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IMPLEMENTASI BSC DALAM BISNIS KONSTRUKSI: PENGALAMAN WIRATMAN
AGENDA 1. Perkenalan 2. Pengantar BSC 3. BSC sebagai Sistem Manajemen Strategi 4. Pengalaman Pengguna BSC 5. Pengalaman PT Wiratman
Sapri Pamulu, Ph.D. Makassar, 17 April 2013
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Sapri Pamulu, Ph.D
PERKENALAN
Strategy Management Office (SMO) Corporate Planning Directorate PT Wiratman, Jakarta/Indonesia
• Nama #
PENDIDIKAN
• Posisi #
S3 : Manajemen Strategi, QUT Brisbane Australia. S2 : Manajemen Proyek VU Melbourne, Australia. S1 : Teknik Sipil, UNHAS Makassar, Indonesia.
• Departemen #
PENGALAMAN KERJA 2011 – Now : Strategy Management Office – Wiratman, Jakarta. 2004 – Now : Sessional Lecturer – Universitas Indonesia , Jakarta. 1997 -- Now : Lecturer, – Universitas Hasanuddin, Makassar
PUBLIKASI TERAKHIR 2010 - Buku : Praktek Managemen Strategi di Industri Konstruksi
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Apa itu Balanced Scorecard?
Pengantar BSC • Apa itu BSC? • Kenapa harus dengan BSC?
Sistem Pengukuran?
Sistem Manajemen?
Filosofi Manajemen?
BSC adalah#
Sejarah BSC, Evolusi Manajemen Kinerja
The Balanced Scorecard Management System
An Integrated Management System
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TRANSLA TE THE STRATEG Y
DEVELOP THE STRATEGY
• Str ate gy Map / Themes • Mea sure s / Tar ge ts • In itiative Por tfolios • Fun ding / Str atex
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1
• Mission , Valu es, Visio n • Str at egic An alysis • Str at egy For mu latio n
A LI GN THE OR GANIZATION
TEST & ADAPT
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St ra te gic Pla n • Bu siness Units • Su ppo rt Units • Employ ees
• Stra tegy Ma p • Balan ced Score car d • Stra tex
performance measures
• Pro fita bility Ana yl sis • Str ate gy Co rre latio ns • Emerg ing St rat egie s
results
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PLAN OPERATIONS • Ke y pr oce ss impr ovemen t • Sa les p lann ing • R esou rce cap acity p lan • Bu dge ting
Operati ng Pla n • Sales For eca st • Reso urc e Re quir ements • Dash boa rd s • Budg ets
MO NITOR & LEARN
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performance measures • Str ate gy Re views • Op er atin g Re views
results
EXECUTION Proce ss
A Problem
Initia tiv e
Point Solution
Silo
Integration
School of Thought
The Balanced Scorecard Management Philosophy 1. MOBILIZE: Executive Leadership to Mobilize Change 2. TRANSLATE: Translate Strategy to Operational Terms
A Philosophy of Management
3. ALIGN: Align the Organization to the Strategy 4. MOTIVATE: Make Strategy Everyone’s Job 5. GOVERN: Make Strategy A Continual Process
The Balanced Scorecard Value Creation Model
An Economic Model of Value Creation
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
1990 Measurement Systems causing Myopic Behavior 90% of organizations fail to execute their strategies
1992 - 1996 An Idea (Balanced Scorecard) Early Adopters • Mobil • Cigna • Chem Bank
1996 - 2002
2000 - 2009
A Philosophy (Strategy Focused Organization)
Management System (Execution Premium)
A Competency (Office of Strategy Management)
2006 -
Hall of Fame
Link to Other Management Processes (HR / IT / TQM)
Certified Professionals Global Communities
WHY?
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Balanced Scorecard Terminology
Kenapa mengadopsi BSC? • Change (Perubahan) Formulasi & komunikasi strategi baru pada lingkungan yang lebih kompetitif
•Growth (Pertumbuhan) Meningkatkan pendapatan, tidak hanya pada pemangkasan biaya dan memacu produktifitas
• Implement (Penerapan) Setiap karyawan menerap/laksanakan strategi pertumbuhan yang baru dalam operasi kesehariannya
Kemampuan meng-eksekusi strategi: issu terbesar para CEO.
Kenapa mengadopsi BSC? “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
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Kenapa banyak organisasi gagal dalam meng-eksekusi strategi-nya?
Kenapa banyak organisasi gagal memperoleh hasil dari program BSC? 1. Tidak adanya kepemimpinan dan
#1. Anda tidak dapat mengelola sesuatu yang tidak bisa anda gambarkan (tidak bisa digambarkan, maka tidak bisa dikur)
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)
#2. Organisasi tidak mengelola strateginya • 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 Barriers to Strategy Execution
Only 10% of organization execute their strategy
People Barrier Only 25% of managers have incentives linked to strategy
Management Barrier 85% of executive teams spend less than one hour per month discussing strategy
Resource Barrier 60% of organization don’t link budgets to strategy
STRATEGY FOCUSED ORGANIZATION
Vision Barrier Only 5% of the workforce understand the strategy
Chart adapted and modified from material developed by Robert S. Kaplan and David P. Norton
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TRANSLATE THE STRATEGY
DEVELOP THE STRATEGY
Strategy Map / Themes Measures / Targets Initiative Portfolios Funding / Stratex
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ALIGN THE ORGANIZATION
Strategy Map
TEST & ADAPT
Financial Perspective
Business Units Support Units Employees
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Mission, Values, Vision Strategic Analysis Strategy Formulation
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Profitability Analysis Strategy Correlations Emerging Strategies
Customer Perspective
Successful Collaborative In Strategy Implementation
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PLAN OPERATIONS
Key process improvement Sales planning Resource capacity plan Budgeting
Operations Excellence
Customer Relationship
Innovation
Learning & Growth Perspective
Social Responsibility
MONITOR & LEARN
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Strategy Reviews Operating Reviews
EXECU TION Process Initiative
The Balanced Scorecard / Strategy Map provides a strategic framework that integrates all parts of the management process
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Palladium Balanced Scorecard Hall of Fame for Executing Strategy® By Industry 2000-2011
Strategy-Focused (Hall of Fame) Organizations Use Five Strategy Execution Principles
© 2012 David Norton and Palladium Group, Inc.
Principle 1: Mobilize Change Through Executive Leadership We Must Change!
Managing strategy is managing change Principle 1: Mobilize Change Through Executive Leadership 1.1 Leaders drive strategy execution
Burning Platform • ATT Canada
Competitive Threat • GE
Why?
Shareholder Expectation
Appeal to Excellence
• Ingersoll Rand
• Wells Fargo • US Postal
We Must Clarify Our Strategy
We Must Act as a Team
1.2 Executives make the case for change CEO
1.3 Well articulated strategy exists
MKTG
CFO
Executive Team
1.4 Leaders reinforce strategic priorities
Held together by a shared view of the strategy
OPS
1.5 Office of Strategy Management established
Strategy Map
R&D
SMO
CIO HRO
We Must Develop a New Way of Managing Our Strategy
“Execution is the most unappreciated skill of an effective business leader” Lou Gerstner , Former CEO, IBM
9/10 Fail
The New Science of Strategy Execution
Office of Strategy Management
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You can’t manage what you can’t describe.
A strategy map describes how the enterprise creates value for shareholders and customers. Financial Perspective
Management Best Practice Productivity
Principle 2: Translate Strategy to Operational Terms
Sustained Shareholder Value
#1. Financial performance, a lag indicator, measures the tangible outcomes from the strategy.
Revenue Growth
Customer Perspective Product/Service Attributes Price
2.1 Strategy translated to strategy map 2.2 Strategy described in Balanced Scorecard
Quality
Time
Relationship Function
Relation
Image Brand
#3. Strategic processes create value for customers and shareholders.
Process Perspective Operations Management Processes
2.3 Targets identified for all measures
Customer Management Processes
Innovation Processes
#2. The customer value proposition defines the source of value.
Regulatory and Social Processes
2.4 Strategic initiatives rationalized 2.5 Accountability assigned
Learning & Growth Perspective Human Capital Information Capital
#4. Aligned intangible assets drive improvement in the strategic processes
Organization Capital
A portfolio of strategic initiatives should be developed for each theme. Strategic Initiative Portfolio Strategy Map (Theme)
Balanced Scorecard Measure
Broaden Revenue Mix
• Revenue Mix • Revenue Growth
Increase Customer Confidence in Our Financial Advice
Cross-Sell the Product Line
• Share of Segment •
Share of Wallet
• Customer Satisfaction
Target
+25%
• Segmentation Initiative
$ XXX
90%
• Satisfaction Survey
$ XXX
25% 50%
2.5
• Financial Planning Initiative
$ XXX
• Hours with Customer
1hr/Q
• Integrated Product Offering
$ XXX
• Human Capital Readiness
100%
• Strategic Application Readiness
100%
• Cross-Sell Ratio
Portfolio Planning
Create Organization Readiness
• Goals Linked to BSC
Establish Accountability
Budget
New = +10%
Strategic Job Financial Planner Strategic Systems
Action Plan Initiative
100%
• Relationship Management • Certified Financial Planner • Integrated Customer File • Portfolio Planning Application • MBO Update • Incentive Compensation
Total Budget
$ XXX $ XXX $ XXX $ XXX $ XXX $ XXX
$XXX
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© 2012 David Norton and Palladium Group, Inc.
Making the whole greater than the sum of the parts. Management Best Practice
ALIGNMENT: Cascade & Integrate Objectives Throughout The Organization
Principle 3: Align the Organization to the Strategy 3.1 Corporate role defined 3.2 Enterprise scorecard guides business units 3.3 Business unit scorecards guide support units 3.4 Scorecards align suppliers and/or customers 3.5 Scorecards align Board of Directors
© 2012 David Norton and Palladium Group, Inc.
ALIGNMENT: Cascade & Integrate Objectives Throughout The Organization
Strategy is formulated at the top and executed from the bottom. Principle 4: Make Strategy Everyone’s Job 4.1 Strategic awareness created 4.2 Personal goals aligned 4.3 Personal incentives aligned 4.4 Competency development aligned
“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
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© 2012 David Norton and Palladium Group, Inc.
How Do We Create Strategic Readiness? Create Strategic Awareness Communicate Communicate Communicate
Align Personal Goals Personal Scorecard
To make strategy management sustainable, strategy must be imbedded in the governance process Principle 5: Make Strategy a Continual Process
THE EXECUTION PREMIUM
Resource Management 5.1 Budget is linked to the strategy 5.2 Planning for HR/IT linked to strategy 5.3 Portfolio of strategic initiatives linked to themes
Make Strategy Everyone’s Job
Key Process Management 5.4 Process improvement linked to strategy 5.5 Best practice sharing in place Learning and Control 5.6 Strategy reviewed and adapted on a regular basis 5.7 Data and analytics guide strategy
Align Personal Incentives Variable pay Team based
Provide Necessary Skills Strategic Job Families Strategic Readiness
You need a formal process to improve workforce readiness. Strategy should be linked to existing HR programs for performance management.
How can we make “strategy management” a sustainable competitive advantage? 1
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Most Balanced Scorecard Hall of Fame companies achieve dramatic results in 2-3 years
Strategy Management requires a new way of managing. You must build a center of competence to lead these changes.
The Solution: Imbed the BSC strategy management approach into the governance structure Integrated system (XPP) Common platform (BSC) Responsible specialist (OSM)
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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
Executi on Premiu m ($)
1
“A New Way of Managing” Enterprise
Financial Managemen t
Human Resource Management
Align
Sustain
(3-6 mos)
(6-12 mos)
12-24 mos) Organizational Unit A
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Technology Management
Strategic Planning
Office of Strategy Management
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Mobilize
Marketing / Communications
Organizational Unit B
Organizational Unit C
Organizational Unit D
The Problem: The executive sponsor of the BSC program leaves. The new executive had his/her own approach to strategy management. The BSC approach is abandoned.
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Studi Kasus
BSC at VW Do Brasil
A Continous Processes
Strategy Map: 15 Objectives
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KPI : 44 Measures
Broad approach for strategy execution
Act to Win Program Mascot Media Learning Map -Rally Act to Win Recognition Program
Strategy execution focus:
Mascot to communicate the strategy
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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
Learning Map – Rally act to win
Recognition Program
@Video
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InputProcessOuputOUTCOME
Langkah-langkah Pemetaan Strategi VISI MISI SWOT
STRATEGI
SASARAN STRATEGIS CSF
KPI/IKU Inisiatif Strategis
TARGET
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
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WIRATMAN STRATEGIC DEVELOPMENT: WISDOM 2015
WISDOM 2015: Vision & Mission
Vision & values
MISI 2015
(Operating Holding Company)
“WIRATMAN adalah penyedia karya yang Inovatif dan Unggul bagi kelestarian lingkungan dan kesejahteraan umat manusia”
2011
VISI (2011 - 2015) “WIRATMAN menjadi holding company yang mengedepankan INOVASI & KUALITAS untuk kepuasan Stakeholder”
2010
VISI (2025)
Value
“WIRATMAN menjadi sustainable company dan brand WIRATMAN menjadi legacy”
WISDOM 2015 is forward looking
Contoh Peta Strategi Konstruksi
Cascading BSC PT Wiratman PT WIRATMAN CORPORATE
SSU
SBU
DIVISION
INDIVIDUAL
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Struktur KPI PT Wiratman
PROJECT Strategy Map Themes : Financial Perspective
Engineer Capabilities (F1) Deliver project milestones on time
(F) Ensure Positive Shareholder Value
Manage Project Risk
Optimize Project Resources (F2) Ensure project’s Delivery within the budget
(F3) Ensure effective financial Risk management
BCWP, Cost Variance, Project Liquidity, BAC/EAC
Customer Perspective
(C1) Develop partnering relationship with our Customer External Customer Satisfaction
Project Value Chain
Internal Business Process Perspective
(P2) Deliver contracted WP on time Duration of Project Delay
(C2) Respect our customer by adopting ‘no surprises’ policy Accuracy of Planning Parameters External Variances Resolved/external Variances Reported
(C3) Communicate Risk Management issue to Our Customer
(P4) Develop superior Project communication process
(P3) Establish superior project Commercial Processes
(P6) Effective manage Operational risk
Frequency of communication with customer Clarity of communication with customer
Variations Approved, Variations Submitted Number of unresolved commercial issues
(P1) At all time maintain OBS in line with WBS
(P5) Develop world class Project Management processes
(P7) Ensure staff’s safety During the project
Best practice coverage Plan/schedule stability Cost of acquiring & maintaining best practices Project Support Processes
Learning & Growth Perspective
(L2) Develop world class Unique engineering skills & capabilities Multi-skilling Best practice engineering
(L3) Develop & attain critical project skills Skill coverage Impact of training programs on Org
(L1) Foster culture of Innovation & motivated employee Staff satisfaction survey Number of application per vacancy Number of new patents
(L5) Support our staff with reliable IT systems
DRIVING WITHOUT DASHBOARD? QPR VS. ESM
(L4) Align reward system with the strategy
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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?
Great Place to Invest?
Gap 2. PLENTY OF STRATEGY, NO EXECUTION MONITORING PLAN Great Place to Work?
Great Place to Shop?
Great Place to Invest?
GAP STRATEGY “Sets of different or better game plan to achieve our Destination”
GAP
DESTINATION STATEMENTS “Our mid to long term objectives that inspire people” ORGANIZATION MISSION, VISION and VALUES “Why we exist and where we are heading towards”
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Gap 3. NO LINKAGE BETWEEN STRATEGY & PERFORMANCE MANAGEMENT
Great Place to Work
Great Place to Shop
BSC BRIDGES THE GAP BETWEEN STRATEGY AND ACTIONS Great Place to Work
Great Place to Invest
Great Place to Shop
Great Place to Invest
Aligned Reward Systems
Reward Systems INDIVIDUAL OBJECTIVES “What I should do”
INDIVIDUAL OBJECTIVES “What I should do” OPERATIONAL GOALS & INITIATIVES “What we should do”
GAP
BALANCED SCORECARD “Our primary measure of succes & action plan”
STRATEGY “Sets of different or better game plan to achieve our Destination”
STRATEGY “Sets of different or better game plan to achieve our Destination”
DESTINATION STATEMENTS “Our mid to long term objectives that inspire people”
DESTINATION STATEMENTS “Our mid to long term objectives that inspire people”
ORGANIZATION MISSION, VISION and VALUES “Why we exist and where we are heading towards”
ORGANIZATION MISSION, VISION and VALUES “Why we exist and where we are heading towards”
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“If you wait to do anything until you feel sure about it, then you would do nothing” Norman Vincent Peale Lebih cepat Lebih baik Jusuf Kalla
TERIMA KASIH
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