Perkenalan BSC Untuk Perusahaan Konstruk
1/30/2015
#
AGENDA
1. Perkenalan
2. Pengantar BSC
3. BSC sebagai Sistem Manajemen Strategi
4. Pengalaman Pengguna BSC
5. Pengalaman PT Wiratman
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Certified
Professionals
Global
Communities
WHY?
2
1/30/2015
Balanced Scorecard Terminology
Kenapa mengadopsi BSC?
Kenapa mengadopsi BSC?
Kemampuan meng;eksekusi strategi:
issu terbesar para CEO.
“Strategi bisnis sekarang
merupakan issu tunggal yang
paling penting& sampai 5
tahun mendatang
Business Week
“Kurang dari 10% strategi
diformulasi dengan efektif
dilaksanakan secara efektif
Fortune
3
1/30/2015
Kenapa banyak organisasi gagal dalam
meng;eksekusi strategi;nya?
Kenapa banyak organisasi gagal
memperoleh hasil dari program BSC?
1. Tidak adanya kepemimpinan dan
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kepemilikan eksekutif (hanya
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2. Scorecard tidak terkait dengan
strategi (tidak ada peta strategi,
hanya KPI, dominan target keuangan,
sistem kompensasi)
3. Scorecard tidak dikomunikasikan
dengan karyawan
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manajemen (Sistem 6 Tahap Siklus
Manajemen dan Kantor Manajemen
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• 95% karyawannya tidak paham
akan strategi organisasi
• 60% organisasi tidak mengaitkan
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menggambarkan
suatu strategi bisnis
• 70% organisasi tidak mengaitkan
insentif manajemen akan strategi
• 85% tim eksekutif menghabiskan
waktunya kurang dari 1 jam per
bulan untuk mendiskusikan strategi
How do we make strategy happen?
Kendala dalam Implementasi Strategi
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60% of organization don’t link
budgets to strategy
Chart adapted and modified from material developed by Robert S. Kaplan and David P. Norton
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The Balanced Scorecard / Strategy Map provides a strategic
framework that integrates all parts of the management process
4
1/30/2015
Palladium Balanced Scorecard Hall of Fame for
Executing Strategy® By Industry 2000;2011
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1/30/2015
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1/30/2015
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Objectives Throughout The Organization
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Objectives Throughout The Organization
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Strategy is formulated at the top and
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“A real and revolutionary opportunity lies in studying and
assessing how well>prepared a company’s people, systems and
culture are to carry out its strategy.”
Tom Stewart, Editor, Harvard Business Review
7
1/30/2015
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How Do We Create Strategic Readiness?
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To make strategy management sustainable, strategy
must be imbedded in the governance process
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sustainable competitive advantage?
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must build a center of competence to lead these changes.
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Imbed the BSC strategy
management approach into
the governance structure
Integrated system (XPP)
Common platform (BSC)
Responsible specialist
(OSM)
%
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
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on
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Unit A
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Organizational
Unit B
Organizational
Unit C
Organizational
Unit D
-, (
The executive sponsor of the BSC program leaves.
The new executive had his/her own approach to
strategy management. The BSC approach is
abandoned.
8
1/30/2015
Studi Kasus
BSC at VW Do Brasil
A Continous Processes
Strategy Map: 15 Objectives
9
1/30/2015
KPI : 44 Measures
Broad approach for strategy execution
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Strategy execution focus:
&
Mascot to communicate the strategy
10
1/30/2015
Several medias to achieve all levels
The monitor plays a 70 second tutorial about
some aspect of the VW do Brasil strategy
Learning Map – Rally act to win
Recognition Program
@Video
11
1/30/2015
Input Process Ouput
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Evaluasi DIRI DENGAN SWOT
CONTOH HASIL SWOT;I/EFE
Grow &
Build
Strategy
EFE SCORE
5.0
4.0
3.8
2.5
I
II
III
HIGH
IV
V
VI
MEDIUM
VII
1.3
5.0
VIII
3.8
3.55
IX
2.5
LOW
1.3
IFE SCORE
12
1/30/2015
WIRATMAN STRATEGIC DEVELOPMENT:
#$!F
/
#$!F
-& G 8
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”
#$!F is forward looking
Contoh Peta Strategi Konstruksi
Cascading BSC PT Wiratman
/
/
13
1/30/2015
Struktur KPI PT Wiratman
2
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Themes
:
Engineer
Capabilities
Financial Perspective
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Project Value
Chain
Internal Business
Process
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Accuracy of Planning Parameters
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Variances Reported
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Variations Approved,
Variations Submitted
Number of unresolved
commercial issues
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Best practice coverage
Plan/schedule stability
Cost of acquiring & maintaining best practices
Project Support
Processes
Learning &
Growth
Perspective
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Multi;skilling
Best practice engineering
; %< (8( - G )) &
6 )6
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Skill coverage
Impact of training programs on Org
& *(
Frequency of communication with customer
Clarity of communication with customer
; !< ?- )( 6 ) ( -5
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Staff satisfaction survey
Number of application per vacancy
Number of new patents
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14
1/30/2015
The Kalla Way in BSC
The Kalla Way in Strategy
• F : Kerja adalah Ibadah
• C : Apreasiasi pada Pelanggan
• IBP : Lebih Cepat Lebih Baik
• LG : Aktif Bersama
Gap 1.
NO STRATEGY, NO PERFORMANCE MANAGEMENT
Great
Place to
Work?
Great
Place to
Shop?
Gap 2.
PLENTY OF STRATEGY, NO EXECUTION MONITORING PLAN
Great
Place to
Work?
Great
Place to
Invest?
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15
1/30/2015
%
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Great
Place to
Work
BSC BRIDGES THE GAP
BETWEEN STRATEGY AND ACTIONS
?
Great
Place to
Shop
Great
Place to
Work
Great
Place to
Invest
Great
Place to
Shop
Aligned
Reward
Systems
Reward
Systems
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16
#
AGENDA
1. Perkenalan
2. Pengantar BSC
3. BSC sebagai Sistem Manajemen Strategi
4. Pengalaman Pengguna BSC
5. Pengalaman PT Wiratman
!"
#$!%
7
) )(*.
& *( (&) 55 6( ;
- - )(
&& &*
(6)- )(
) & 2
) = &1-&(
PERKENALAN
<
• Nama #
• Posisi #
%
#
!
& '( (& ) )(* +
& '( (& -.( /
( &
0
, &(
)
( ,- &(
)
&1-&(
• Departemen #
2
#$!! 3 -4
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1
1/30/2015
Apa itu Balanced Scorecard?
Pengantar BSC
• Apa itu BSC?
• Kenapa harus dengan BSC?
)(
(&*
&>
)(
& '( (&>
? - -5
& '( (&>
BSC adalah#
Sejarah BSC, Evolusi Manajemen Kinerja
(
An Integrated
Management
System
&6(1 6- (6 1
#
"(
'(
)
"
#
"
'(
# $
'
' )
& *( (&) . )(
#
*+
%
"(
*+
$
& '
# $
%
&
%
!
"
&
!
!
-, (
(
&6(1 6- (6 1
- -
: 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
•
(
( ) -&
-
&)(* ) -&
6 -- -5
- * )
.
: Align the Organization to the Strategy
(
An Economic
Model of
Value
Creation
& *( (&)
: Executive Leadership to Mobilize Change
: Translate Strategy to Operational Terms
A Philosophy
of
Management
- &)
- ) -&
-1(
Strategy is&
, A hypothesis of value creation
, Multiple complimentary themes
, A customer value proposition
, Alignment of business
processes
, Readiness of intangible assets
!99$
Measurement
Systems
causing
Myopic
Behavior
90% of
organizations
fail to execute
their strategies
!99# : !99@
An Idea
(Balanced
Scorecard)
Early
Adopters
• Mobil
• Cigna
• Chem
Bank
#$$@ :
!99@ : #$$#
#$$$ : #$$9
A Philosophy
(Strategy
Focused
Organization)
Management
System
(Execution
Premium)
A Competency
(Office of
Strategy
Management)
Hall of Fame
Link to Other
Management
Processes
(HR / IT /
TQM)
Certified
Professionals
Global
Communities
WHY?
2
1/30/2015
Balanced Scorecard Terminology
Kenapa mengadopsi BSC?
Kenapa mengadopsi BSC?
Kemampuan meng;eksekusi strategi:
issu terbesar para CEO.
“Strategi bisnis sekarang
merupakan issu tunggal yang
paling penting& sampai 5
tahun mendatang
Business Week
“Kurang dari 10% strategi
diformulasi dengan efektif
dilaksanakan secara efektif
Fortune
3
1/30/2015
Kenapa banyak organisasi gagal dalam
meng;eksekusi strategi;nya?
Kenapa banyak organisasi gagal
memperoleh hasil dari program BSC?
1. Tidak adanya kepemimpinan dan
A!
&1 ) 1 1
)
(&*( (
) . &*
)1 ,
&1
* ,
& ;) 1 ,
1* ,
&
)1
,
1
<
A#
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)
* &
)1
(&*( ) )(* &.
• 95% karyawannya tidak paham
akan strategi organisasi
• 60% organisasi tidak mengaitkan
strateginya dengan anggaran
Belum ada cara yang
jamak untuk
menggambarkan
suatu strategi bisnis
• 70% organisasi tidak mengaitkan
insentif manajemen akan strategi
• 85% tim eksekutif menghabiskan
waktunya kurang dari 1 jam per
bulan untuk mendiskusikan strategi
How do we make strategy happen?
Kendala dalam Implementasi Strategi
/
-&
(
85% of executive teams
spend less than one hour per
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Strategy
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Only 5% of the workforce
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Chart adapted and modified from material developed by Robert S. Kaplan and David P. Norton
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The Balanced Scorecard / Strategy Map provides a strategic
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4
1/30/2015
Palladium Balanced Scorecard Hall of Fame for
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1/30/2015
A strategy map describes how the enterprise
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1/30/2015
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“A real and revolutionary opportunity lies in studying and
assessing how well>prepared a company’s people, systems and
culture are to carry out its strategy.”
Tom Stewart, Editor, Harvard Business Review
7
1/30/2015
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How Do We Create Strategic Readiness?
-
1
#
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To make strategy management sustainable, strategy
must be imbedded in the governance process
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How can we make “strategy management” a
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!
Strategy Management requires a new way of managing. You
must build a center of competence to lead these changes.
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Imbed the BSC strategy
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Responsible specialist
(OSM)
%
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
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Unit B
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Unit C
Organizational
Unit D
-, (
The executive sponsor of the BSC program leaves.
The new executive had his/her own approach to
strategy management. The BSC approach is
abandoned.
8
1/30/2015
Studi Kasus
BSC at VW Do Brasil
A Continous Processes
Strategy Map: 15 Objectives
9
1/30/2015
KPI : 44 Measures
Broad approach for strategy execution
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10
1/30/2015
Several medias to achieve all levels
The monitor plays a 70 second tutorial about
some aspect of the VW do Brasil strategy
Learning Map – Rally act to win
Recognition Program
@Video
11
1/30/2015
Input Process Ouput
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EFE SCORE
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2.5
I
II
III
HIGH
IV
V
VI
MEDIUM
VII
1.3
5.0
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IX
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1.3
IFE SCORE
12
1/30/2015
WIRATMAN STRATEGIC DEVELOPMENT:
#$!F
/
#$!F
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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”
#$!F is forward looking
Contoh Peta Strategi Konstruksi
Cascading BSC PT Wiratman
/
/
13
1/30/2015
Struktur KPI PT Wiratman
2
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Themes
:
Engineer
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Financial Perspective
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Project Value
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Number of unresolved
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Frequency of communication with customer
Clarity of communication with customer
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Number of application per vacancy
Number of new patents
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14
1/30/2015
The Kalla Way in BSC
The Kalla Way in Strategy
• F : Kerja adalah Ibadah
• C : Apreasiasi pada Pelanggan
• IBP : Lebih Cepat Lebih Baik
• LG : Aktif Bersama
Gap 1.
NO STRATEGY, NO PERFORMANCE MANAGEMENT
Great
Place to
Work?
Great
Place to
Shop?
Gap 2.
PLENTY OF STRATEGY, NO EXECUTION MONITORING PLAN
Great
Place to
Work?
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Place to
Invest?
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1/30/2015
%
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BSC BRIDGES THE GAP
BETWEEN STRATEGY AND ACTIONS
?
Great
Place to
Shop
Great
Place to
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Great
Place to
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Great
Place to
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Reward
Systems
Reward
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