The Balanced Scorecard © 1998 Renaissance Worldwide, Inc. and Robert S. Kaplan, All rights reserved. STRATEGY HUMAN RESOURCES BUSINESS UNITSEXECUTIVE.

Presentasi berjudul: "The Balanced Scorecard © 1998 Renaissance Worldwide, Inc. and Robert S. Kaplan, All rights reserved. STRATEGY HUMAN RESOURCES BUSINESS UNITSEXECUTIVE."— Transcript presentasi:

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2 The Balanced Scorecard

3 © 1998 Renaissance Worldwide, Inc. and Robert S. Kaplan, All rights reserved. STRATEGY HUMAN RESOURCES BUSINESS UNITSEXECUTIVE TEAM INFORMATION TECHNOLOGY BUDGETS AND CAPITAL INVESTMENTS Proses Balanced Scorecard memungkinkan sebuah organisasi untuk menyelaraskan semua sumber daya dan fokus pada strategi Bagaimana organisasi dpt mencapai hasil dalam periode waktu singkat ?

4 Hubungan Balanced Scorecard dengan Visi dan Strategy BALANCED SCORECARD Translate, Focus and Align STRATEGIC INITIATIVES What are the priorities MISSION Why we exist VALUES What’s important to us VISION What we want to be STRATEGY Our plan LUARAN STRATEGI Satisfied SHAREHOLDERS Delighted CUSTOMERS Efficient and Effective PROCESSES Motivated & Prepared WORKFORCE EMPOWERMENT / PERSONAL OBJECTIVES What I need to do TOTAL QUALITY MANAGEMENT What we must improve

5 Prinsip Suatu Strategy TRANSLATE STRATEGY CONTINUAL PROCESS ORGANIZATION ALIGNMENT EVERYONE’S JOB EXECUTIVE LEADERSHIP CEO Sponsorship Executive Team Engaged “New Way of Managing” Accountable for Strategy A Performance Culture Mission / Vision Strategy Maps Balanced Scorecard Targets Initiatives Linked to Budgeting Linked to Ops. Mgmt. Management Meetings Feedback System Learning Process Corporate Role Corporate - SBU SBU - Shared Services External Partners Strategic Awareness Goal Alignment Linked Incentives BALANCED SCORECARD

6 Prinsip Organisasi Strategy difocuskan Pada: Menterjemahkan Strategi pada Tingkat Operasional  Pengukuran adalah bahasa yang memberikan kejelasan pada konsep.  Pengukuran digunakan untuk berkomunikasi, buk an untuk mengendalikan.  Membangun scorecard me ngembangkan konsensus dan kerja sama tim di seluruh organisasi "If we succeed, how will we look to our shareholders?” The Strategy Financial Perspective "To achieve my vision, how must I look to my customers?” Customer Perspective "To satisfy my customer, at which processes must I excel?” Internal Perspective "To achieve my vision, how must my organization learn and improve?” Organization Learning

7 A Key Performance Index (KPI) Scorecard: 4 “P” Profits - Keuntungan Portfolio (loan volume) - Portofolio Process (ISO certification) - Proses People (diversity) - Sdm

8 Apa Yang Hilang dari 4P- KPI scorecard? Dimana konsumen? Apakah nilai penerapan proposisi kerja? Apakah certificasi ISO dpt meningkatkan volume penjualan ? Bagimana sdm yg beragam dpt mendukung certificasi ISO? Adakah aturan information technology? Apakah innovasi bukan hal yg penting ?

9 Top-Down “Bridging Process” To Share the Strategy & Align the Workforce Bottom-Up Process to Internalize & Execute the Strategy CORP SBU The Strategy Focused Workforce EDUCATION PERSONAL GOAL ALIGNMENT BALANCED PAYCHECKS Principles of the Strategy Focused Organization: MAKE STRATEGY EVERYONE’S EVERYDAY JOB HR Processes Are Essential for Moving Strategy From the Top to the Bottom

10 —1— Identify All Potential Candidates for Strategic Initiative Consideration —2— Screen Candidates to Identify Those That Qualify as “Strategic” —3— Select Strategic Initiatives Marketing Projects, Activities, etc. Development Projects, Activities, etc. OFS Projects, Activities, etc. Other Projects, Activities, etc. Prioritized List of Strategic Initiatives Proses Scorecard meliputi Pemilihan dan Initiasi Pengelolaan Criteria

11 Terimakasih Terimakasih Prof Dr Ir Kohar Sulistyadi MSIE Prof Dr Ir Kohar Sulistyadi MSIE

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