Workshop on :

BALANCED SCORECARD
MASTER CLASS TRAINING
April 1 3, 2014
Park Lane Hotel, Jakarta

gml@knowcap.co.id

BALANCED SCORECARD
MASTER CLASS TRAINING
SESSION A.

Vision, Mission, Destination,

Strategy and BSC Alignment
Leadership,
Comitment in
Becoming an
SPFO

April 1 3, 2014
Park Lane Hotel, Jakarta
PT. GML PERFORMANCE CONSULTING
Head Office:
Artha Gading Niaga Blok B No. 24 25 Jl.Bulevar Artha Gading, Kelapa Gading Barat, Jakarta
14240. Phone : +62 21 4585 0861 ( Hunting ), Fax :+62 21 4585 0862 Email :
gml@knowcap.co.id
Branch Office :
Surabaya, Wisma BII Jl. Pemuda no.60-70 lt.7 Ruang 716 Surabaya 60271
Phone :+62 31 5355633 fax :+62 31 5355622. Email :
gmlsurabaya@gmlperformance.co.id
Medan, Jl. Imam Bonjol No.16DGedung Mandiri Lt.2 Medan 20112
Phone :+62 61 77828359/30002345, Fax :+62 61 732 5926 Email :
gmlmedan@gmlperformance.co.id
www.gmlperformance.com

This document is strictly confidential and intended solely for the information of the client to whom it addressed
No part of this document may be reproduced without prior written from the client and GML

ABOUT THE FACILITATOR

TATA GRAHA

PLEASE BE ON TIME!!!
4

BSC MASTER CLASS

Module

Topic

Session A

Vision, Mission, Destination, Strategy and BSC Alignment

Sustainable competitive edge in the 21 Century
5 Phases in Strategy and Performance Management Cycle
Vision, Mission & values
Blueprint of Strategy Develoopment Process

Session B

Strategy Mapping, Value Proposition, KPIs, CSFs, Initiatives , CharterS

Framework in Strategy Mapping
3 Types of Strategy Map based on Value Proposition
3 Types of KPIs
Aligning Critical Success Factors and Initiatives

Session C

Cascading Corporate/Company BSC

Cascading Framework
Steps in Cascading to Division
Vertical Aligment Matrix

BSC MASTER CLASS

Module

Session D

Session E

Session F

Topic
Horizontal Alignment, Individual Alignment, Intagible Asset Alignment
Horizontal Alignment Matrix
Service Level Agreement
Individual Performance Alignment
Intangible Asset Alignment

Operationalizing your Strategy

Prioritizing your Strategic Initiatives
Initiative Charter
Aligning Strategic and Operational Budgetting
Enterprise Initiative Management

Risk Management and Change Management

Different Categories of Risk
Integrating Strategy, Risk and Performance Management
Change Management Pitfalls in BSC implementation
Change Management Tips

SESSION A : SUSTAINABLE COMPETITIVE

ADVANTAGE IN 21ST CENTURY

Leadership,
Comitment in
Becoming
an SPFO

SUSTAINABLE SUCCESSFULL COMPANY

A company is sustainable only if it delivers balanced superior
value to win the heart and mind of its three most important
markets i.e .: Commercial Market, Competence Market and
Capital Market.

People

Shareholder

Customer

BALANCE
The Value Enterprise, J. Donovan; R. Tully; B. Wortman.

EXECUTION OF STRATEGY HAS

BECOME
THE CORPORATE CHALLENGE OF OUR
TIMES!
The greatest strategy is doomed if its implemented badly
Bernard Reimann

Less than 10% of strategies effectively formulated are

effectively executed
Fortune Magazine

The problem is that our ages fascination with strategy and

vision feeds the mistaken belief that developing the right
strategy will enable a company to rocket past competitors.
In reality, strategy is less than half the battle. .. In the
majority of cases we estimate 70% the real problem isnt
[bad strategy]. Its bad execution.
Why CEOs Fail
Ram Charan and Geoffrey
Colvin Fortune (6/21/99)

FIVE PHASES IN STRATEGY AND

PERFORMANCE MANAGEMENT

Leadership
Commitme
nt in
Becoming
an SPFO

10

SESSION 1: ALIGNING VISION, MISSION, DESTINATION,

STRATEGY AND BSC

Leadershi
p
Commitm
ent in
Becoming
an SPFO

11

GAP 1. NO STRATEGY, NO PERFORMANCE

MANAGEMENT
Great Place to
Work?

Great Place to
Shop?

Great Place to
Invest?

GAP

12

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
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

13

GAP 3. NO LINKAGE BETWEEN STRATEGY & PERFORMANCE

MANAGEMENT
Great Place to
Work

Great Place to
Shop

Great Place to
Invest

Reward
System
s
INDIVIDUAL OBJECTIVES
What I should do

GAP
STRATEGY
Sets of different or better game plan to achieve our Destination
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
14

BSC BRIDGES THE GAP BETWEEN STRATEGY

AND ACTIONS
Great Place to
Work

Great Place to
Shop

Great Place to
Invest

Aligned
Reward
System
s
INDIVIDUAL OBJECTIVES
What I should do
OPERATIONAL GOALS & INITIATIVES
What we should do
BALANCED SCORECARD
Our primary measure of succes & action plan
STRATEGY
Sets of different or better game plan to achieve our Destination
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

15

Understanding
Vision, Mission & Value
Statement

16

John F. Kennedy Vision...

Kennedy first made the goal for landing a man on the moon in speaking to
a Joint Session of Congress on May 25, 1961, saying:

"First, I believe that this nation should commit itself to

achieving the goal: before this decade is out, of landing a man
on the Moon and returning him back safely to the earth.

JFK was assasinated in 1963

Men landed on the Moon on July 20, 1969.

17

VISI DAN MISI

Apa Usaha Kita?

Kita Ingin Menjadi

Apa?

Pertanyaan Misi Menjawab

Pertanyaan

Pertanyaan Visi Menjawab

Pertanyaan

18

DEFINISI

19

HUBUNGAN ANTARA VISI, STRATEGI,

PERENCANAAN, DAN ANGGARAN

20

MANFAAT VISI, MISI DAN NILAI DASAR

o

Membawa orang bersama-sama ke dalam mimpi yang sama.

Mengkoordinasikan berbagai pekerjaan yang dilakukan oleh orang yang

berbeda.

Membantu setiap orang dalam mengambil keputusan.

Menjadi landasan perencanaan bisnis.

Menantang bagi yang berada di posisi mapan untuk melakukan inovasi.

Mampu menyelaraskan perilaku yang tidak sesuai menjadi lebih jelas.

The best way to predict the future is

to invent it.
Alan Kay, scientist, inventor

21

Elements of Effective
Vision & Mission
Statements

22

PERNYATAAN MISI ORGANISASI

o Misi menyatakan tujuan atau
alasan keberadaan organisasi
yang paling utama secara eksplisit.
o Misi menyatakan secara eksplisit
atau implisit segmen pasar
pelanggan yang disasar.
o Misi menyatakan produk atau jasa
utama yang digarap.
o Misi menyatakan keyakinan,
asumsi, nilai (budaya) yang dianut.
o Misi dikomunikasikan terutama
untuk stakeholders eksternal
(pelanggan, supplier, dan
masyarakat umum) dan berikutnya
baru ke stakeholders internal
(pemegang saham, karyawan, dan
lain-lain).

A 19th CENTURY US SHIPYARD

MISSION
We shall build good ships.
At a profit, if we can.
At a loss, if we cannot.
But always good ships.
GENERAL MOTORS MISSION
G.M. is a multinational corporation
engaged in socially responsible
operations, worldwide. It is dedicated
to provide products and services of
such quality that our customers will
receive superior value while our
employees and business partners will
share in our success and our
stockholders will receive a sustained
superior return on their investment.

23

PERNYATAAN VISI ORGANISASI

o Keberhasilan masa depan yang
diinginkan.
o Fokusnya adalah jangka panjang.
o Merupakan inisiatif pendirinya, CEO,
pemimpin, namun mempunyai
dukungan dari semua karyawan.
o Sebagai tanggapan dari evaluasi
mereka terhadap ancaman dan
peluang.

Disneys VISION:
Creating a place where people
can feel like kids again.

o Hal tersebut berdasarkan kepada

keinginan/mimpi pribadi,
kemampuan, sifat pribadi, nilai-nilai
yang dianut, serta sumberdaya.
o Dikomunikasikan khususnya kepada
stakeholder internal (karyawan dan
shareholders).
o Susah dirubah (10, 20, bahkan 50
tahun).

Coca-Colas VISION:
A Coca-Cola within arms reach
of everyone in the world.

24

VISI DAN MISI

ORGANISASI NON PROFIT
BILOXI AIDS SERVICE ORGANIZATION
VISI
Tujuan akhir kami adalah menciptakan dunia tanpa HIV/AIDS

MISI
Misi dari AIDS Service Organization adalah membantu orang yang
terkena atau merasakan dampak dari HIV/AIDS dengan memastikan
terpenuhinya dukungan nutrisi dan kesehatan untuk meningkatkan
kualitas hidup mereka.

25

SLOGAN ATAU MISI?

Slogan adalah seperti di bawah ini:

We are customer obsessed.

All students can learns;
all students can achieve, always.
o

Slogan seperti di atas fokus untuk memberi perhatian, tidak

mengkomunikasikan alasan keberadaan suatu organisasi.

Mengapa organisasi tersebut terobsesi kepada pelanggan?

Slogan tidak memiliki kekuatan jangka panjang seperti Misi.

26

PERNYATAAN DESTINASI

o Adalah suatu snapshot dari apa yang diharapkan dalam

Visi dan Misi untuk jangka waktu 3-5 tahun.
o Merupakan suatu perjalanan untuk mencapai Visi.
o Pernyataan harus tangible dan nyata.
o Beberapa elemen adalah angka nyata (e.g. market share,
sales) sedangkan yang lainnya dapat dijelaskan secara
deskriptif.
Adapted from 2CG Conference, 2004

27

VISION MISSION TO
DESTINATION

By end of 2009,
we will achieve the following:
Total integrated sales of: USD xx
No. 1 Market share leader in Indonesia

OUR VISION AND MISSION:

To become the leading family and
business security-service provider in
Asia by providing first class services
to our customers through our first
class, motivated team in order to
deliver first class return of investment
to our shareholders.

Profitable operations in Singapore, Malaysia,

and 3 other select countries

Customer Satisfaction Index higher than

competitors in all aspects
Deduction rate of less than USD XX per customer
Full implementation of:
Performance Management and Reward
systems for all employees
World-class people development, career and
succession planning
Positive EVA

28

VISION MISSION TO DESTINATION

Leading family and business security-service provider PT. Sekurindo
memutuskan hanya akan berfokus pada produk security related, dan tidak akan
masuk ke bisnis lain di luar core competence mereka.
in Asia Sejalan dengan akan berakhirnya beberapa kontrak besar di tahun
2009, PT. Sekurindo perlu siap untuk mendiversifikasi usaha mereka untuk
mempertahankan pertumbuhan dengan memasuki pasar regional.
first class services to our customers PT. Sekurindo menyadari bahwa
mereka harus meningkatkan pelayanan kepada pelanggan mereka kalau ingin
mempertahankan pelanggan tersebut seiring dengan pertumbuhan persaingan
dan berkurangnya jaringan dengan penguasa. Pelayanan yang baik juga dapat
mengurangi biaya terkait dengan penalti yang cukup tinggi dari pelanggan.
motivated team PT. Sekurindo percaya bahwa pelayanan yang baik
kepada pelanggan tidak akan mungkin tercapai secara berkesinambungan tanpa
karyawan yang termotivasi.
first class return of investment to our shareholders Dengan segala
tantangan yang ada, PT. Sekurindo berkomitmen untuk mengembalikan investasi
yang tinggi kepada pemegang saham.

29

BUDAYA, NORMA, DAN NILAI

Tujuan pembuatan kalimat
Pernyataan Nilai Dasar
sebenarnya adalah untuk
menormakan keyakinan
yang harus dipegang dan
dilakukan oleh semua karyawan

Beda Norma dan NIlai:

Norma: - hal-hal yang menurut hukum boleh atau tidak boleh dilakukan.
- bersifat formal dan tertulis.

Nilai:

- cermin dari kepribadian, keyakinan seseorang yang berkaitan

dengan hal-hal yang boleh dan tidak boleh dilakukan.
- tidak bersifat formal dan tidak tertulis

30

BCA FINANCES VALUE

STATEMENTS

31

External
Analysis
Environment
Threat &
Opportunity

Monitoring
Monitoring
and
and
Realigning
Realigning

Internal
Analysis

VISION

Organizatio
n Strength
&
Weaknesses

Destination
Statement
Strategy
Development by
Management

Key
Performance
Indicator

Corporate Strategy
Mapping

Strategic
Initiatives

Key
Performanc
e Indicator

Business and
Function Unit
Strategy Mapping

Strategic
Initiatives

BLUEPRINT
PATH STRATEGY
AND
PERFORMANCE
EXECUTION
EXCELLENCE
(SPEX2)

Individual
Scorecard
Development

Operatio
Operatio
nal
nal
Executio
Executio
n
n

Organizati
Organizati
on
on
Alignment
Alignment

Strategy
Strategy
Mapping
Mapping

Strategy
Strategy
Formulation
Formulation

MISSION

Key
Performanc
e Indicator
Evaluation

Resources Planning &

Alocation

Project Management
Policy

Initiative
Implementation &
Monitoring

Risk Management Policy

Strategy
Evaluation
(Corporate & Unit)
Individual Scorecard
Evaluation (Performance
Appraisal)

Initiative
Evaluation
Human Resources
Management Policy

Copyright 2011, GML Performance Consulting. All Rights32

Reserved

TOWS MATRIX
STRENGTHS (S)

OPPORTUNITIES (O)

THREATS (T)

WEAKNESSES (W)

SO STRATEGY
Using strengths to take
advantage of the
opportunities

WO STRATEGY
To minimize
weaknesses in order to
take advantage of the
opportunities

ST STRATEGY
Using strengths to deal
with
The external
environmental threats

WT STRATEGY
To minimize both
weaknesses and
external
threats

33

MATCHING KEY FACTORS TO FORMULATE

ALTERNATIVE STRATEGIES
Key Internal Factor

Key External Factor

Resultant Strategy

34

Example: Tows Analysis Of

Securicor

35

KERANGKA VISI, MISI, DAN PERNYATAAN

NILAI DASAR

36

A real decision is measured by the fact

that youve taken a new action.
If theres no action,
you havent truly decided.
Tony Robbins

37

38