Akman.14.Balanced-Scorecard - Balanced Scorecard 1 BSC dalam Era Reformasi 2 2 What is the BSC Bukan hanya sistem pengukuran tetapi merupakan sistem

Akman.14.Balanced-Scorecard - Balanced Scorecard 1 BSC...

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1 Balanced Scorecard
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2 BSC dalam Era Reformasi 2
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3 What is the BSC ? Bukan hanya sistem pengukuran, tetapi merupakan sistem manajemen untuk memudahkan organisasi mengklarifikasikan visi dan strategi , serta menterjemahkannya ke dalam tindakan-tindakan nyata. Memberikan umpan balik terhadap internal processes dan external outcomes sehingga kinerja strategik dan hasil-hasilnya dapat disempurnakan secara berkesinambungan BSC dapat mentransformasikan perencanaan strategik, dari academic exercise menjadi nerve center suatu organisasi
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4 Aligning and Focusing Resources on Strategy Business Units Business Units Execution Team Human Resources Information Technology Budget and Capital Investment Strategy Focus
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5 Beberapa Konsep BSC Multiple Perspectives Cause and Effect Framework Scorecards Feedback and Feedforward of Measurement Balance Strategic Mapping
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6 Rancangan Dasar BSC Tujuan Ukura n Targe t Inisiati f Proses Bisnis Internal “Demi kepuasan para pelanggan dan para pemegang saham, proses bisnis apa yang harus diunggulkan?” Tujuan Ukuran Target Inisiati f Finansial “Agar sukses secara finansial, apa yang harus kita perhatikan untuk kepentingan para pemegang saham?” Tujuan Ukura n Target Inisiati f Pelanggan “Usaha mencapai visi, apa yang harus kita perhatikan untuk kepentingan para pelanggan?” Tujuan Ukura n Target Inisiatif Pembelajaran & Pertumbuhan “Untuk mencapai visi, apa yang akan kita lakukan untuk melanjutkan kemampuan melakukan perubahan dan perbaikan?” Visi dan Strategi
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7 What is the BSC ? Financial Perspective Profitability, growth, value Customer Perspective Perception of price, service quality Internal Perspective Cycle time, productivity, processes Learning and Growth Perspective Capability, technology, climate Outcomes Activities
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8 Financial Perspective Profitability, growth, value Customer Perspective Perception of price, service quality Internal Perspective Cycle time, productivity, processes Learning and Growth Perspective Capability, technology, climate 1. Pengetahuan dan keterampilan SDM merupakan infrastruktur dan fondasi inovasi dan perbaikan 2. SDM yang berdaya dan terampil akan memperbaiki pekerjaan mereka 3. Proses kerja yang lebih baik akan meningkatkan kepuasan pelanggan 4. Peningkatan kepuasan pelanggan akan meningkatkan hasil-hasil finansial Cause and Effect Hypothesis
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9 Objectives Measurements Targets Initiatives Financial Perspective “If we succeed, how will we look to our shareholders?” •Growth •Contribution •Margin STRATEGY IS A HYPOTHESIS Objectives Measurement s Targets Initiatives Customer Perspective “To achieve my vision, how must I look to my customer?” oPatients oReferring Physicians oPayers Objectives Measurement s Targets Initiatives Internal Perspective “To satisfy my customer, at which processes must I excel ?” Clinical Delivery Planning Academic Objectives Measurement s Targets Initiatives Learning & Growth “To achieve my vision, how much my organization learn and improve ?” Skill Development
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