kelompok
profesional/asosiasi kelompok usaha,
pertemuan profesional dan seminar
Akumulasi pengelaman, pendidikan dan
pelatihan
2.
Proses
Rutin beraktivitas hal yang menjadi minatnya serta
mencari solusi aktivitas biz tsb.
Inkubasi
Memahami proses biz mencapai solusi
( profitability, viability dan sustainability
3.
Ide-
Selalu menemukan sesuatu yang baru dan terus
menerus
Gagasan
Bekerja diluar/didalam situasi apapun cari masalah
dan solusi
Mempraktekkanya secara hobi
Kemampuan membaca berbagai media terkait dan
cepat mengambil keputusan.
3. Proses Inovasi  Proses inovasi : hasil dari keyakinan, pemahaman tujuan yang jelas guna menghasilkan
3. Proses Inovasi
Proses inovasi : hasil dari keyakinan, pemahaman tujuan
yang jelas guna menghasilkan kesempatan, didahului
dengan pergi, melihat keluar, bertanya dan mendengar apa
yang terjadi dan akan terjadi di lingkungan Anda.
Empat macam tipe inovasi pembangkit
Kewirausahaan. 1.
Penciptakan produk baru , jasa atau proses
Invention
baru.
2.
Extention
Perluasan produk, jasa atau proses dengan
membuat aplikasi yang berbeda
3.
Duplication
Replikasi produk, jasa, atau proses yang sudah
ada
Proses lakukan kombinasi produk, jasa atau
4.
Syntesis
proses yang sudah ada dengan memasukkan
formulasi baru, sehingga berdaya saing tinggi
(a likasi online dll)
8
4. Ide & Peluang Kewirausahaan 1. Penggalian Ide-gagasan  Pengamatan pada kemajuan teknologi, persaingan, kondisi ekonomi,
4. Ide & Peluang Kewirausahaan
1. Penggalian
Ide-gagasan
Pengamatan pada kemajuan teknologi,
persaingan, kondisi ekonomi, sosial
demografi, budaya dan politik, peraturan
pemerintah
2.
Mengamati
Pasar
Spesial target market , temuikan “need and
want: konsumen
sasaran
Penelitian kecil-kecilan pasar sasaran, sebar
kuosioner, wawancaran observasi adakan
dengan segmentasi, tentukan targetnya dan
bangun posisioning untuk produk-jasa baru tsb
3.
Pemunculuan
produk
berbeda dan
bernilai
tambah
Sesudah mengamati peluang dimunculkan
produk, jasa baru berbeda, punya nilai tambah
Yang penting sesudah ketemu bukan nato (no
action talk only)
Menjamin jumlah dan kualitas produk, jasa
atau proses layanan
4.
Menaksir
biaya awal
b
Belajar terus menaksir harga pokok dan calon
keuntungan yang didapat (minimisasi biaya
operasional dll)
9
t
5. MEMILIH BENTUK KEPEMILIKAN Wirausaha unggul selalu peduli pertanggungjawaban secara legal: Usaha Mandiri ( Perusahaan perseorangan)
5. MEMILIH BENTUK
KEPEMILIKAN
Wirausaha unggul selalu peduli
pertanggungjawaban secara legal:
Usaha Mandiri ( Perusahaan
perseorangan)
Partnership (Usaha Modal
Bersama)
Koperasi
Sebagai lembaga ekonomi dengan upaya
memenuhi kebutuhan anggota
Sebagai sarana pendidikan merubah sistem
nilai dalam masyarakat pada suatu
kebersamaan.
Sebagai sarana pendemokrasian masyarakat
Sebagai pengimbang terhadap badan usaha
6. PENGETAHUAN DAN KAPABILITAS WIRAUSAHA Pengetahuan dan kapabilitas wirausaha unggul : 1. Knowing your Biz 2.
6. PENGETAHUAN DAN KAPABILITAS
WIRAUSAHA
Pengetahuan dan kapabilitas wirausaha unggul :
1.
Knowing your Biz
2.
Knowing the basic biz management
3.
Having the proper attitude
4.
Having the adequate capital
5.
Managing finances effectively
6.
Manageing time efficiency
7.
Managing people
8.
Satisfying customer by providing high quality
product
9.
Knowing how to compete
10. Copying with regulation and paper work
7. KOMPETENSI WIRAUSAHA Kompetensi yang dibutuhkan wirausaha unggul : • Human Relation Competence • Technical Competence
7. KOMPETENSI WIRAUSAHA
Kompetensi yang dibutuhkan wirausaha unggul :
Human Relation Competence
Technical Competence
Marketing Competence
Financial Competence
Conceptual Competence
Decision Making Competence
Time Management Competence
Change Management Competence
Risk Management Competence
Jenis Karakteristik Kompetensi Kompetensi : karakter dasar seseorang yang memiliki hubungan kausal dengan kriteria referensi efektivitas
Jenis Karakteristik Kompetensi
Kompetensi : karakter dasar seseorang yang memiliki hubungan
kausal dengan kriteria referensi efektivitas keunggulan (berpikir,
berperilaku pada cakupan yang luas dan lama) pada pekerjaan
tertentu. Karakteristik kompetensi (Model Iceberg) sbb.:
1.Pengetahuan
(Knowledge)
Pengetahuan merujuk pada informasi dan hasi
pembelajaran
2.
Ketrampilan
(Skill)
Keahlian merujuk pada kemampuan seseorang
untuk melakukan suatu kegiatan .
3.
Personal
Quality:
Personal Quality adalah kualitas pribadi dan
merupakan sesuatu yang tersembunyi :
1)Motif
2)Konsep diri
3)Perilaku
4)Karakteristik
Pribadi (watak)
1)Motif merupakan emosi, hasrat, kebutuhan
psikologis atau dorongan lain yang memicu
keinginan (untuk bertindak) mencapai
keberhasilan.
2)Konsep diri (Self Concept) merujuk pada sikap
(Attitude)
3)Perilaku (Behavior) merujuk pada tindakan atas
dasar kepercayaan diri (Self Confident )
4)Karakteristik pribadi (Traits) : merujuk pada
fisik dan konsistensi tanggapan (watak) terhadap
13
8. Key Business Dimension 1 3 2 • Produc ts • Service s Distribution • Custo
8. Key Business Dimension
1
3
2
• Produc
ts
• Service
s
Distribution
• Custo
Channels!!!
mer
Target
4
Offere
d
OPERATION
SYSTEM
1.
Products and/or services offered by an organisation
2.
Customers that an organisation targets as being in need of
their product and services
3.
Distribution channels that provide the means by which an
organisation’s product and services are delivered to
customers
4.
The operating system, which constitutes the mechanics by
which an organisation functions
14
9. Organisational Analysis Model 1 2 3 Business Quality Performance Drivers Guides Measures The Organisational Model
9. Organisational Analysis Model
1
2
3
Business
Quality
Performance
Drivers
Guides
Measures
The Organisational Model has three key elements :
1.Business drivers
that describe the
major facets of an
operating system
2. Quality
guides that
set the
objective for
each business
driver
3. Performance Measures
for each business
driver, against which
continuous
improvement can bi
identified
15
LEAEDERSHIP 10. Business Drivers PLANNING Directi on Strategy Structure IMPLEMENTATI ON Employees TOOLS  The Organisational
LEAEDERSHIP
10. Business Drivers
PLANNING
Directi
on
Strategy
Structure
IMPLEMENTATI
ON
Employees
TOOLS
The Organisational Analysis Model includes six busines
drivers.
When combined, these business drivers form the
operating system for enterprise
The six biz drivers are: (1) Leadership, (2) direction, (3)
Strategy, (4) Structure, (5) Employees, (6) Tools
Planning is a vital and often overlooked element of
business management.
Effenctive planning is necessary for an organisation to
be successful.
16
11. Quality Guides Directi Customer Satisfaction on Strategy Continuous Improvement Structure Teams Employees Motivation TOOLS Productivity
11. Quality Guides
Directi
Customer Satisfaction
on
Strategy
Continuous
Improvement
Structure
Teams
Employees
Motivation
TOOLS
Productivity
Quality will eliminate defects, thereby
reducing overall cost, while increasing
product reliability and consistency
17
12. Performance Measures Market Share & Customer Feedback Net Profit & ROE Directio n Strategy Manager-to-worker
12. Performance Measures
Market Share & Customer
Feedback
Net Profit & ROE
Directio
n
Strategy
Manager-to-worker
Structure
Ratio
Employees
Absenteeism,Turnover&Bo
fedom
ROA & ROP
TOOLS
ROE : Return on Equity
ROA : Return on Assets
ROP : Return on People
18
LEADERSHIP 13. LEADERSHIP Directi on Strategy Structure Employee Tool  The first business driver in the
LEADERSHIP
13. LEADERSHIP
Directi
on
Strategy
Structure
Employee
Tool
The first business driver in the organisational Analysis Model
is Leadership
Leadership requires three basic competencies:
1.
Diagnosing : the ability to interpret and understand the
situation
2.
Adopting
: the ability to change behaviour and
resources in light of situation
3.
Communicating: the ability to communcate with others so
19
that there is
14. Basic Skill of Manager A manager, on the other hand, requires the following basic skill
14. Basic Skill of Manager
A manager, on the other hand, requires the
following basic skill
1.Technical Skills : the ability to use
knowledge, methods ,techniquies and
equipment to achieve performance.
2.Human Skills : the ability to exercise
judgment in working with and through
people
3.Conceptual Skills : the ability to
understand the complexities of the total
organisation and where one fits within that.
20
15. Three type of Leadership 1.Strategic Leadership: (the role of CEO’s), this achieved by:  providing
15. Three type of Leadership
1.Strategic Leadership: (the role of CEO’s), this achieved
by:
providing a set of organisational values
providing a requisite culture
setting the long-term outlook and vision
2. General Leadership: linking corporate values to
individual behaviour. This is achieved by :
The creation of a social climate; the sense pople have
about how they should and shoud not behave
Regularly reviewing policies and other controls to
ensure they convey the right climate
3. Direct Leadership : Leading subordinates to valuue the
achievement of tasks assigned. This is achieved by
developing :
Feelings of trust and justice
Cohesion
Good morale
21
Organisational effectiveness
16. Leaders have the following characteristics” 1.They are continually learning 2.They are service oriented 3.They radiate
16. Leaders have the following
characteristics”
1.They are continually learning
2.They are service oriented
3.They radiate positive energy
4.They believe in other people
5.They lead balanced lives
6.They see life as an adventure
7.They are synergetic
(Covey -1992)
22
17. Quality Guide of Leadership  A suggested by Hersey and Blancard (1988), effective leadership requires
17. Quality Guide of Leadership
A suggested by Hersey and Blancard (1988), effective
leadership requires the ability: to diagnose, adapt and
communicate.
Communication
Communication must be the quality guide for effective
leadership
Communication is the primary vehicle by which one
transmits information between people.
Effective ladership will ensure that communication is
frequent, open and honest.
An organisation that encourages reguler
communication will be an organisation that is able to
respond to thedynamics of external pressures.
Communication can take many forms, for example,
newsletters, meetings, and personal dialogue.
Organisational Communication occurs:
1) across boundaries – in to and out of an organisation
2) within boundaries- around an organisation, and
3) across levels – from top to bottom and from bottom
23
18. Performance Measures of Leadership  There is no direct quatitative measure for leadership.  Leadership
18. Performance Measures of Leadership
There is no direct quatitative measure
for leadership.
Leadership in business is the fusion of
work and human relations, Good ideas
and exciting directions for an enterprise
generale enthusiasm, support, and
cohesion.
Self esteem follows not from submering
oneself in the team and following
process, but from facing problems,
assuming responsibility , and doing
good work.
Dynamic leadership is vital if an
24
organisation wishes to meet the
19. Business Direction Performance Quality Guide Measures Market Share & Customer Directio Customer Feedback n Satisfaction
19. Business Direction
Performance
Quality Guide
Measures
Market Share & Customer
Directio
Customer
Feedback
n
Satisfaction
Strategy
Structure
Employees
TOOLS
The second business driver in the organisational
Analysis Model is direction.
Establishing a direction for an organisation ensures that
all decisions made within an organisation are in sjupport
of such direction.
Business drivers: there are three subcomponents that
make up this business driver. They are: Vision,
mission and values
25
Quality guide: to ensure the direction of an organisation
  • Performance Measures

1) Market share

Market share serves to keep an

organisation aware of

competitor reactions and customer

acceptance

2) Customer feedback

the soliciting of feedback from customers,

on regular basis, ensures that an organisation

is reacting to customer requirements. By

 Performance Measures 1) Market share Market share serves to keep an organisation aware of competitor

reacting to customer requirements an

organisation is driving towards in goal of

satisfying customers.

  • Both market share and customer feeddback mus be reviewed together.

  • Growth in market share could solely be related to a new product that is successful.

  • A company in this position will most certainly enjoy

26

20. Business Strategy Performance Quality Guide Measures Directio n Net Profit & ROE Strategy Continuous Improvement
20. Business Strategy
Performance
Quality Guide
Measures
Directio
n
Net Profit
& ROE
Strategy
Continuous
Improvement
Structure
Employees
TOOLS
The third business driver in the organisational analysis
Model is strategy
….the most committed work force in the world will still
fail if its organization has the wrong stucture and
strategy.
Business driver: successful organisations articulate
three substrategies:
1) The Market strategy
2) The Financial Strategy
27
21. The Market Strategy 1 3 • Produc ts • Service s • Custo 2 mer
21. The Market Strategy
1
3
• Produc
ts
• Service
s
• Custo
2
mer
Distribution
Target
Channels
Offere
d
A market strategy defines the target market,
the product and/or services to be offered by
an organisation.
The price they are going to be sold for and
their characteristics, and the means of
distributing these products and or services
28
22. The Financial Strategy Expens • Income es Financial Strategy Assets • Liabilitie s  A
22. The Financial Strategy
Expens
• Income
es
Financial
Strategy
Assets
• Liabilitie
s
A financial strategy deals with financial aspects of an
enterprise, that is, how the business is going to be
financially supported.
the strategy contains elements such as projected
income and expenses, asset requirements and liability
management.
Other common items included are funding needs
( through debt or equity), operating terms (for
customers and suppliers), currently implications and
29
23. The Operation Strategy Directi on Strategy Structure IMPLEMENTATI ON Employees TOOLS  The Operation strategy
23. The Operation Strategy
Directi
on
Strategy
Structure
IMPLEMENTATI
ON
Employees
TOOLS
The Operation strategy that is, the process by which a market
plan is translated into biz activity, is the focus of this book.
The key components in an operations strategy , that is,
structure, employees, and tools.
Combined, these three substrategies ( market, finance and
operations) together with an organisations’s direction, form a
business plan for an enterprise.
It must also be noted that these three substrategis are
dynamically interlinked.
30
24. Quality Guide & Performance Quality Measure Performance Guide Measure • Continuous Improvement • Net Profit
24. Quality Guide & Performance
Quality
Measure
Performance
Guide
Measure
• Continuous
Improvement
• Net Profit
• Return On
Equity
Continous improvement : there are only three possible
outcomes for an organisation: it can grow, it can remain
static or it can decline.
The masure of an organisation’s success in achieving its
strategy is the continued growth of the profitability of
the enterprise. This needs to be expressed in term of a
percentage, that is, net profit agaoinst sales revenue.
Return on Equity: shareholders invest in an
organisation with the objective of increasing their
wealth. The measuring of organisational profitability
(return) against sharegolder investment (equity)
provides the means to understand of that objective is
being met. A declining return on equity usually deters
investors.
31
25. 25. CORE CORE VALUES VALUES AND AND CONCEPTS CONCEPTS VISIONARY ETHICS AND VISIONARY ETHICS AND
25.
25. CORE
CORE VALUES
VALUES AND
AND CONCEPTS
CONCEPTS
VISIONARY
ETHICS AND
VISIONARY
ETHICS AND
ORGANIZATIONAL
ORGANIZATIONAL
LEADERSHIP
TRANSPARANCY
LEADERSHIP
TRANSPARANCY
LEARNING AND
LEARNING AND
AGILITY
AGILITY
MANAGING FOR
MANAGING FOR
VALUING PEOPLE
INNOVATION
VALUING PEOPLE
INNOVATION
CUSTOMER FOCUSED
FOCUS ON
CUSTOMER FOCUSED
FOCUS ON
CORE VALUES
EXCELLENCE
SUCCESS
EXCELLENCE
SUCCESS
SOCIAL
MANAGEMENT
SOCIAL
DELIVERING VALUE AND
MANAGEMENT
DELIVERING VALUE AND
RESPONSIBILITY
BY FACT
RESPONSIBILITY
RESULTS
BY FACT
RESULTS
26. BUSINESS CRITERIA FOR PERFORMANCE EXCELLECE FRAMEWORK : A SYSTEMS PERSPECTIVE ORGANIZATIONAL PROFILE : ENVIRONMENT, RELATIONSHIPS
26.
BUSINESS CRITERIA FOR PERFORMANCE EXCELLECE FRAMEWORK :
A
SYSTEMS
PERSPECTIVE
ORGANIZATIONAL PROFILE :
ENVIRONMENT, RELATIONSHIPS
AND
SITUATION
5
2
WORKFORCE
STRATEGY
1
7
LEADERSHIP
RESULTS
3
6
CUSTOMER
OPERATION
4
MEASUREMENT, ANALYSIS AND KNOWLEDGE
MANAGEMENT
27. 27. Thinking Thinking Perspective Perspective The The Organizational Organizational Profile Profile The The Leadership Leadership
27.
27. Thinking
Thinking Perspective
Perspective
The
The Organizational
Organizational Profile
Profile
The
The Leadership
Leadership Triad
Triad
The
The Results
Results Triead
Triead
7.1.
Product and Process
7.1.
Product and Process
Results
Results
2.
2.
2.
2. Strategy
Strategy
5.
5. Workforce
Workforce
7.2.
Customer Focussed
7.2.
Customer Focussed
Results
Results
7.3.
Workforce Focused
1.
1. Leadership
7.3.
Workforce Focused
Leadership
Results
Results
7.4
Leadership and
7.4
Leadership and
6.
6. Operation
Operation
Governance Results
Governance Results
3.
3. Customers
Customers
7.5.
Financial & Market Result
7.5.
Financial & Market Result
4.
4. Measurement,
Measurement, Analysis,
Analysis, and
and Knowledge
Knowledge Management
Management
The System
Foundation