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Balanced Scorecard.ppt
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- 2. 2 Contents : 1. CorporatePerformance Management 2. Managing Corporate Performance with Balanced Scorecard 3. Identifying Key Performance Indicators 4. Strategy Map in Corporate Functions (HR, IT, Finance and Marketing)
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- 5. Tiga komponen kunci bagisistem manajemen kinerja yang efektif Performance Management Infrastructure Performance Management Culture Performance Management Process Performance management cycle is continuous and consistent Culture that is based on performance accountability Logistic support and performance management administration Performance Management Component
- 6. 6 STRATEGY Plan and Execute Monitorand Evaluate Reward and Coach Set Measures and Target Performance Management Cycle
- 7. 7 • Suatu alatmanajemen kinerja (performance management tool) yang dapat membantu suatu organisasi untuk mentranslasikan visi dan strategi ke dalam aksi • Memanfaatkan sekumpulan indikator finansial dan non- finansial yang kesemuanya terjalin dalam suatu hubungan sebab akibat. • Balanced Scorecard berfungsi sebagai alat komunikasi strategi kepada para stakeholders: management, employees, shareholders, customers dan communities. Pengertian Balanced Scorecard
- 8. 8 4 Perspectives inBalanced Scorecard If we succeed, how will we look to our shareholders? Financial Perspective To achieve our vision, how must we look to our customers? Customer Perspective To satisfy our customers, which processes must we excel at? Internal Perspective To achieve our vision, how must our organization learn and improve? Learning & Growth Perspective The Strategy
- 9. 9 Strategy and BalancedScorecard Mission – Why We Exist Vision – What We Want to Be Values – What’s Important to Us Strategy : Our Game Plan Strategy Map : Translate the Strategy Balanced Scorecard : Measure and Focus Strategic Outcomes Satisfied Shareholders Delighted Customers Excellent Processes Motivated Workforce
- 10. 10 Perspektif Keuangan • Bagiperusahaan privat (persero), perspektif keuangan merupakan tujuan utama (ultimate goals) -- tanpa harus mengorbankan kepentingan stakeholders lain yang relevan (masyarakat, lingkungan, pemerintah, dll) • Indikator-indikator Keuangan merupakan salah satu elemen kunci untuk menentukan tingkat kesehatan suatu perusahaan -- dan memastikan apakah perusahaan tersebut akan sustainable (langgeng) atau mengalami kebangkrutan
- 11. 11 Perspektif Keuangan Perspektif keuangansecara umum berfokus pada dua elemen utama : Peningkatan Pendapatan Peningkatan Produktivitas atau Efisiensi Biaya Profit
- 12. 12 • Meningkatkan lababersih • Meningkatkan jumlah pendapatan • Meningkatkan pertumbuhan pendapatan • Meningkatkan produktivitas biaya (efisisien biaya) • Menurunkan piutang ragu-ragu (non performing loan) Contoh Sasaran Strategis dalam Perspektif Keuangan
- 13. 13 Perspektif Pelanggan • Perspektifini bersifat amat sentral, sebab tanpa adanya pelanggan, bagaimana mungkin suatu perusahaan bisa berdiri? • Perspektif pelanggan mencakup elemen-elemen berikut: • Perolehan pelanggan baru (atau perubahan status tarif pelanggan lama menjadi lebih menguntungkan) • Profitabilitas pelanggan (segmen pelanggan apa saja yang menguntungkan? Berapa persentase jumlahnya dibanding total pelanggan? Segmen pelanggan apa yang menyumbang pendapatan terbesar?)
- 14. 14 Perspektif Pelanggan • Kepuasanpelanggan, mencakup opini pelanggan tentang : • Keandalan dan mutu produk yang ditawarkan • Harga produk (dibanding nilai produk yang ditawarkan) • Layanan purna jual (service) meliputi kecekatan dan kecepatan dalam merespon permintaan pelanggan • Kepuasan pelanggan diukur melalui survei kepuasan pelanggan. Diwujudkan dalam skor kepuasan pelanggan dengan skala 1 (amat buruk) s/d 10 (amat memuaskan)
- 15. Price Availability Brand Service Quality CustomerAcquisition Customer Satisfaction Customer Retention Customer Profitability Market Share Model dalam Perspektif Pelanggan
- 16. 16 Contoh Sasaran Strategis PerspektifPelanggan • Meningkatkan profitabilitas per pelanggan • Meingkatkan market share • Mengembangkan brand image • Meningkatkan kepuasan pelanggan • Meningkatkan jumlah pelanggan loyal
- 17. 17 Perspektif Proses BisnisInternal • Perspektif ini mencerminkan proses bisnis kunci yang harus dilakukan secara optimal untuk memenuhi kebutuhan pelanggan • Fokus perspektif ini adalah pada proses-proses bisnis yang memiliki dampak besar dalam peningkatan kinerja perusahaan • Umumnya, sasaran strategis dalam perspektif ini berjumlah lebih banyak dibanding pada perspektif lainnya
- 18. Layanan kepada Pelanggan Mutu danKeandalan Produk Kecepatan dalam Memenuhi Kebutuhan Pelanggan Kecepatan dalam Merespon Komplain Pelanggan Proses Bisnis Internal Elemen-elemen dalam Proses Bisnis
- 19. Contoh Sasaran Strategisdalam Proses Bisnis • Meningkatkan mutu dan keandalan produk • Menurunkan jumlah produk yang gagal • Meningkatkan kecepatan pelayanan • Mengembangkan inovasi proses • Mengembangkan kapasitas produksi 19
- 20. 20 Perspektif Pembelajaran • Perspektifini mencerminkan kapabilitas yang harus dimiliki oleh perusahaan, dalam dua aspek utama, yakni: • Pengembangan sumber daya manusia • Pengembangan sistem organisasional, kepemimpinan dan kultur perusahaan • Perspektif ini menunjukkan bahwa kapabilitas sumber daya manusia dan sistem organisasi yang solid merupakan 'pondasi' bagi kemajuan kinerja perusahaan
- 21. Human Capital Organization Capital •Skills • Knowledge • Attitude • Culture • Leadership • Collaboration Perspektif Learning and Growth
- 22. 22 • Mengembangkan kompetensikaryawan • Membangun kultur perusahaan yang unggul • Menciptakan pola kepemimpinan yang efektif • Meningkatkan produktivitas karyawan Contoh Sasaran Strategis dalam Perspektif Pembelajaran
- 23. 23 Template Balanced ScorecardMap • Dalam slide berikut ditampilkan template balanced scorecard map. Didalamnya diuraikan contoh sasaran strategis yang relevan untuk setiap perspektif, yakni : • Perspektif Keuangan • Perspektif Pelanggan • Perspektif Proses Bisnis • Perspektif Learning & Growth
- 24. Manage Cost Efficiency EnhanceLong-term Shareholder Value Increase Revenue Growth Increase Customer Acquisition Nurture Customer Satisfaction Achieve Operational Excellence Drive Demand via Customer Relation Management Manage Dramatic Growth through Innovation Implement Good Environmental Policy Corporate Balanced Scorecard Map - An Example Financial Customer Business Process Expand Market Share Develop Employee Satisfaction Learning & Growth Enhance Employee Productivity Improve Employee Appraisal System
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- 27. Vision Mission and Values Strategy Finance Customer Internal Business Process Learning KeyPerformance Indicators Key Performance Indicators Key Performance Indicators Strategic Objectives KPI = Ukuran atau Indikator yang akan memberikan informasi sejauh mana kita telah berhasil mewujudkan sasaran strategis yang telah kita tetapkan Key Performance Indicators (KPI) 27
- 28. • Ukuran keberhasilanharus menunjukkan indikator kinerja yang jelas, spesifik dan terukur (measurable) • Ukuran keberhasilan harus dinyatakan secara eksplisit dan rinci sehingga menjadi jelas apa yang diukur • Biaya untuk mengidentifikasi dan memonitor Ukuran Keberhasilan sebaiknya tidak melebihi nilai yang akan diketahui dari pengukuran tersebut. Hindari pengukuran yang berlebihan yang tidak banyak memberi nilai tambah. Guidelines in Formulating the KPI KPI Guidelines 28
- 29. Key Performance Indicators- KPI Relevan dengan Sasaran Strategis Apakah KPI memiliki keterkaitan dengan sasaran strategis? Controllable Apakah pencapaian KPI masih berada dibawah kontrol dan rentang kendali yang ada? Actionable Apakah sejumlah tindakan dapat dilakukan untuk meningkatkan kinerja pencapaian KPI? Simple Apakah KPI-nya mudah untuk dijelaskan dan dikomunikasikan? Kredibel Apakah KPI-nya tidak mudah untuk dimanipulasi? 29
- 30. 30 Strategic Objective Measure Results KPIs RESULT Measure Activity KPIs PROCESS Tingkatan Key PerformanceIndicators KPI yang mengukur pencapaian hasil akhir yang ingin dituju oleh Sasaran Strategis KPI yang mengukur pencapaian proses atau aktivitas yang dilakukan untuk mencapai Result
- 31. Improve customer satisfaction on service Measure Results •Customer Satisfaction Index • Number of complaints Measure Activity # of follow-up call after product/service delivery Tingkatan Key Performance Indicators Contoh KPI : 31
- 32. Increase Sales Revenue Measure Results •Sales Revenue Measure Activity • Jumlah Kunjungan ke Klien Prospektif • Jumlah sales call yang Dilakukan Tingkatan Key Performance Indicators Contoh KPI : 32
- 33. Develop Competent Employee Measure Results • Rata-rataSkor Kompetensi Karyawan Measure Activity • Jumlah Pelatihan Per Karyawan Per Tahun • % Karyawan yang Merealisasikan Individual Development Plan Tingkatan Key Performance Indicators Contoh KPI : 33
- 34. Manage Cost Efficiency EnhanceLong-term Shareholder Value Increase Revenue Growth Increase Customer Acquisition Nurture Customer Satisfaction Achieve Operational Excellence Develop Employee Satisfaction Drive Demand via Customer Relation Management Manage Dramatic Growth through Innovation Corporate Balanced Scorecard Map - An Example Financial Customer Business Process Learning & Growth Expand Market Share Enhance Employee Productivity Improve Employee Appraisal System 34
- 35. 35 Tabel BSC danKPI Perspektif Sasaran Strategis KPI Target Financial (bobot 25) Enhance Long Term Shareholder Value Profitability (Rp juta) 5,000 Profitability Growth (%) 10 Increase Revenue Growth Revenue (Rp juta) 50,000 Revenue Growth (%) 12 Manage Cost Efficiency Overhead Cost Ratio (%) 8 Customer (bobot 25) Nurture Customer Satisfaction Customer Satisfaction Index (dalam skala 1 – 10) 8 Expand Market Share Market Share per Product (%) 40 Increase Customer Acquisition Percentage of Loyal Customers (%) 50
- 36. 36 Perspektif Sasaran StrategisKPI Target Business Process (bobot : 25) Achieve Operational Excellence Number of Product Defects 100 per 1 million Drive Demand via Customer Relationship - Time To Response Customers' Request max 24 hours - Number of Customer Gatherings 6 per year Manage Growth via Innovation - Number of New Products Launch 2 in this year - Number of New Initiatives Implemented for Continous Improvement 10 Learning (bobot : 25) Develop Employee Satisfaction - Employee Satisfaction Index 8 Enhance Employee Productivity - Sales Revenue Per Employee (Rp) 500 per employee Menyempurnakan Sistem Evaluasi Kinerja - Persentase Penyelesaian Sistem Manajemen Kinerja Baru 100 % ready in November 2008
- 37. 37 Perspektif Sasaran StrategisKPI Target Achievement Score Financial (25) Enhance Long Term Shareholder Value - Profitability 5,000 5,100 102 - Profitability Growth 10 11 110 Increase Revenue Growth - Revenue 50,000 52,000 104 103 25.80 - Revenue Growth 12 12 100 (103 x 25%= 25.80) Manage Cost Efficiency - Overhead Cost Ratio 8 8 100 Customer (25) Nurture Customer Satisfaction - Customer Satisfaction Index 8 7.80 98 93 23.33 Expand Market Share - Market Share per Product 40 37 93 Increase Customer Acquisition - Percentage of Loyal Customers 50 45 90 Business Process (25) Achieve Operational Excellence - Number of Product Defects 100 per 1 million 100 per 1 million 100 99 24.80 Drive Demand via Customer Relationship - Time To Response Customers' Request max 24 hours average 25 hours 96 - Number of Customer Gatherings 6 per year 6 100 Manage Growth via Innovation - Number of New Products Launch 2 in this year 2 100 - Number of New Initiatives Implemented for Continous Improvement 10 10 100 Learning (25) Mengembangkan Employee Satisfaction - Employee Satisfaction Index 8 7.60 95 95 23.75 Mengembangkan Produktivitas Karyawan - Sales Revenue Per Employee 500 per employee 450 90 Menyempurnakan Sistem Evaluasi Kinerja - Persentase Penyelesaian Sistem Manajemen Kinerja Baru 100 % ready in November 2008 100 % ready on time 100 97.68
- 38. 38 Strategy Map for CorporateFunctions (HR, IT, Finance and Marketing)
- 39. Vision Mission Strategy Integration between Corporateand Division/Department Corporate Scorecard Division Scorecard The Division Scorecard is built by referring to the corporate scorecard 39
- 40. Optimize HR Efficiency DriveLong term Shareholder Value Enhance People & Organizational Effectiveness Achieve HR Process Excellence Develop Strategic & Functional HR Competencies Build Strategic Employee Competencies Drive Organizational Performance Enhance Technology for HR Create Climate for HR Action HR Strategy Map Template Financial Customer HR Internal Process Learning & Growth Create Positive Work Environment Provide Quality HR Service Provide High Performance People 40
- 41. Optimize IT Efficiency DriveLong term Shareholder Value Enhance IT Impact on Enterprise Outcome Maintain a Reliable IT Infrastructure Develop Strategic & Functional IT Competencies Develop Effective Decision Support System Propose and Deliver Transformational Applications Enhance IT Tools that Enhance the IT Function Promote Customer- focused Culture IT Strategy Map Template Financial Customer IT Internal Process Learning & Growth Deliver Consistent, High Quality IT Service Provide Business Units with Innovative IT Solutions 41
- 42. Optimize Financial Efficiency DriveLong term Shareholder Value Enhance Finance Effectiveness on Enterprise Outcome Achieve Finance Process Excellence Develop Strategic & Functional Finance Competencies Develop Financial Information to Improve Decision Making Ensure Compliance with Regulatory Requirements Use Technology to Improve Financial Information Delivery Finance Strategy Map Template Financial Customer Finance Internal Process Learning & Growth Deliver Responsive & Efficient Finance Operations Provide Clear & Reliable Required Disclosure Promote Customer- focused Culture 42
- 43. Optimize Marketing Efficiency DriveLong term Shareholder Value Increase Sales Revenue Develop Innovative Marketing Communication Program Develop Strategic & Functional Marketing Competencies Develop Marketing Business Intelligence Accelerate New Product Development Ideas Enhance Technology for Marketing Foster Creative Thinking & Innovative Solutions Marketing Strategy Map Template Financial Customer Internal Process Learning & Growth Create Satisfied and Loyal Customers Enhance Brand Image Develop Effective Customer Relation Management 43
- 44. 44 Recommended Further Readings: 1.Robert Kaplan and David Norton, Strategy Map : Converting Intangible Assets into Tangible Outcomes, HBS Press 2. Robert Kaplan and David Norton, Alignment : Using the Balanced Scorecard to Create Corporate Synergies, HBS Press