PETA STRATEGI

Yassierli, PhD
Email : yassierli@mail.ti.itb.ac.id

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Yassierli, PhD (Hp. 0813 22706598)

Staf Pengajar Teknik Industri ITB

Staf Ahli, People & Organization Dev. Center ITB (www.pmo.itb.ac.id)
PhD in Industrial & Systems Engineering, Virginia Tech USA 2005
Adjunct Faculty, Industrial & Systems Engineering, Virginia Tech USA, 2006
Bidang Keahlian: Manajemen Strategis, Business Process Improvement, Sistem
Manajemen SDM, Evaluasi Organisasi, Ergonomi dan Sistem Manajemen K3
Pengalaman konsultasi: PT. Kaltim Prima Coal, PT. INCO, PT. Total Indonesie, PT.
Pertamina E&P, PT. Elnusa Tbk, PT. Halliburton, PT. Medco E&P, PT. Latinusa, PT.
Taspen Persero, Komisi Pemberantasan Korupsi (KPK), PT. PLN Engineering, PT.
Antam Tbk, PT. Pertamina (Persero), PT. Thiess Indonesia, PT. Unilever
Indonesia, PT. Arutmin Indonesia, Pertamina Geothermal Energy (PGE), PT.
Pertamina Gas, Bank Indonesia, PD. Dumai Bersemai, BOB – PT. PHE & PT. BSP,
Rumah Sakit CiptoMangunkusumo, Rumah Sakit Wahidin Sudirohusodo, PT PJB,
PT PJBS, PT Bredereo Shaw, PT BSP, PT Indonesia Power, PT PLN Enjiniring, PT
Pertamina Drilling Service Indonesia, PT PLN

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The Balanced Scorecard (BSC)?
Dikembangkan awal 90s oleh Robert Kaplan & David Norton
• The Balanced Scorecard (1996)
• Strategy Focused Organization (2001)
• Strategy Maps (2004)
• Alignment (2006)
• Execution Premium (2008)
Keunggulan BSC:
• Permasalahan ukuran kinerja finansial:
• Tidak terkait dengan strategi, kinerja masa lalu, tidak
prediktif
• Financial reporting systems provided no foundation
for measuring and managing value created by
intangible assets (Kaplan & Norton)
• Performance measures into Performance management
system and Strategic management system
• Translating Strategy Into Action
• Converting intangible assets into tangible outcomes

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Kerangka Sistem Manajemen Strategis berbasis BSC

Mission
Why we exists
Values
What is important to us
Vision
What we want to be
Strategy
Our game plan

Strategy Map
Translate the Strategy

KPI Scorecard
Measure and Focus

Target and Initiative

What we need to do
Personal Objective
What I need to do

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Tahapan Awal BSC (1990an)

• Pertahankan ukuran-ukuran keuangan

• Tambahkan ukuran-ukuran kinerja non-Keuangan sebagai pemicu
(driver, lead indicator) kinerja keuangan yad

Learning & Growth Internal Process Customer Financial

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Keterkaitan antar 4 perspektif

Balanced Scorecard menyediakan rerangka untuk menerjemahkan visi dan strategi

menjadi tindakan operasional
Financial Perspective
To succeed Objectives Measures Targets Initiatives
financially, how
should we
appear to our
shareholders?

Customer Perspective Internal Process Perspective

To satisfy our
To achieve our Objectives Measures Targets Initiatives shareholders Objectives Measures Targets Initiatives
vision, how and customers,
should we Vision & what business
appear to our Strategy processes
customers? must we excel
at?

Learning & Growth Perspective

To achieve our
vision, how will Objectives Measures Targets Initiatives
we sustain our
ability to
change and
improve?

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Perkembangan BSC (2000an)

BSC menjadi strategic management system, bukan

sekedar performance management system

5 prinsip manajemen menjadi Strategy focused

organization:
1. Translate strategy to operational terms
2. Align the organization to the strategy
3. Make strategy everyone’s everyday job
4. Make strategy a continual process
5. Mobilize change through executive leadership
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What is Strategy?

Definisi praktis

• a series of hypotheses – “If I do this, then I will

get this ”

• the roadmap to living the mission statement and

achieving the vision statement

Kaplan & Norton

“Strategy is the language of the organization”

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Cause-Effect Relationship

Finance & Business Customer

“And we will keep/get more “Then the customers

business ”
will be delighted ”

Internal & Business People Development &

Processes Improvement

“Doing the right things ”

“If we have the right people ”

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 Strategic Theme: Advocacy

Deliver Value for Money

Permanency
Phy Safety
Meet Achieve Return on
Children Needs Advocacy
Hope

Meet Base Needs Sym Reduction

Family Needs

Grow Advocacy
Action

Improve
Advocacy
Planning

Strategy Maps
Develop Mission Critical
Environmental Scan

Monitor for
Excellence

Ensure Right Use Right

Person/Right Job Tools OUR WAY (Culture)

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Apa Strategy Maps?

“Strategy is a hypothesis …

The essence of implementing strategy is to have

hypotheses clearly understood in the organization,
to align resources with the hypotheses, to test the
hypotheses continuously and to adapt as required
in real time.

We refer these hypotheses as strategy maps”

Kaplan & Norton

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 Strategy Map
Process : Operation Management
Theme : Gr. Operating Efficiency Statement of
what strategy
F
Profit must achieve
and RONA and what’s Key action
critical to programs
its success required to
Grow Fewer The level of
Revenue Plane performance achieve
How success in or rate of objectives
achieving the improvement
C strategy will be needed
Attract and
Retain More
measured and
Customers tracked

On-time
Lowest
Service
Prices Objectives Measurement Target Initiative
On-ground time
I Fast 30 minutes
Ground Fast ground Cycle Time
Turnaround turnaround On-time Optimization
90%
departure

LG Strategic job
Ramp Agent

Strategic Systems
Crew Schedulling

Ground
crew alignment
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Strategy Map Template

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The Balanced Scorecard Adopted for a Government Organization

Stakeholder13Perspective
The Mission of the organization is to fulfill
Public Policy expectations

Customer Perspective Budget / Financial Perspective

“To achieve our mission, how must we look “If we succeed, how will we look to our
to our customers?” financial donors?”

Internal Perspective

“To satisfy our customers, financial donors and

mission, what business processes must we excel at?”

Learning & Growth Perspective

“To achieve our mission, how must our people learn,
communicate, and work together?”

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MEMBANGUN PETA STRATEGI

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 Langkah 1 : Menentukan Visi dan Misi

VISI KEMENTERIAN KESEHATAN

“MASYARAKAT SEHAT YANG MANDIRI DAN BERKEADILAN”

MISI KEMENTERIAN KESEHATAN 2010 2014

Untuk mencapai masyarakat sehat yang mandiri dan berkeadilan

ditempuh melalui misi sebagai berikut:

1. Meningkatkan derajat kesehatan masyarakat, melalui pemberdayaan

masyarakat, termasuk swasta dan masyarakat madani.
2. Melindungi kesehatan masyarakat dengan menjamin tersedianya
upaya kesehatan yang paripurna, merata, bermutu, dan berkeadilan.
3. Menjamin ketersediaan dan pemerataan sumberdaya kesehatan.
4. Menciptakan tata kelola kepemerintahan yang baik.

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 Langkah 2 : Menentukan Strategi dan Tujuan
Strategik Organisasi

• Yang menentukan arah dan kelangsungan hidup organisasi

• Harus diturunkan/mengacu pada Visi dan Misi perusahaan
• Menjawab tantangan strategis perusahaan saat ini untuk
mencapai visi yang telah ditentukan
• Dapat mengacu kepada analisis SWOT & TOWS
• Dirangkai dalam suatu atau beberapa tema:
Porter (1990): cost leadership vs. differensiasi
Product leadership
Productivity vs. revenue growth vs. Efficiency

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Linking Business to Strategy

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 Linking Finance to Strategy

Strategic Themes

Revenue Growth Cost Reduction/ Asset

and Mix Productivity Improvement Utilization
Sales growth rate by Revenue per employee Investment (% of sales)
segment R&D (% of sales)
Percentage revenue from new
product, services and
Grow customers
Share of targeted customers Cost versus competitors' Working capital ratios (cash
and accounts Cost reduction rates to- cash cycles)
Business Unit Cross selling Indirect expenses ROCE by key asset categories
Strategy Sustain Percentage revenue from (% of sales) Asset utilization rates
new applications
Customer and product line
profitability
Customer and product line Unit costs (per unit of output, Payback
profitability per transaction) Throughput
Harvest
Percentage unprofitable
customers

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Linking customer to strategy

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TOWS ANALYSIS
FOR BSC

Source: Lee, SF and Andrew Sai On

Ko, Managerial Auditing Journal,
15/1/2 2000

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 Langkah 3 : Penentuan Sasaran Strategik melalui Peta Strategi

MISI
MISI KEYAKINAN
PERUMUSAN DAN NILAI
STRATEGI DASAR
(STRATEGY TUJUAN
(GOALS)
FORMULATION)

STRATEGI

SASARAN STRATEGIK (STRATEGIC OBJECTIVES)

Perspektif Differentiation Strategy Low – Cost Strategy
Keuangan
Customer
Proses Bisnis/Intern
PERENCANAAN
STRATEGIK Pembelajaran & Pertumbuhan
(STRATEGIC
PLANNING) INISIATIF STRATEGIK (STRATEGIC INITIATIVES)
Perspektif Differentiation Strategy Low – Cost Strategy
Keuangan
Customer
Proses Bisnis/Intern
Pembelajaran & Pertumbuhan

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 Contoh Penentuan Sasaran Strategik melalui Peta Strategi
Misi Organisasi : “Kami menyediakan jasa layanan kesehatan berkualitas melalui kapabilitas dan komitmen sumber daya
manusia kami”

VISI
Menjadi institusi pilihan dalam bidang penyediaan jasa layanan kesehatan di Indonesia
Sasaran
Strategik TUJUANN (GOALS)
Pertumbuhan Jasa Unggul Teknologi SDM Profesional dan
Laba Unggul Berkomitmen
Perspektif Differentiation Strategy Low Cost Strategy

Keuangan Pertumbuhan ROI

Pertumbuhan Pendapatan Berkurangnya Biaya

Customer
Meningkatnya Quality
Kecepatan
Kepercayaan Relationship
Layanan
Customers Dengan Customers

Proses Meningkatnya Terintegrasikannya

State-of-the-art
Bisnis/intern Kualitas Proses
technology
Proses layanan
Layanan Customers Customers

Pembelajaran dan Meningkatnya Meningkatnya

Kapabilitas Komitmen
Pertumbuhan Personel Personel

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Perspektif Customer/Stakeholder

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Perspektif Proses Bisnis Internal

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Core measurements
• Employee productivity
• Employee satisfaction
• Employee retention
Enablers
• Staff competencies
• Technology infrastructure
• Climate for action/change
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