Friday, August 30, 2019
Setiap kali tibamu Ogos
mengerling monumen yang lusuh dan tugu berdarah
dalam matang akal fikir
semangat dan kudrat masih berbaki
merisik khabar pejuang yang jauh
dalam lipatan darmawisata merdeka
Manis dan comelmu Ogos ini tiba jua
menyentak lolong makrifat membiak musim
ceriteranya berderai plotnya berkecai
mengirai skrip duga yang tak sudah
atas aspal fatamorgana bumi bertuah.
Ogos yang sujud di kaki merdeka
tanggal tiga puluh satumu tidak pernah hilang
tetap menyimpul senyum
meskipun termateri kenangan pahit
yang mahal dan cantik.
Hari ini mentari 31 Ogos memancar lagi
bersama gemersik angin di bumi bertuah
mendewasakan ukhuwah dan ummah
siap siaga warga berdaulat memahat sejarah
dalam tamadun bangsa yang gah.
Terima kasih pejuang tanah merdeka
terima kasih aduhai tanah airku Malaysia!
Jauh kita berjalan
mendukung semua kepercayaan
pertama dan terakhir
sekarang kita sampai
ke puncak tiada tercapai
keazaman pantang cair
Kita bersua hati
mengisi setiap janji
pertama dan terakhir
tiada hari kiranya
hingga bernanah dada
sumpah tiada termungkir
Gemuruh kita bersorak
bumi dan langit retak
pertama dan terakhir
berani kita bergerak
darah dan daging serentak
hingga ke saat akhir
padu kita berhasrat
hingga bumi kiamat
pertama dan terakhir
kuat jantung berdetak
untuk berpaling tidak
biar di gelegak air
Rela kita mengangkat
cita bangsa berdaulat
ke puncak murni berukir!
Engkau Tanah Air
pemilik perut yang berbudi
penampung hujan penyedut sinar mentari
lahirlah anakmu dari semaian petani
Engkau Ibu Murni
dengan jasa abadi
berdetik didenyut nafas kami
kerna kita satu sama dipunyai
Telah kau rasa
segala seperti kami
dalam ngeri perang dadamu dibongkar besi
di mana-mana wajahmu tak pernah mati
sejarah hidup zaman berzaman
pernah merangkul pahlawan kemerdekaan
mereka sujud dalam kaku
kasih dan harapan
kau tenggelamkan mereka dalam dakapan
di mana bunga ganti nisan bertaburan
di atas rongga jantungmu
akan tertegak bertapak dalam kebebasan
cinta antara kita wahyu dari Tuhan.
Menung seketika sunyi sejenak
kosong di jiwa tak berpenghuni
hidup terasa diperbudak-budak
hanya suara melambung tinggi
Berpusing roda, beralih masa
berbagai neka, hidup di bumi
selagi hidup berjiwa hamba
pasti tetap terjajah abadi
Kalau hidup ingin merdeka
takkan tercapai hanya berkata
tetapi cuba maju ke muka
melempar jauh jiwa hamba
Ingatan kembali sepatah kata
dari ucapan seorang pemuka
di atas robohan Kota Melaka
kita dirikan jiwa merdeka
Jika hilangmu tanpa pusara
jika pusaramu tanpa nama
jika namamu tanpa bunga
penjajah mengatakan kau derhaka
maka kaulah pahlawan sebenarnya.
Gema seabad silam
Inggeris datang meredah Pahang
bersama peluru bersama senapang
membunuh menangkap setiap pejuang
Sungai Semnatan berubah merah
bukan sarap hilir ke kuala
bukan rakt mudik ke hulu
arus merahnya menjulang mayat
pahlawan bangsa pahlawan rakyat
tujuh liang dadanya tersayat.
Untukmu derita untukmu penjara
bukan bintang tersemat di dada
semangatmu api negara berdaulat
namamu terukir di jantung rakyat.
Saturday, July 27, 2019
In the view of F. Graetz, strategic thinking and planning are “distinct, but interrelated and complementary thought processes” that must sustain and support one another for effective strategic management. Graetz's model holds that the role of strategic thinking is "to seek innovation and imagine new and very different futures that may lead the company to redefine its core strategies and even its industry". Strategic planning's role is "to realise and to support strategies developed through the strategic thinking process and to integrate these back into the business".
Henry Mintzberg wrote in 1994 that strategic thinking is more about synthesis (i.e., "connecting the dots") than analysis (i.e., "finding the dots"). It is about "capturing what the manager learns from all sources (both the soft insights from his or her personal experiences and the experiences of others throughout the organization and the hard data from market research and the like) and then synthesizing that learning into a vision of the direction that the business should pursue."
Mintzberg argued that strategic thinking cannot be systematized and is the critical part of strategy formation, as opposed to strategic planning exercises. In his view, strategic planning happens around the strategy formation or strategic thinking activity, by providing inputs for the strategist to consider and providing plans for controlling the implementation of the strategy after it is formed.
According to Jeanne Liedtka, strategic thinking differs from strategic planning along the following dimensions of strategic management:
Liedtka observed five “major attributes of strategic thinking in practice” that resemble competencies:
Systems perspective, refers to being able to understand implications of strategic actions. "A strategic thinker has a mental model of the complete end-to-end system of value creation, his or her role within it, and an understanding of the competencies it contains."
Intent focused which means more determined and less distractible than rivals in the marketplace. Crediting Hamel and Prahalad with popularising the concept, Liedtka describes strategic intent as "the focus that allows individuals within an organization to marshal and leverage their energy, to focus attention, to resist distraction, and to concentrate for as long as it takes to achieve a goal."
Thinking in time means being able to hold past, present and future in mind at the same time to create better decision making and speed implementation. "Strategy is not driven by future intent alone. It is the gap between today’s reality and intent for the future that is critical." Scenario planning is a practical application for incorporating "thinking in time" into strategy making.
Hypothesis driven, ensuring that both creative and critical thinking are incorporated into strategy making. This competency explicitly incorporates the scientific method into strategic thinking.
Intelligent opportunism, which means being responsive to good opportunities. "The dilemma involved in using a well-articulated strategy to channel organisational efforts effectively and efficiently must always be balanced against the risks of losing sight of alternative strategies better suited to a changing environment."
Strategic thinking is defined as a mental or thinking process applied by an individual in the context of achieving a goal or set of goals in a game or other endeavor. As a cognitive activity, it produces thought.
When applied in an organizational strategic management process, strategic thinking involves the generation and application of unique business insights and opportunities intended to create competitive advantage for a firm or organization. It can be done individually, as well as collaboratively among key people who can positively alter an organization's future. Group strategic thinking may create more value by enabling a proactive and creative dialogue, where individuals gain other people's perspectives on critical and complex issues. This is regarded as a benefit in highly competitive and fast-changing business landscapes.
Strategic thinking includes finding and developing a strategic foresight capacity for an organization, by exploring all possible organizational futures, and challenging conventional thinking to foster decision making today. Recent strategic thought points ever more clearly towards the conclusion that the critical strategic question is not the conventional "What?", but "Why?" or "How?". The work of Henry Mintzberg and other authors, further support the conclusion; and also draw a clear distinction between strategic thinking and strategic planning, another important strategic management thought process.
General Andre Beaufre wrote in 1963 that strategic thinking "is a mental process, at once abstract and rational, which must be capable of synthesizing both psychological and material data. The strategist must have a great capacity for both analysis and synthesis; analysis is necessary to assemble the data on which he makes his diagnosis, synthesis in order to produce from these data the diagnosis itself—and the diagnosis in fact amounts to a choice between alternative courses of action."
There is no generally accepted definition for strategic thinking, no common agreement as to its role or importance, and no standardised list of key competencies of strategic thinkers. There is also no consensus on whether strategic thinking is an uncommon ideal or a common and observable property of strategy. Most agree that traditional models of strategy making, which are primarily based on strategic planning, are not working. Strategy in today's competitive business landscape is moving away from the basic ‘strategic planning’ to more of ‘strategic thinking’ in order to remain competitive.
However, both thought processes must work hand-in-hand in order to reap maximum benefit. It has been argued that the real heart of strategy is the 'strategist'; and for a better strategy execution requires a strategic thinker who can discover novel, imaginative strategies which can re-write the rules of the competitive game; and set in motion the chain of events that will shape and "define the future".
There are many tools and techniques to promote and discipline strategic thinking. The flowchart to the right provides a process for classifying a phenomenon as a scenario in the intuitive logics tradition, and how it differs from a number of other planning approaches.
3 Who Are the Strategy Managers
It goes without saying that an organization’s CEO (chief executive officer) and COO (chief operating officer) are strategy managers with ultimate authority and responsibility for formulating and implementing the strategic plans of the organization as a whole. But... those who implement the plan must make the plan! The strategic management function directly involves all managers with line authority at the corporate, line-of-business, functional area and major operating department levels.
4 Why Strategic Management Matters
The advantages of first-rate strategic thinking and a deep commitment to the strategic management process include:
1. the guidance it provides to the entire management hierarchy in making clear just “what it is we are trying to do and to achieve”
2. the contribution it makes to recognizing and responding to the winds of change, new opportunities, and threatening developments
3. the rationale it provides for management in evaluating competing requests for investment capital and new staff
4. the coordination it adds to all the strategy-related decision making done by managers across the organization
5. the proactive instead of the reactive posture that it gives to the organization.