Manajemen Strategis - BSC (Balanced Scorecard)

Summary

This transcript explains the concept of the Balanced Scorecard (BSC), a strategic management tool developed by Kaplan and Norton. BSC highlights the importance of balancing financial and non-financial performance indicators to ensure long-term organizational success. The tool evolved from performance measurement to a comprehensive strategic management system, incorporating elements like customer satisfaction, internal processes, and employee growth. The transcript emphasizes the need for a strategy map to visualize organizational goals and aligns them with key performance indicators, ensuring sustainable success. It also addresses how BSC can be adapted for non-profit and governmental organizations.

Takeaways

• 😀 Balanced Scorecard (BSC) integrates vision, mission, values, and strategy to ensure long-term organizational success.
• 😀 The Balanced Scorecard was introduced by Kaplan and Norton in the 1990s to address shortcomings in traditional financial metrics.
• 😀 Financial metrics alone cannot predict long-term success, as demonstrated by many companies that thrived initially but failed later.
• 😀 BSC emphasizes the importance of non-financial indicators, such as organizational maturity, business processes, and human resources.
• 😀 The BSC is akin to a report card, with a focus on both financial and non-financial performance to predict future success.
• 😀 A strategic map within the BSC helps organizations break down their vision into actionable strategic objectives.
• 😀 BSC helps organizations maintain a balance between financial results and operational, customer-focused, and developmental growth.
• 😀 It is essential for companies to manage both short-term financial goals and long-term sustainability through balanced indicators.
• 😀 The Balanced Scorecard has evolved into a comprehensive strategic management system that helps organizations execute their strategies effectively.
• 😀 Strategy maps are visual representations that help align all levels of the organization with the strategic vision, ensuring clarity and focus.
• 😀 BSC has been adapted for both profit and non-profit sectors, with minor modifications in the way performance and stakeholder perspectives are measured.

Q & A

What is the Balanced Scorecard (BSC) and how is it used in strategic management?

The Balanced Scorecard is a strategic management model developed by Kaplan and Norton, which helps organizations translate their vision and strategy into actionable objectives. It includes both financial and non-financial performance measures, helping to balance short-term financial goals with long-term growth and organizational sustainability.

Why was the Balanced Scorecard introduced, and what problem does it address?

The Balanced Scorecard was introduced to address the problem that companies, despite having good financial performance, often failed to sustain long-term success. Kaplan and Norton observed that financial measures alone were insufficient for predicting future survival and success, thus calling for a broader set of performance indicators.

What are the key elements in the Balanced Scorecard framework?

The Balanced Scorecard includes four key perspectives: Financial, Customer, Internal Business Processes, and Learning & Growth. These perspectives help organizations align their strategies with both financial goals and operational improvements.

What does a strategy map in the context of the Balanced Scorecard represent?

A strategy map is a visual representation of an organization's strategy. It shows how different strategic objectives are linked across the four perspectives of the Balanced Scorecard, and illustrates the cause-and-effect relationships that help achieve long-term goals.

How does the Balanced Scorecard support the concept of strategic alignment?

The Balanced Scorecard ensures strategic alignment by translating high-level corporate strategy into operational goals and actions. It helps align the efforts of various departments and employees towards common objectives, ensuring that everyone is working toward the same strategic goals.

What role does non-financial performance play in the Balanced Scorecard?

Non-financial performance measures, such as customer satisfaction, employee development, and internal process efficiency, are crucial in the Balanced Scorecard. These indicators help predict future financial performance and ensure long-term sustainability, complementing financial measures.

What is the significance of the 'Learning & Growth' perspective in the Balanced Scorecard?

The 'Learning & Growth' perspective focuses on the development of human capital, organizational culture, and technological capabilities. It emphasizes that in order to sustain long-term success, companies must invest in their employees' skills and foster a culture of continuous improvement.

How does the Balanced Scorecard improve strategic decision-making?

By providing a comprehensive framework for monitoring and measuring performance across multiple areas, the Balanced Scorecard helps decision-makers assess how well strategies are being executed. It ensures that managers consider both financial outcomes and operational processes, leading to more informed and balanced decisions.

What is the relationship between financial and non-financial indicators in the Balanced Scorecard?

In the Balanced Scorecard, financial indicators reflect the results of past performance, while non-financial indicators (such as customer satisfaction and internal processes) are seen as drivers that predict future financial performance. Both are balanced to ensure a comprehensive view of the organization's health.

How can the Balanced Scorecard be adapted for non-profit or public sector organizations?

For non-profit or public sector organizations, the Balanced Scorecard can be modified to focus more on stakeholder satisfaction, community impact, and organizational development rather than financial profit. The four perspectives can be adapted to suit the specific goals of such organizations, ensuring strategic alignment with their mission and objectives.