Workshop on :BALANCED SCORECARDMASTER CLASS TRAINING

*April 1 3, 2014Park Lane Hotel, Jakartagml@knowcap.co.id

*SESSION A.Vision, Mission, Destination, Strategy and BSC AlignmentPT. GML PERFORMANCE CONSULTINGHead 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 :Surabaya, Wisma BII Jl. Pemuda no.60-70 lt.7 Ruang 716 Surabaya 60271Phone :+62 31 5355633 fax :+62 31 5355622. Email : gmlsurabaya@gmlperformance.co.idMedan, Jl. Imam Bonjol No.16DGedung Mandiri Lt.2 Medan 20112Phone :+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 GMLBALANCED SCORECARDMASTER CLASS TRAININGApril 1 3, 2014Park Lane Hotel, Jakarta

*ABOUT THE FACILITATOR

*TATA GRAHAPLEASE BE ON TIME!!!

*BSC MASTER CLASS

ModuleTopicSession AVision, Mission, Destination, Strategy and BSC AlignmentSustainable competitive edge in the 21 Century5 Phases in Strategy and Performance Management CycleVision, Mission & valuesBlueprint of Strategy Develoopment ProcessSession BStrategy Mapping, Value Proposition, KPIs, CSFs, Initiatives , CharterSFramework in Strategy Mapping3 Types of Strategy Map based on Value Proposition3 Types of KPIsAligning Critical Success Factors and InitiativesSession CCascading Corporate/Company BSC Cascading FrameworkSteps in Cascading to DivisionVertical Aligment Matrix

*BSC MASTER CLASS

ModuleTopicSession DHorizontal Alignment, Individual Alignment, Intagible Asset AlignmentHorizontal Alignment MatrixService Level AgreementIndividual Performance AlignmentIntangible Asset AlignmentSession EOperationalizing your StrategyPrioritizing your Strategic InitiativesInitiative CharterAligning Strategic and Operational BudgettingEnterprise Initiative ManagementSession FRisk Management and Change ManagementDifferent Categories of RiskIntegrating Strategy, Risk and Performance ManagementChange Management Pitfalls in BSC implementationChange Management Tips

*SESSION A : SUSTAINABLE COMPETITIVE ADVANTAGE IN 21ST CENTURYLeadership, Comitment in Becoming an SPFO

*SUSTAINABLE SUCCESSFULL COMPANYA 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.The Value Enterprise, J. Donovan; R. Tully; B. Wortman.

EXECUTION OF STRATEGY HAS BECOME THE CORPORATE CHALLENGE OF OUR TIMES!The greatest strategy is doomed if its implemented badlyBernard Reimann

Less than 10% of strategies effectively formulated are effectively executedFortune Magazine

The problem is that our ages 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 isnt [bad strategy]. Its bad execution.Why CEOs FailRam Charan and Geoffrey Colvin Fortune (6/21/99)*

*FIVE PHASES IN STRATEGY AND PERFORMANCE MANAGEMENT

*SESSION 1: ALIGNING VISION, MISSION, DESTINATION, STRATEGY AND BSC

GAP 1. NO STRATEGY, NO PERFORMANCE MANAGEMENT*Great Place to Work?Great Place to Shop?Great Place to Invest?GAP

GAP 2. PLENTY OF STRATEGY, NO EXECUTION MONITORING PLAN*STRATEGYSets of different or better game plan to achieve our DestinationDESTINATION STATEMENTSOur mid to long term objectives that inspire peopleORGANIZATION MISSION, VISION and VALUESWhy we exist and where we are heading towardsGreat Place to Work?Great Place to Shop?Great Place to Invest?GAP

Reward Systems*INDIVIDUAL OBJECTIVESWhat I should doSTRATEGYSets of different or better game plan to achieve our DestinationDESTINATION STATEMENTSOur mid to long term objectives that inspire peopleORGANIZATION MISSION, VISION and VALUESWhy we exist and where we are heading towardsGreat Place to WorkGreat Place to ShopGreat Place to InvestGAP 3. NO LINKAGE BETWEEN STRATEGY & PERFORMANCE MANAGEMENTGAP

Aligned Reward SystemsBSC BRIDGES THE GAP BETWEEN STRATEGY AND ACTIONS*INDIVIDUAL OBJECTIVESWhat I should doOPERATIONAL GOALS & INITIATIVESWhat we should doBALANCED SCORECARDOur primary measure of succes & action planSTRATEGYSets of different or better game plan to achieve our DestinationDESTINATION STATEMENTSOur mid to long term objectives that inspire peopleORGANIZATION MISSION, VISION and VALUESWhy we exist and where we are heading towardsGreat Place to WorkGreat Place to ShopGreat Place to Invest

*UnderstandingVision, Mission & Value Statement

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*Pertanyaan Misi Menjawab PertanyaanPertanyaan Visi Menjawab PertanyaanApa Usaha Kita?Kita Ingin Menjadi Apa?

DEFINISI*

HUBUNGAN ANTARA VISI, STRATEGI, PERENCANAAN, DAN ANGGARAN*

Membawa orang bersama-sama ke dalam mimpi yang sama.Mengkoordinasikan berbagai pekerjaan yang dilakukan oleh orang yang berbeda.Membantu setiap orang dalam mengambil keputusan.Menjadi landasan perencanaan bisnis.Menantang bagi yang berada di posisi mapan untuk melakukan inovasi.Mampu menyelaraskan perilaku yang tidak sesuai menjadi lebih jelas.The best way to predict the future is to invent it.Alan Kay, scientist, inventorMANFAAT VISI, MISI DAN NILAI DASAR*

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PERNYATAAN MISI ORGANISASIGENERAL MOTORS MISSIONG.M. is a multinational corporation engaged in socially responsible operations, worldwide. It is dedicated to provide products and services of such quality that our customers will receive superior value while our employees and business partners will share in our success and our stockholders will receive a sustained superior return on their investment.A 19th CENTURY US SHIPYARD MISSIONWe shall build good ships.At a profit, if we can.At a loss, if we cannot.But always good ships.Misi menyatakan tujuan atau alasan keberadaan organisasi yang paling utama secara eksplisit.Misi menyatakan secara eksplisit atau implisit segmen pasar pelanggan yang disasar.Misi menyatakan produk atau jasa utama yang digarap.Misi menyatakan keyakinan, asumsi, nilai (budaya) yang dianut.Misi dikomunikasikan terutama untuk stakeholders eksternal (pelanggan, supplier, dan masyarakat umum) dan berikutnya baru ke stakeholders internal (pemegang saham, karyawan, dan lain-lain).

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Keberhasilan masa depan yang diinginkan.Fokusnya adalah jangka panjang.Merupakan inisiatif pendirinya, CEO, pemimpin, namun mempunyai dukungan dari semua karyawan.Sebagai tanggapan dari evaluasi mereka terhadap ancaman dan peluang.Hal tersebut berdasarkan kepada keinginan/mimpi pribadi, kemampuan, sifat pribadi, nilai-nilai yang dianut, serta sumberdaya.Dikomunikasikan khususnya kepada stakeholder internal (karyawan dan shareholders).Susah dirubah (10, 20, bahkan 50 tahun).

Disneys VISION: Creating a place where people can feel like kids again.

Coca-Colas VISION:A Coca-Cola within arms reach of everyone in the world.

PERNYATAAN VISI ORGANISASI*

BILOXI AIDS SERVICE ORGANIZATION

VISITujuan akhir kami adalah menciptakan dunia tanpa HIV/AIDS

MISIMisi 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.VISI DAN MISI ORGANISASI NON PROFIT*

Slogan adalah seperti di bawah ini:We are customer obsessed.All students can learns; all students can achieve, always.Slogan seperti di atas fokus untuk memberi perhatian, tidak mengkomunikasikan alasan keberadaan suatu organisasi.Mengapa organisasi tersebut terobsesi kepada pelanggan?Slogan tidak memiliki kekuatan jangka panjang seperti Misi.SLOGAN ATAU MISI?*

PERNYATAAN DESTINASIAdalah suatu snapshot dari apa yang diharapkan dalam Visi dan Misi untuk jangka waktu 3-5 tahun.

Merupakan suatu perjalanan untuk mencapai Visi.

Pernyataan harus tangible dan nyata.

Beberapa elemen adalah angka nyata (e.g. market share, sales) sedangkan yang lainnya dapat dijelaskan secara deskriptif.Adapted from 2CG Conference, 2004*

VISION MISSION TO DESTINATIONOUR VISION AND MISSION: To become the leading family and business security-service provider in Asia by providing first class services to our customers through our first class, motivated team in order to deliver first class return of investment to our shareholders.

By end of 2009, we will achieve the following:Total integrated sales of: USD xxNo. 1 Market share leader in IndonesiaFull implementation of:Performance Management and Reward systems for all employeesWorld-class people development, career and succession planningPositive EVACustomer Satisfaction Index higher than competitors in all aspectsDeduction rate of less than USD XX per customerProfitable operations in Singapore, Malaysia, and 3 other select countries*

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.*VISION MISSION TO DESTINATION

BUDAYA, NORMA, DAN NILAIBeda 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 tertulisTujuan pembuatan kalimat Pernyataan Nilai Dasar sebenarnya adalah untuk menormakan keyakinan yang harus dipegang dan dilakukan oleh semua karyawan*

BCA FINANCES VALUE STATEMENTS*

*BLUEPRINT PATH STRATEGY AND PERFORMANCE EXECUTION EXCELLENCE (SPEX2) Copyright 2011, GML Performance Consulting. All Rights Reserved

TOWS MATRIX *

SO STRATEGYUsing strengths to take advantage of the opportunities

ST STRATEGYUsing strengths to deal withThe external environmental threatsWT STRATEGYTo minimize both weaknesses and external threatsWO STRATEGYTo minimize weaknesses in order to take advantage of the opportunities

STRENGTHS (S)

WEAKNESSES (W)

OPPORTUNITIES (O)

THREATS (T)

*Key Internal FactorKey External FactorResultant StrategyMATCHING KEY FACTORS TO FORMULATE ALTERNATIVE STRATEGIES

*Example: Tows Analysis Of Securicor

Sheet1

STRENGTHSWEAKNESSES

Memiliki Sales Force/ Customer Service team yg relatif kuatPemenuhan SLA yang rendah

Hubungan yang baik dengan Govt Linked CompaniesManajemen memiliki international exposure yang rendah

Financial reserve yang kuatSistem training yang belum optimal

OPPORTUNITIESSO STRATEGIESWO STRATEGIES

Pertumbuhan ekonomi negara tetangga yang baikMerintis sales di negara pilihan (kondusif) dengan saler reps strategiMeningkatkan SLA dengan program-program fokus utk major clients

Deregulasi berkaitan AFTA/WTO di berbagai negaraMembangun joint-operations/ akuisisi di negara pilihanMengirim manajemen mengikuti regional tradeshows untuk membangun international network

Pertumbuhan industri security yang masih tinggi di dalam negeri

THREATSST STRATEGIESWT STRATEGIES

Stabilitas politik dalam negeri yang mempengaruhi hubungan dengan GLCMemperbaiki strategi sales force dan customer service utk menerapkan CRM dengan Gov Linked CompaniesMelakukan people development yang lebih consultative kepada sales force dan engineers untuk menangkal ancaman harga

Semakin banyak pemain asing memasuki industri

Ilegal produk memasuki industri dengan harga murah

Sheet2

Sheet3

KERANGKA VISI, MISI, DAN PERNYATAAN NILAI DASAR*

A real decision is measured by the fact that youve taken a new action. If theres no action, you havent truly decided.

Tony Robbins

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**(11) Does a strategic focus make sense in a tactical business world?

*(11) Does a strategic focus make sense in a tactical business world?

*(11) Does a strategic focus make sense in a tactical business world?

*(11) Does a strategic focus make sense in a tactical business world?

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