!"
#$!%
AGENDA
1.
Perkenalan
2.
Pengantar BSC
3.
BSC sebagai Sistem Manajemen Strategi
4.
Pengalaman Pengguna BSC
5.
Pengalaman PT Wiratman
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• Nama #
• Posisi #
• Departemen #
Pengantar BSC
•
Apa itu BSC?
•
Kenapa harus dengan BSC?
Apa itu Balanced Scorecard?
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BSC adalah#
: Executive Leadership to Mobilize Change
: Translate Strategy to Operational Terms
: Align the Organization to the Strategy
: Make Strategy Everyone’s Job
: Make Strategy A Continual Process
(
&6(1 6- (6 1
& *( (&) . )(
•
Four measurement perspectives
balance lag and lead indicators
•
Measures and targets define
performance gaps
•
Strategic initiatives close
performance gaps
Strategy is&
,
A hypothesis of value creation
,
Multiple complimentary themes
,
A customer value proposition
,
Alignment of business
processes
,
Readiness of intangible assets
An Integrated
Management
System
(
&6(1 6- (6 1
& *( (&)
- -
.
(
&6(1 6- (6 1 /
(
( ) -&
-1(
A Philosophy
of
Management
An Economic
Model of
Value
Creation
Sejarah BSC, Evolusi Manajemen Kinerja
-
&)(* ) -&
6 -- -5
- * )
- &)
- ) -&
!99# : !99@
An Idea
(Balanced
Scorecard)
A Philosophy
(Strategy
Focused
Organization)
Hall of Fame
#$$$ : #$$9
Management
System
(Execution
Premium)
Link to Other
Management
Processes
(HR / IT /
TQM)
#$$@ :
A Competency
(Office of
Strategy
Management)
Certified
Professionals
Global
Communities
-, (
!99$
Measurement
Systems
causing
Myopic
Behavior
90% of
organizations
fail to execute
their strategies
Balanced Scorecard Terminology
Kenapa mengadopsi BSC?
Kenapa mengadopsi BSC?
“Kurang dari 10% strategi
diformulasi dengan efektif
dilaksanakan secara efektif
Fortune
“Strategi bisnis sekarang
merupakan issu tunggal yang
paling penting& sampai 5
tahun mendatang
Business Week
Kenapa banyak organisasi gagal dalam
meng;eksekusi strategi;nya?
A!
&1 ) 1
1
)
Belum ada cara yang
jamak untuk
menggambarkan
suatu strategi bisnis
A#
* & ) 1
(&*(
) )(* &.
•
95% karyawannya tidak paham
akan strategi organisasi
•
60% organisasi tidak mengaitkan
strateginya dengan anggaran
•
70% organisasi tidak mengaitkan
insentif manajemen akan strategi
•
85% tim eksekutif menghabiskan
waktunya kurang dari 1 jam per
bulan untuk mendiskusikan strategi
Kenapa banyak organisasi gagal
memperoleh hasil dari program BSC?
1.
Tidak adanya kepemimpinan dan
kepemilikan eksekutif (hanya
dijalankan oleh tim manajemen
tengah, dalam proses pengembangan
yang panjang)
2.
Scorecard tidak terkait dengan
strategi (tidak ada peta strategi,
hanya KPI, dominan target keuangan,
sistem kompensasi)
3.
Scorecard tidak dikomunikasikan
dengan karyawan
4.
Scorecard tidak terkait dengan proses
manajemen (Sistem 6 Tahap Siklus
Manajemen dan Kantor Manajemen
Strategi;SMO)
Only 10% of
organization
execute their
strategy
Successful
Collaborative
In Strategy
Implementation
Only 5% of the workforce
understand the strategy
(- (
(
Only 25% of managers have
incentives linked to strategy
& *( (&)
(
85% of executive teams
spend less than one hour per
month discussing strategy
( -
6(
(
60% of organization don’t link
budgets to strategy
C
?
D
Chart adapted and modified from material developed by Robert S. Kaplan and David P. Norton
Kendala dalam Implementasi Strategi
How do we make strategy happen?
The Balanced Scorecard / Strategy Map provides a strategic
framework that integrates all parts of the management process
-6(
Key process
improvement
Sales planning
Resource capacity
plan
Budgeting
7
Business Units
Support Units
Employees
0 D
Strategy Reviews
Operating Reviews
G
Profitability Analysis
Strategy Correlations
Emerging Strategies
G
Strategy Map /
Themes
Measures / Targets
Initiative Portfolios
Funding / Stratex
0 C
Palladium Balanced Scorecard Hall of Fame for
Executing Strategy
®
By Industry 2000;2011
Strategy;Focused (Hall of Fame) Organizations
Use Five Strategy Execution Principles
- ./0. 1 # 2 * ) 3
Managing strategy is managing change
“Execution is the most unappreciated skill of an effective
business leader”
Lou Gerstner , Former CEO, IBM
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2.14
Burning
Platform
Competitive
Threat
Shareholder
Expectation
Appeal to
Excellence
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You can’t manage what you can’t describe.
Price Quality Time Function Relation Brand Product/Service Attributes Relationship Image
A strategy map describes how the enterprise
creates value for shareholders and customers.
-6( ( (6) 8(
Operations Management
Processes Customer Management
Processes Innovation Processes
Productivity Revenue Growth
Regulatory and Social Processes
( & &* G
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A portfolio of strategic initiatives should be developed for each theme.
6) -&
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Relationship
Management
Certified Financial
Planner
Integrated Customer File
Portfolio Planning
Application
MBO Update
Incentive Compensation
#
)
Broaden
Revenue Mix
Cross;Sell the
Product Line
$
Increase
Customer
Confidence in
Our Financial
Advice
Strategic Job
Financial Planner
Strategic Systems
Portfolio Planning
Create
Organization
Readiness
5
- ./0. 1 # 2 * ) 3
&6
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630 &
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63.
636
638
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Making the whole greater than the sum of
the parts.
& *( (&)
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6) 6(
ALIGNMENT: Cascade & Integrate
Objectives Throughout The Organization
ALIGNMENT: Cascade & Integrate
Objectives Throughout The Organization
- ./0. 1 # 2 * ) 3
&6
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830
!
83. #
836 #
838 &
Strategy is formulated at the top and
executed from the bottom.
( ) )(*.
How Do We Create Strategic Readiness?
- ./0. 1 # 2 * ) 3
To make strategy management sustainable, strategy
must be imbedded in the governance process
&6
( F
How can we make “strategy management” a
sustainable competitive advantage?
Bank of Tokyo
2 yrs
Canadian Blood Service 2 yrs
Marriott VC
2 yrs
Mobistar
2 yrs
Tata Motors
2 yrs
China Micro Resource
3 yrs
Coffee Growers Assoc. 3 yrs
HSBC Rails
3 yrs
KeyCorp
3 yrs
Ricoh
3 yrs
Thai Carbon Black
3 yrs
- )
&6(1 6- (6 1
Imbed the BSC strategy
management approach into
the governance structure
Integrated system (XPP)
Common platform (BSC)
Responsible specialist
(OSM)
%
(
-, (
The executive sponsor of the BSC program leaves.
The new executive had his/her own approach to
strategy management. The BSC approach is
abandoned.
#
-, H(
*&
) &
(3;6 mos)
(6;12 mos)
12;24 mos)
Executi
Strategy Management requires a new way of managing. You
must build a center of competence to lead these changes.
K
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. -5
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&)(
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& *( (&)
Financial Managemen
t
Human Resource Management
Marketing / Communications
Technology Management
Strategic Planning
Organizational Unit A
Organizational Unit B
Organizational Unit C
Studi Kasus
BSC at VW Do Brasil
KPI : 44 Measures
Broad approach for strategy execution
6) )-
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6-)
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Several medias to achieve all levels
The monitor plays a 70 second tutorial about
some aspect of the VW do Brasil strategy
Input Process Ouput
&*
: &*
( ()
& ) )(*
/
=
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& ) 5
) )(*
Evaluasi DIRI DENGAN SWOT
CONTOH HASIL SWOT;I/EFE
EFE SCORE
5.0
4.0
3.8
2.5
1.3
5.0
3.8
2.5
1.3
IFE SCORE
3.55
VII
VIII
IX
LOW
I
II
III
HIGH
IV
V
VI
MEDIUM
WIRATMAN STRATEGIC DEVELOPMENT:
#$!F
/ -& G 8
(
#$!!
#$!$
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/
(
#$!F
is forward looking
WISDOM 2015: Vision & Mission
(Operating Holding Company)
“WIRATMAN adalah penyedia karya yang Inovatif dan Unggul bagi kelestarian
lingkungan dan kesejahteraan umat manusia”
/
(2011 ; 2015)
“WIRATMAN menjadi holding company yang mengedepankan INOVASI &
KUALITAS untuk kepuasan Stakeholder”
/
(2025)
“WIRATMAN menjadi sustainable company dan brand WIRATMAN menjadi
legacy”
Contoh Peta Strategi Konstruksi
Cascading BSC PT Wiratman
/
Struktur KPI PT Wiratman
2
) )(*.
Financial Perspective
Learning &
Growth
Perspective
Customer Perspective
Internal Business
Process
Perspective
External Customer Satisfaction
;?%<
BCWP, Cost Variance, Project Liquidity, BAC/EAC
Engineer
Capabilities
Optimize Project
Resources
Manage Project
Risk
; #< ( (6) - 6 )- ( ,. 1- ) &* M&- ( J - 6.
Accuracy of Planning Parameters External Variances Resolved/external
Variances Reported
Project Support Processes Project Value
Chain ; %<
Variations Approved, Variations Submitted Number of unresolved commercial issues
; 7<(8( - ( -Duration of Project Delay
Frequency of communication with customer Clarity of communication with customer
Best practice coverage Plan/schedule stability Cost of acquiring & maintaining best practices
; @< 55(6) 8( & *( Best practice engineering
Staff satisfaction survey Number of application per vacancy
Number of new patents ; %< (8( - G )) &
6 ) 6 -'(6) Skill coverage Impact of training programs on Org
