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The Balanced Scorecard 21 languages 17 languages Ide tentang BSC diinisiasi oleh Robert S. Kaplan dan David P. Norton di Harvard Business Review tahun 1992 dalam artikel berjudul “Balanced Scorecard-Measures that Drive Performance”.

Success Story Bob Mc. Cool became head of Mobil NAM&R in 1992 when the past performance was not acceptable. Mobil launched its Balanced Scorecard project in 1994. From 1994 to 1998. The productivity strategy created a 20 -percent reduction in the cost of refining, marketing, and delivering a gallon of gasoline. The growth strategy, with its new value proposition for targeted segments, produced increased customer satisfaction led to increased revenue that exceeded industry averages by more than 2 percent per year.

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Research finding Balanced Scorecard — Strategic Measures That Drive Performance

Balanced Scorecard A set of performance targets and results that show an organization’s performance in meeting its responsibilities to various stakeholders. Employee Stakeholder Group Investor Stakeholder Group

Balance Scorecard Perspectives Financial Perspective • • Objectives Key Performance Indicators Targets Initiatives Customer Perspective • • Internal Process Perspective STRATEGY Objectives Key Performance Indicators Targets Initiatives Learning & Growth Perspective • • Kaplan and Norton, 1996 Objectives Key Performance Indicators Targets Initiatives • • Objectives Key Performance Indicators Targets Initiatives

Financial Perspective • What is Financial Strategy? [to satisfy shareholders] üProductivity strategy § Improve cost structure/yields § Increase asset utilization üGrowth strategy § Expand revenue opportunities § Enhance customer Value • How to reach the financial goals?

Performance Measures in Financial Perspective • Return on investment • Economic value added • Sales growth rate by segment • Percentage revenue from new product, service, or customer • Share targeted customer an account • Cross-selling • Customer and product line profitability • Revenue/employee • Cost reduction rate • Unit cost • Payback • Return on Capital Employed • Working capital ratios (cash-to-cash cycle)

Customer Perspective • Information about market & customer Customer selection, acquisition, retention & growth • Who are profitable customers? — Target Segmentations • What do they need? [same as the thing we serve them] — Customer Values Propositions (e. g. QSC&V – quality, services, cleanliness, and value)

Performance Measures in Customer Perspective • Market Share: Reflects the proportion of business in a given market (in term of number of customer, dollar spent, or unit volume sold) that a business unit sells. • Customer Acquisition: Measures, in absolute or relative, the rate at which a business unit attracts wins new customers or business. • Customer Retention: Measures, in absolute or relative, the rate at which a business unit retains or maintains ongoing relationships with its customers. • Customer Satisfaction: Assesses the satisfaction level of customers along specific performance criteria within the value proposition. • Customer Profitability: Measures the net profit of a customer, after allowing for the unique expenses required to support customer.

Internal Process Perspective • In order to serve customers’ need and satisfy other stakeholders, what process the organization need to be excellent. – The nature of the customer value proposition determines the kind of internal processes • How to build excellent process to serve customer and other stakeholders.

Internal Process Perspective § Production Management Processes § Customer Management Processes § Innovation Processes § Regulatory & Social processes

Operations management processes • Developing and sustaining supplier relationships • Producing products and services • Distributing and delivering products and services to customers • Managing risks

Learning & Growth Perspective • What competencies the organization need in order to obtain or sustain competitiveness? – Competencies’ Gap Analysis • How to fill the gap between ‘what organization what to be’ and ‘its current position’ – Competencies, Employee Satisfaction and Retention – Management Information System – Corporate Culture and Motivations

Learning & Growth Perspective • Human Capital—Employees' skills, talent, and knowledge. • Organization Capital—Culture, leadership, employee alignment, teamwork, and knowledge management • Information Capital—Databases, information systems, network, and technology infrastructure

Performance Measures in Learning & Growth Perspective • • Employee satisfaction Employee retention/turnover rate Employee productivity Information system availability Organizational Climate Index Personal Goals Alignment Index Staff development

Key Performance Indicators • • Derived from strategy Clearly defined/explicit purpose Mixed performance driver and outcome measures Optimum number of measures (from 15 to 25 measures) • Construct Strategy Map (causal model—cause-andeffect relationships)

Characteristics of good performance indicators • • Relevant Accurate Understandable To measure things that can be measured within certain time. • Comprehensive VS The main things

How to set targets • Stretch Target – Benchmarking – Stakeholders requirement – Capacity • Incremental Target – Comparing with baseline/last year • Baseline Target – Natural number/Normal rate

Balance Scorecard: How is it “balanced” • • • ? Financial VS Non-financial measures Tangible VS Intangible assets Long-term VS Short-term Goals Internal VS External Perspective Performance Drivers VS Outcomes • Cause-and-effect relationships

Contribution of BSC • Provide information to management and create accountability • Influence behaviours • Facilitate development (learn and adapt) • Achieve goal congruence and make a system self-correcting • Encourage continuous improvement

How to use the Balanced Scorecard Strategic Measurement Systems Framework for Implementing Strategy Strategic Management System

BSC Strategic Measurement Systems Strategy Key Performance Indicators Targets

BSC Framework for Implementing Strategy KPIs & Targets Initiatives & Resources

BSC Strategic Management System Strategy BSC & KPIs Strategic Initiatives & Resources Implementation Yearly Strategic Learning Quarterly Performance Report

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