BSC Master Class For PLN Sesi 1

Workshop on :
BALANCED SCORECARD
MASTERCLASS TRAINING
(Sesi 1)
Copyright ©
GML Performance Consulting. All Rights Reserved
ABOUT THE FACILITATOR
Djunaidi Baharudin
• Chief of Strategy and Execution Solutions of GML Performance Consulting
• Management consultant specializing on Performance Measurement,
BSC-Based Strategic Planning and Business process Management
• Master of Business Administration from PPM School of Business & Management
• International Certified in Balanced Scorecard, from BSC Institute & George Washington
University
• Facilitator for Certified Human Resources Program Executive (CHRPE), BSC Master Class
Training, Certified Strategy Execution Professional (CSEPR), Strategic Initiative
Management Office (SIMO)
• Extensive professional experience in strategic management and applying BSC in various
industries , public and private sector
• Extensive professional experience in Industrial research/ survey of various product/
services and customer / employee satisfaction & loyalty
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BALANCED SCORECARD
MASTER CLASS TRAINING
1 SESSION A.
Strategy
Development Vision, Mission, Destination, Strategy
and BSC Alignment
5 2 April 5 , 2021
Monitor, Learn Strategy 09.30 – 12.00 WIB
& Adapt Mapping
Leadership, Comitment
in Becoming an SPFO
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 :
4 3 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
Operational Organization Medan, Jl. Imam Bonjol No.16DGedung Mandiri Lt.2 Medan 20112
Planing Aligment 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
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Ground Rules untuk Peserta Workshop
BSC Master Class
1. Gunakan nama asli peserta pada akun Zoom masing-masing agar
mempermudah komunikasi dengan Fasilitator.
2. Selama Fasilitator menjelaskan materi, peserta diharapkan tidak
mengaktifkan audionya atau pilih opsi ‘mute’ speaker.
3. Peserta dapat mengaktifkan audionya kembali (unmute) jika Fasilitator
mempersilahkan peserta untuk bertanya atau membuka sesi diskusi.
4. Maksimalkan fitur ‘Chat’ untuk menghubungi admin jika membutuhkan
bantuan terkait hal teknis dalam workshop.
5. Peserta diharapkan menggunakan Laptop saat mengikuti workshop
sehingga transfer materi /file untuk aktifitas selama workshop serta
‘share screen’ oleh peserta jika diperlukan, dapat dilakukan dengan
efektif.
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BSC MASTER CLASS
Module Topic
Vision, Mission, Destination, Strategy and BSC Alignment

• Sustainable competitive edge in the 21 Century
Session A • 5 Phases in Strategy and Performance Management Cycle
• Vision, Mission & values
• Blueprint of Strategy Development Process
Strategy Mapping, Value Proposition, KPIs, CSFs, Initiatives Chaters

• Framework in Strategy Mapping
Session B • 3 Types of Strategy Map based on Value Proposition
• 3 Types of KPIs
• Aligning Critical Success Factors and Initiatives
Cascading Corporate / Company BSC

• Cascading Framework
Session C
• Steps in Cascading to Division
• Vertical Alignment Matrix
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BSC MASTER CLASS
Module Topic
Horizontal Alignment, Service Level Agreement, and Individual Alignment

• Horizontal Alignment Matrix
Session D
• Service Level Agreement
• Individual Performance Alignment
Operationalizing your Strategy

• Prioritizing your Strategic Initiatives
Session E
• Initiative Charter
• Aligning Strategic and Operational Budgeting
• Enterprise Initiative Management
Risk Management and Change Management

• Different Categories of Risk
Session F • Integrating Strategy, Risk and Performance Management
• Change Management Pitfalls in BSC implementation
• Change Management Tips
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SESSION A : SUSTAINABLE COMPETITIVE ADVANTAGE IN 21ST CENTURY
1
Strategy
Development
5 2
Monitor, Learn &
Strategy Mapping
Adapt
Leadership, Comitment in
Becoming
an SPFO
4 3
Operational Organization
Planing Aligment
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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.
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EXECUTION OF STRATEGY HAS BECOME
THE CORPORATE CHALLENGE OF OUR TIMES!
“The greatest strategy is doomed if it’s implemented badly”

Bernard Reimann
“Less than 10% of strategies effectively formulated are effectively executed”

Fortune Magazine
“The problem is that our age’s 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 isn’t [bad strategy]…. It’s bad execution.”
Why CEO’s Fail
Ram Charan and Geoffrey
Colvin Fortune (6/21/99)
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FIVE PHASES IN STRATEGY AND
PERFORMANCE MANAGEMENT
1.
Strategy
Development
5. 2.
Monitor,
Strategy
Learn & Leadership Mapping
Adapt Commitment
in Becoming
an SPFO
4. 3.
Planning Alignment
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SESSION 1: ALIGNING VISION, MISSION, DESTINATION, STRATEGY
AND BSC
1.
Strategy
Development
5. 2.
Monitor,
Strategy
Learn & Leadership Mapping
Adapt Commitment
in Becoming
an SPFO
4. 3.
Planning Alignment
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GAP 1. NO STRATEGY, NO PERFORMANCE MANAGEMENT
Great Place Great Place Great Place

to Work? to Shop? to Invest?
GAP
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GAP 2. PLENTY OF STRATEGY, NO EXECUTION MONITORING PLAN

to Work? to Shop? 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”
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GAP 3. NO LINKAGE BETWEEN STRATEGY & PERFORMANCE MANAGEMENT

to Work to Shop to Invest
Reward
Systems
INDIVIDUAL OBJECTIVES
“What I should do”
GAP
STRATEGY
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BSC BRIDGES THE GAP BETWEEN STRATEGY AND ACTIONS

to Work to Shop to Invest
Aligned
Reward
Systems
INDIVIDUAL OBJECTIVES
“What I should do”
OPERATIONAL GOALS & INITIATIVES
“What we should do”
BALANCED SCORECARD
“Our primary measure of succes & action plan”
STRATEGY
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Understanding
Vision, Mission, & Value
Statement
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TRAC’s VISION AND MISSION
What Business We Are In
Layanan transportasi darat yang berfokus pada jasa penyewaan & pengelolaan kendaraan serta
pengemudi
(Land transportation provider focusing on car rental services and driver management)
Mission
Memuaskan pelanggan kami dengan menyediakan jasa berkualitas baik yang memenuhi standar
tertinggi dari kepuasan pelanggan dan karyawan, serta berusaha meningkatkan nilai pemegang saham
“To satisfy our customer by providing good quality of services with the highest standard of customer and
employee satisfaction, and strive to increase shareholder value”
Vision
Menjadi perusahaan berkelas dunia di bidang jasa transportasi darat
To be the world class company in land transportation services.
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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.
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VISI DAN MISI
“Apa Usaha Kita?” “Kita Ingin Menjadi Apa?”
Pertanyaan Misi Menjawab Pertanyaan Visi Menjawab

Pertanyaan Pertanyaan
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DEFINISI
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HUBUNGAN ANTARA VISI, STRATEGI,
PERENCANAAN, DAN ANGGARAN
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MANFAAT VISI, MISI DAN NILAI DASAR
o Membawa orang bersama-sama ke dalam mimpi yang sama.

o Mengkoordinasikan berbagai pekerjaan yang dilakukan oleh orang yang
berbeda.
o Membantu setiap orang dalam mengambil keputusan.
o Menjadi landasan perencanaan bisnis.
o Menantang bagi yang berada di posisi mapan untuk melakukan inovasi.
o Mampu menyelaraskan perilaku yang tidak sesuai menjadi lebih jelas.
“The best way to predict the future is

to invent it.”
Alan Kay, scientist, inventor
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Elements of Effective
Vision & Mission
Statements
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PERNYATAAN MISI ORGANISASI
o Misi menyatakan tujuan atau alasan

keberadaan organisasi yang paling A 19th CENTURY US SHIPYARD MISSION
utama secara eksplisit.
We shall build good ships.
o Misi menyatakan secara eksplisit atau
At a profit, if we can.
implisit segmen pasar pelanggan yang
disasar. At a loss, if we cannot.
o Misi menyatakan produk atau jasa But always good ships.
utama yang digarap.
GENERAL MOTORS MISSION
o Misi menyatakan keyakinan, asumsi,
“G.M. is a multinational corporation
nilai (budaya) yang dianut.
engaged in socially responsible operations,
o Misi dikomunikasikan terutama untuk worldwide. It is dedicated to provide
stakeholders eksternal (pelanggan, products and services of such quality that
supplier, dan masyarakat umum) dan our customers will receive superior value
berikutnya baru ke stakeholders internal while our employees and business partners
(pemegang saham, karyawan, dan lain- will share in our success and our
lain). stockholders will receive a sustained
superior return on their investment.
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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. Disney’s VISION:
“To be oneaofplace
“Creating the world’s leading
where people
o Sebagai tanggapan dari evaluasi mereka
terhadap ancaman dan peluang. producers andkids
can feel like providers
again.”of
entertainment and information”
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 Coca-Cola’s VISION:
shareholders). “A Coca-Cola within arm’s reach
o Susah dirubah (10, 20, bahkan 50 tahun). of everyone in the world.”
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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.”
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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.
o Mengapa organisasi tersebut terobsesi kepada pelanggan?
o Slogan tidak memiliki kekuatan jangka panjang seperti Misi.
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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
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VISION MISSION TO DESTINATION
By end of 2030,
we will achieve the following:
Total integrated sales of: USD xx
No. 1 Market share leader in Indonesia
Profitable operations in Singapore, Malaysia, and 3
other select countries
OUR VISION AND MISSION:
•Customer Satisfaction Index higher than competitors
To become the leading family and in all aspects
business security-service provider in Asia •Deduction rate of less than USD XX per customer
by providing first class services to our
Full implementation of:
customers through our first class, •Performance Management and Reward systems
motivated team in order to deliver first for all employees
•World-class people development, career and
class return of investment to our succession planning
shareholders.
Positive EVA
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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.
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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
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BCA FINANCE’S VALUE STATEMENTS
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MISSION
Strategy Formulation
External Analysis VISION Internal Analysis
Organization
BLUEPRINT PATH
Destination Statement
Environment Threat
& Opportunity
Strength &
Weaknesses
STRATEGY AND
Strategy Development by
Management PERFORMANCE
EXECUTION
Mapping
Strategy
Key Performance Strategic

Indicator Corporate Strategy Mapping Initiatives EXCELLENCE
Key Performance Business and Function Strategic
(SPEX2)
Organization
Alignment
Indicator Unit Strategy Mapping Initiatives
Individual Scorecard
Development
Resources Planning &

Operational
Project Management Policy

Execution
Alocation
Initiative Implementation &

Risk Management Policy
Monitoring
Key Performance Strategy Evaluation Initiative

Monitoring
Realigning
Indicator (Corporate & Unit) Evaluation

and
Evaluation
Individual Scorecard Evaluation Human Resources
(Performance Appraisal) Management Policy
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Copyright © 2011, GML Performance Consulting. All Rights Reserved
TOWS MATRIX
STRENGTHS (S) WEAKNESSES (W)
SO STRATEGY WO STRATEGY
Using strengths to take To minimize weaknesses in
OPPORTUNITIES (O) advantage of the order to take advantage of
opportunities the opportunities
WT STRATEGY
ST STRATEGY
To minimize both
Using strengths to deal with
THREATS (T) weaknesses and
The external environmental
external
threats
threats
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MATCHING KEY FACTORS TO FORMULATE
ALTERNATIVE STRATEGIES
Key Internal Factor Key External Factor Resultant Strategy
20% annual growth in the

Excess working capital
+ cell phone industry = Acquire Cellfone, Inc.
(strength)
(opportunity)
Exit of two major foreign

Insufficient capacity Pursue horizontal integration by
+ competitors from the =
(weakness) buying competitor's facilities
industry (opportunity)
Decreasing numbers of Develop new products

Strong R&D (strength) + =
young adults (threat) for older adults
Poor employee morale Strong union activity Develop a new employee

+ =
(weakness) (threat) benefits package
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Example: Tows Analysis Of Securicor
STRENGTHS WEAKNESSES
Memiliki Sales Force/ Customer Pemenuhan SLA yang rendah
Service team yg relatif kuat
Hubungan yang baik dengan Manajemen memiliki

Gov’t Linked Companies international exposure yang
Financial reserve yang kuat rendah
Sistem training yang belum
optimal
OPPORTUNITIES SO STRATEGIES WO STRATEGIES
Pertumbuhan ekonomi Merintis sales di negara pilihan Meningkatkan SLA dengan
negara tetangga yang baik (kondusif) dengan saler reps program-program fokus utk
Deregulasi berkaitan strategi
Membangun joint-operations/ major clients
Mengirim manajemen
AFTA/WTO di berbagai akuisisi di negara pilihan mengikuti regional tradeshows
negara untuk membangun
international network
Pertumbuhan industri
security yang masih tinggi di
dalam negeri
THREATS ST STRATEGIES WT STRATEGIES
Stabilitas politik dalam Memperbaiki strategi sales force Melakukan people
negeri yang mempengaruhi dan customer service utk development yang lebih
hubungan dengan GLC menerapkan CRM dengan Gov consultative kepada sales
Linked Companies force dan engineers untuk
menangkal ancaman harga
Semakin banyak pemain
asing memasuki industri
Ilegal produk memasuki
industri dengan harga murah
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KERANGKA VISI, MISI, DAN PERNYATAAN NILAI
DASAR
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“A real decision is measured by the fact
that you’ve taken a new action.
If there’s no action,
you haven’t truly decided.”
Tony Robbins
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Workshop on :

Vision, Mission, Destination, Strategy and BSC Alignment

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

Cascading Corporate / Company BSC

Horizontal Alignment, Service Level Agreement, and Individual Alignment

Operationalizing your Strategy

Risk Management and Change Management

A company is sustainable only if it delivers balanced superior value to win

People Shareholder Customer

“The greatest strategy is doomed if it’s implemented badly”

“Less than 10% of strategies effectively formulated are effectively executed”

Great Place Great Place Great Place

Great Place Great Place Great Place

Great Place Great Place Great Place

Great Place Great Place Great Place

JFK was assasinated in 1963

Men landed on the Moon on July 20, 1969.

“Apa Usaha Kita?” “Kita Ingin Menjadi Apa?”

Pertanyaan Misi Menjawab Pertanyaan Visi Menjawab

o Membawa orang bersama-sama ke dalam mimpi yang sama.

“The best way to predict the future is

o Misi menyatakan tujuan atau alasan

o Keberhasilan masa depan yang

BILOXI AIDS SERVICE ORGANIZATION

Slogan adalah seperti di bawah ini:

“We are customer obsessed.”

o Slogan seperti di atas fokus untuk memberi perhatian, tidak

o Adalah suatu snapshot dari apa yang diharapkan dalam

o Merupakan suatu perjalanan untuk mencapai Visi.

o Pernyataan harus tangible dan nyata.

o Beberapa elemen adalah angka nyata (e.g. market share,

Adapted from 2CG Conference, 2004

Tujuan pembuatan kalimat

Beda Norma dan NIlai:

Key Performance Strategic

Indicator Unit Strategy Mapping Initiatives

Resources Planning &

Project Management Policy

Initiative Implementation &

Key Performance Strategy Evaluation Initiative

Indicator (Corporate & Unit) Evaluation

STRENGTHS (S) WEAKNESSES (W)

20% annual growth in the

Exit of two major foreign

Decreasing numbers of Develop new products

Poor employee morale Strong union activity Develop a new employee

Hubungan yang baik dengan Manajemen memiliki

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