Strategic Management

BERBAGAI ALAT UNTUK

MENILAI KINERJA ORGANISASI

Drs. I. Hardhy Winarta, M.M.

Lektor Kepala Bidang Manajemen

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 Balanced Score Card
 A new approach to strategic
management was developed in the
early 1990's by Drs. Robert Kaplan
(Harvard Business School) and David
Norton (Balanced Scorecard
Collaborative).
 They named this system the 'balanced
scorecard'. Recognizing some of the
weaknesses and vagueness of previous
management approaches, the balanced
scorecard approach provides a clear
prescription as to what companies
should measure in order to 'balance'
the financial perspective.

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 Balanced Score Card
 Kaplan and Norton describe the innovation of
the balanced scorecard as follows:

“The balanced scorecard retains traditional

financial measures. But financial measures tell
the story of past events, an adequate story for
industrial age companies for which investments
in long-term capabilities and customer relation-
ships were not critical for success.
These financial measures are inadequate,
however, for guiding and evaluating the journey
that information age companies must make to
create future value through investment in
customers, suppliers, employees, processes,
technology, and innovation."
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 Diffusion of a New Idea
 “The Balanced Scorecard: Measures
that Drive Performance” (Robert S.
Kaplan and David P. Norton, Harvard Business
Review, February 1992)

 About 35% of Fortune 2000 firms

have adopted a balanced scorecard,
55% of those firms are very satisfied
with it. (R. D. Banker, C. Konstans and S.
Janakiraman; January 2000)

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 Balanced Scorecard

FINANCIAL
To succeed financially, how
should we appear to our
shareholders?

CUSTOMER INTERNAL BUSINESS

Vision PROCESS
To succeed financially, how
should we appear to our
and To satisfy our shareholders and
shareholders? Strategy customers, what businesses
must we excel at?

LEARNING AND GROWTH

To succeed financially, how
should we appear to our
shareholders?

Source: Kaplan, Robert S. and David P. Norton. 1996. Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review 74 (January-February): 76.
 Balanced Scorecard

Financial
Perspective
How do we look to our
shareholders?

Customer Internal Process

Perspective Vision & Perspective
How do we look to our
customers?
Strategy What business processes
are the value drivers?

Learning & Growth

Perspective
Are we able to sustain
innovation, change &
improvement

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 Balanced Scorecard
Financial Perspective
Liquidity, Leverage,
Activity Ratio,
Profitability Ratio
EVA , MVA
Customer Perspective Internal Process
Perspective
•Customer satisfaction Vision & •Service quality
•Customer retention Strategy •Product quality
•Market share •Inventory management

Learning & Growth

Perspective
•Information systems
•Employee Satisfaction
•Employee training

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 Balance in the Scorecard
 Balance between financial, customer,
internal process and learning
perspectives
 Balance between financial and non-
financial measures
 Balance between short-term and
long-term objectives
 Balance between hard, objective
measures and softer, more
subjective measures
 Balance between different
stakeholders
 Balance between strategic and
diagnostic measures
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 Horizontal Balanced Scorecard

Investors Lenders Customers Employees Suppliers

Financial Financial Customer Internal Process

Perspective Perspective Perspective Perspective Perspective

Balance between different stakeholders.

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 Vertical Balanced Scorecard

Financial Objectives

Customer Objectives

Internal Process Objectives

Learning and Growth Objectives

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 Balanced Score Card

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 A Balanced Scorecard
 “Is a performance measurement system that translates
an organization’s strategy into clear objectives, measures,
targets, and initiatives.” (Kaplan and Norton, Harvard Business
Review, 1996).

 ”A method for the organization to systematically develop

a comprehensive link between its strategy and a coherent
set of performance measures.”

 “A method for the organization to systematically develop

a comprehensive system of planning and control”.
(Kaplan and Norton, Harvard Business Review, 1992)

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 Balanced Score Card

 The balanced scorecard (BSC) provides a framework for

selecting multiple performance measures focused on
critical aspects of business (Kaplan and Norton 1992).

 The essence of the BSC is the articulation of linkages

between performance measures and strategic objectives
(Kaplan and Norton 1996).

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 Translating Strategy Into Initiatives For each
perspective:

Strategy

Key Success Performance

Factors Measures

Targets Initiatives

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 Financial Perspective
Customizing Measures for the Growth Stage
 Sales growth rate
 Sales in new markets
 Sales to new customers
 Sales from new products
 Investment in product development
 Investment in information technology
 Investment in employee skills
 Investment in new distribution channels

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 Financial Perspective
Customizing Measures for the Sustain Stage

 Return on capital employed

 Economic Value Added (EVA)
 Operating income/Gross margin
 Discounted cash flows
 Asset utilization rates
 Cost reduction rates
 Cost benchmarked against competitors
 Customer and product line profitability

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 Financial Perspective
Customizing Measures for the Harvest Stage

 Current cash flows

 Payback period
 Spending ratios
 Throughput ratios
 Product line profitability
 Negative cash flow customers

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 Customer Perspective:
Strategic Outcome Measures
Financial Objectives
Customer Outcomes
Market
Share Customer
Account Profitability
Share

Customer Customer
Acquisition Retention
Customer
Satisfaction

Internal Process Outcome Drivers

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 Learning and Growth Perspective
Objectives Capability Measures
•Satisfaction
Employee •Retention
Skills •Training
•Capabilities
•Real-time availability
Long Term Information •Accuracy
Success Systems •Pervasiveness

•Alignment of incentives
Organizational with key success factors
Processes •Improvement in key
customer and internal
processes
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 Linking the Balanced Scorecard to Strategy

A Strategy Is a Set of Hypotheses About Cause and Effect

Return on
Financial Capital Employed

Customer Customer Loyalty

Customer On-time Delivery

Internal Process Process Quality Process Cycle Time

Learning & Growth Employee Skills

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 Balanced Scorecard
Area of Objectives Measure or Target Time Expectation Primary Responsibility

Customers
1
2
Managers/Employees
1
2
Operations/Processes
1
2
Community/Social Responsibility
1
2
Business Ethics/Natural Environment
1
2
Financial
1
2
The Balanced Scorecard for The Women’s Store Employed in the Experiment
Measure Target Actual Percent Better
than Target
Financial:
1. Sales margins 60% 67.02% 11.70%
2. Sales growth per store 15% 16.75% 11.67%
3. Inventory turnover 6 6.59 9.83%
4. Debt-to-assets ratio < 20% 18.07% 9.65%

Customer:
1. Price relative to competitors’ price +7% 7.79% 11.29%
2. Customer satisfaction rating 80% 88.44% 10.55%
3. Sales per square foot of retail space $30,000 $33,090 10.30%
4. Number of credit card customers per store 8,000 8,911 11.39%

Internal Process:
1. Brand recognition rating 80% 87.60% 9.50%
2. Number of stock-outs < 3 times 2.66 11.33%
3. “Mystery Shopper” audit rating 85% 93.47% 9.96%
4. Time to process customer returns < 4 min. 3.54 11.50%

Learning and Growth:

1. Employee satisfaction 80% 87.96% 9.95%
2. Employee suggestions per year 2.5 times 2.74 9.60%
3. Store computerization 60% 66.24% 10.40%
4. Hours of training invested each year 80 hours 89.10 11.38%
 To Implement a Balanced Scorecard
The organization must
 Define and develop measures for its primary
strategic objectives.
 Understand how different business processes
contribute to its strategic objectives.
 Identify the drivers of performance on strategic
objectives.
 Develop a set of measures to monitor drivers of
strategic objectives.
 Communicate its beliefs about how processes
create results.

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 UKURAN KINERJA MENURUT AREA DAN SUDUT
PANDANG

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 ANALISIS CAMEL UNTUK PERBANKAN
CAMEL merupakan metode penilaian kesehatan bank yang
meliputi lima kriteria, yaitu:

 Capital Adequacy (CAR)

 Assets Quality (kualitas aktiva produktif)

 Management Quality (kualitas manajemen)

 Earning (rentabilitas)

 Liquidity (likuiditas)

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 ARAH STRATEJIK DENGAN DMAIC
 Suatu pendekatan sistematis untuk mendefinisikan dan
mengimplementasikan strategi dengan menggunakan matriks arah
stratejik atau dalam target angka kuantitatif yang disebut DMAIC.

 DMAIC meliputi tahapan:

 Define, Measure, Analyze, Improve, Control

 Pendekatan continuous improvement dalam konteks DMAIC dengan

TQM, Six-Sigma, dan ISO 9001

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 TOTAL QUALITY MANAGEMENT (TQM)
Sepuluh elemen penting untuk mengimplementasikan TQM:
1. Mendefinisikan kualitas dan nilai pelanggan (customer value)

2. Mengembangkan orientasi pada pelanggan

3. Berfokus pada proses bisnis perusahaan

4. Mengembangkan hubungan kerja sama dengan pelanggan dan pemasok

5. Mengambil pendekatan pencegahan

6. Mengadopsi perilaku yang bebas kesalahan

7. Melihat pada fakta

8. Mendukung setiap manajer dan karyawan agar berpartisipasi

9. Menciptakan suatu atmosfer untuk menciptakan keterlibatan total

10. Bekerja keras untuk bisa melakukan perbaikan terus-menerus

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 PENDEKATAN SIX-SIGMA (1)
 Tujuan Six-Sigma adalah untuk meningkatkan keuntungan lewat
pengurangan kerusakan, peningkatan pendapatan, meningkatkan
kepuasan pelanggan dan memiliki kinerja paling baik di kelasnya.

 Perbedaan Six-Sigma dengan TQM:

 Mengenal konsumen dan produk atau jasa yang ditawarkan dengan
sangat baik.
 Menekankan pada ilmu statistik dan pengukuran
 Mengembangkan pelatihan yang terstruktur dan sangat teliti.
 Metodologi yang ketat dan berfokus pada proyek
 Menekankan pada Juran’s doctrines, seperti dukungan manajemen
puncak dan pendidikan yang berkelanjutan.

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 PENDEKATAN SIX-SIGMA (2)

 Tahap Six-Sigma:
 Mendefinisikan proyek, tujuan, dan dapat diserahkannya kepada
pelanggan (internal dan eksternal)
 Mengukur kinerja sekarang dari proses-proses itu
 Menganalisis dan menetapkan akar penyebab cacat itu
 Memperbaiki proses untuk menghilangkan cacat
 Mengendalikan kinerja proses-proses itu

 Konsep kunci Six-Sigma: (1) Tidak Cacat; (2) Variasi; (3) Kritis
terhadap kualitas; (4) Kemampuan proses; (5) Desain untuk Six-
Sigma.

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 ISO 9001
 Standar ISO 9001 berfokus pada penciptaan kepuasan
pelanggan lewat pengukuran yang berkelanjutan, dokumentasi,
penilaian, dan penyesuaian.

 Empat area fokus dari proses pendekatan ISO 9001:

 Tanggung jawab manajemen
 Manajemen sumber daya
 Realisasi produk
 Analisis, pengukuran, dan perbaikan

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 DAFTAR PUSTAKA
Ansoff, H. Igor. 1983. Corporate Strategy: An Analytic Approach to Business
Policy for Growth and Expansion. NewYork: Penguin Book.
Banoma, Thomas. 1985. The Marketing Edge: Making Strategies Work. NJ: The
Free Press.
Certo, samuel & Paul Peter. 1990. Strategic Management. McGraw Hill.
David, Fred R. 2012. Strategic Management: Concept and Cases. New York:
Macmilan.
Hammel, gary & C.K. Prahalad. 1994. Competing For The Future. Harvard
Business School Press.
Hubeis, Musa & Mukhamad Najib. 2008. Manajemen Strategik Dalam
Pengembangan Daya Saing Organisasi. Jakarta: Pt Elex Media Komputindo.

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 DAFTAR PUSTAKA
Hunger, J. David & Thomas L. Whellen. 2000. Strategic Management. NY:
AddisonWesley.
Mintzberg, Henry & James Brian Quin. 1992. The Strategy Process. New
Jersey: Prentice-Hall.
Porter, Michael E. 1980. Competitive Advantages, Creating and Sustaining
Superior Performance. NewYork:The Free Press.
Prahalad C.K & Gary hamel. 1990. “The Core Competence of the
Corporation”. Harvard Business Review, May-June.
Senge, Peter. 1990. The Art and Practice of the Learning Organization.
Dobuleday.
Setiawan Hari Purnomo & Zulkieflimansyah. 2007. manajemen
Strategi.Jakarta: LP FEUI.
Wahyudi, A.Sri. 1996. Manajemen Strategik: Pengantar Proses berpikir
Strategik. Jakarta: Binarupa Aksara.

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