Performance Management Support and Decision Making
Presented by: Josua Tarigan, MBA, CMA, CFP, CSRS
History of Management Breakthroughs
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Frederick Winslow Taylor’s Scientific Management
Deming & Juran’ Total Quality Management
Pepper and Roger’ CRM (1to1 Marketing)
Alfred Sloan’ Customer Segmentation
Peter Senge’ Organization Learning
Kaplan and Norton’ BSC, ABC, ABM, TDABC
Michael Porter’ Competitive Advantage
Michael Hammer’ BPR
Predictive Analysis?
Enterprise Risk-Based Performance Management Framework
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Enterprise Risk-Based Performance Management Framework
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Performance Management System: Overview
Presented by: Josua Tarigan, MBA, CMA, CFP, CSRS
Business Process Improvement Overview
• Good Strategy: doing the right things • Good Strategy + BPM: doing the right things well • The purpose of performance management in not just managing, but improving • Performance management needed for enterprise optimization • BPM is the integration of multiple methodologies, such as CRM, BSC, Six Sigma, TQM etc
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Charateristics of Good Strategy - Prof Chan Kim & Michael Porter Fokus menentukan values yang ingin digarap. Strategi merupakan proses “menciptakan” value yang unik. Bukan hanya sekedar menggarap values yang sama dengan kompetitor namun dengan kualitas yang lebih baik.
Values yang unik tersebut harus dikomunikasikan dengan jargon yang sangat kuat & “menggigit”.
Strategi bukan hanya menjadi aktivitas namun menjadi budaya dan alignment dalam setiap proses bisnis yang ada.
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8 Key Factors Less Optimal of Implementing Strategy (GML Research)
Ranking Deskripsi
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1
Tidak adanya SMO dalam menjalankan peran monitoring & controling strategi
2
Tidak memiliki proses yang baku dalam strategic management
3
Tidak ada arahan yang jelas dari Top Level Management
4
Tidak adanya reward & punishment system atau manajemen kinerja
5
Tidak ada pembelajaran atau evaluasi atas strategi yang telah dilakukan
6
Visi misi tidak tersampaikan (komunikasi) dengan baik hingga ke level bawah
7
Kualitas SDM kurang memadai
8
Penyusunan budget tidak dikaitkan dengan strategi
Performance Management Drives Improvement
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Business Performance Management Framework
• BSC (Balance Scorecard) • SMART (Strategic Measurement Analysis and Reporting Technique) • PMQ (Performance Measurement Questionnaire) • PWCM (Performance for World Class Manufacturing) • QPMM (Quantum Performance Measurement Model)
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Tipping Point or Critical Factor in Achieving Performance Management
Workforce Management
Executive Management (The Leader)
Intangible Asset Slide 11
Critical Factor in Achieving Performance Management
PENCIPTA NILAI 2005 PERUSAHAAN Multi Bintang Indonesia Ramayana Lestari S. Aqua Golden Missisipi Kalbe Farma Telkom HM Sampoerna Unilever Indonesia Gudang Garam
BV 558.388 2.558.668 671.109 3.016.864 56.269.092 11.563.295 3.663.709 20.591.389
MV 1.170.333 6.261.105 921.023 5.989.311 124.989.144 35.455.367 26.527.742 34.238.364
proporsi proporsi intelectual & nilai buku thd intangible assets Market Value thd Market Value 48% 52% 41% 59% 73% 27% 50% 50% 45% 55% 33% 67% 14% 86% 60% 40%
Indikator Keuangan Slide 12
Indikator Non Keuangan
From Workforce Management to Strategic Human Capital
• HR needs to demonstrate its value in training and developing its existing future worksforce • Reducing employee turnover and improving employee retentiton (reduce long-term cost and increase long-term revenue) • Human capital as a component of BPM framework
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Business Process Management and Business Intelligence
• BI involves raw data that must fisrt be cleansed and integrated from disparate source system and transformed into information • Performance management leverages that information for stakeholders value creation
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Thank you for your attention! Josua Tarigan Business Accounting Program Petra Christian University, Indonesia P: +62-31-2983230 E:
[email protected] FB:
[email protected]
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