LATIHAN KEUSAHAWANANKAEDAH METRIK & PEMETAAN

MENINGKATKAN DAYA SAING DAN KEJAYAAN

Four Barriers to Strategic Plan Deployment

1. Vision and Strategy not actionable

2. Strategy not linked and integrated

3. Strategy not linked to Resource Allocation

4. Feedback is Tactical, not Strategic

5. Strategy deployment as a learning and improvement process

Pendekatan baru mempunyai kelebihan seperti berikut:-

1. Berfikir dan membuat keputusan secara nisbah yang merupakan petunjuk utama prestasi.

2. Membangunkan dan Melaksanakan Strategi 3. Menambahbaikan berterusan dengan

perbandingan dengan benchmarking yang relevan untuk mencari best practices

PENDEKATAN TRADISIONAL

MOTIVASI PENGURUSAN RANCANGAN PERNIAGAAN

PENDEKATAN BARU

STRATEGI

PENAMBAHBAIKAN

INOVASI

“metrics” as a “change” process.

1. Creating the Climate for Change• Unfreeze the organization

• Show the need for change

2. Creating the Leadership Team• Breaking down functional bias

3. Creating the Vision and Strategy• BSC as a “visioning process”

• BSC to clarify the strategy

4. Creating Team Accountability• Accountability for cross-functional strategic

themes at Executive Team level

5. Change the Culture

Leadership Roles

Principles of the Strategy Focused Entrepreneurs: STRATEGIC CHANGE#1

Measurement is the language that gives clarity to vague concepts.

Measurement is used to PLAN, AND to control.

Strategy can be described as a series of cause and effect relationships

"If we succeed, how will we look to our shareholders?”

The Strategy

Financial Perspective

"To achieve my vision, how must I look to my customers?”

Customer Perspective

"To satisfy my customers, at which processes must I excel?”

Internal Perspective

"To achieve my vision, how must my organization learn and improve?”

Organization Learning

TRANSLATE THE STRATEGY TO OPERATIONAL TERMS#2

Performance management cycleReset

Smart Goals

Key Result Areas

chose a business model

Define Key Performance

Indicators

Set Targets

Evaluate Performance

Metrics management

Measurement and Reporting Alignment and

Communication

Enterprise-wide Strategic Management

OBJECTIVES

KEY RESULT AREAS

KEY PERFORMANCE INDICATORS

PERFORMANCE TARGETS

Ultimate Goal, to Become a: STRATEGY-FOCUSED ENTREPRENEURS

1

2

3 4

5

Adopting metrics in business

The Mission of the organization is to maximize return to equity

“If we succeed, how will we look to our financial donors?”

“To satisfy our customers, financial donors and mission, what business processes must we excel at?”

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

“To achieve our mission, how must we look to our customers?”

Customer Perspective Budget / Financial Perspective

Internal Perspective

Learning & Growth Perspective

Stakeholder Perspective

Meeting the Expectations of Customers While Maintaining Financial Viability Constitutes Meeting Mission Objectives

• % Ground crew trained

• % Ground crew stockholders

A Complete Metrics is a Program for Action

Objectives Measures

• # Customers• FAA On Time

Arrival Rating• Market Survey

• On Ground Time• On-Time

Departure

Strategic Theme:Operating Efficiency

Initiatives

• Cycle time optimization

• Ground crew training

• ESOP

•Customer loyalty program• Quality management

Targets

• ROE

• ROA

• ROS

• 12% growth• Ranked #1• Ranked #1

• 30 Minutes• 90%

• yr. 1 70%yr. 3 90%yr. 5 100%

• Profitability

• Grow Revenues

• Fewer assets

• More Customers • Flight is on -time• Lowest prices

• Fast ground turnaround

• Ground crew alignment

Strategic Theme: Operations Excellence

Profits and RONAFinancial

Learning

Ground crew alignment

Asset turnover

Customer

Internal

Fast ground turnaround

Strategy Map

Attract & Retain More Customers

Grow Revenues

Lowest prices

On-time Service

Metric Terminology

Objectives

• Fast ground turnaround

Objectives:What the strategy is trying to achieve

Targets

• 30 Minutes• 90%

Targets:The level of performance or rate of improvement needed

• Cycle time optimization

Initiatives:Key action programs required to achieve targets

InitiativesMeasures

• On Ground Time• On-Time

Departure

Measures:How success or failure (performance) against objectives is monitored

Strategic Theme: Operating Efficiency

Profits and RONAFinancial

Learning

Ground crew alignment

Lowest prices

Fewer planes

Customer

Internal

Fast ground turnaround

Strategy Map

On-time Service

Attract & Retain More Customers

Grow Revenues

LINK AND ALIGN THE BUSINESS AROUND ITS STRATEGY

Strategies Are Executed Through Business Units. The Strategies of the Business Units Must Be Integrated If Organization Purpose and Synergies Are to Be Achieved.

Major Subordinate Commands SUPPORT UNITS

CORPORATE AMEDD

SBUA

SBUB

SBUC

SBUD

CORPORATE SCORECARD(Shared Strategic Agenda)

Themes Measures

EXTERNAL PARTNERS

• Customer Scorecards

• Distributor Scorecard

• Joint Venture Scorecard

• Vendor Scorecard

• New Venture Scorecard

• Outsourcer Scorecard

#1. A Corporate Scorecard defines overall strategic priorities on a Balanced Scorecard (BSC).

#3. Each Support Unit develops a plan and BSC for “best practice” sharing to create synergies across Subordinate Commands.

#2. Each Division develops a BSC consistent with corporatestrategic BSC.

1. Financial Growth

2. Delight the Consumer

3. Win-Win Relationships

4. Safe & Reliable

5. Competitive Supplier

6. Good Neighbor

7. Motivated & Prepared

8. Quality

xxx

xxx

xxx

xxx

xxx

xxx

xxx

xxx

xx xx xxxx

• Finance

• Marketing

• Distribution

• Procurement

• Purchasing

• Safety

• Human Resources

• Information Technology

#3

Top-Down “Bridging Process” To Share the Strategy & Align the Workforce

Bottom-Up Process to Internalize & Execute the Strategy

CORPSBU

The Strategy Focused Workforce

• EDUCATION

• PERSONAL GOAL ALIGNMENT

• BALANCED PAYCHECKS

CASCADING METRICS AT ALL LEVELS#4

Strategic Learning Loop

Initiatives & Programs

test the hypotheses

Output(Results)

reportingManagement Control Loopfunding

Input(Resources)

update the strategy

PERFORMANCE

85% of management teams spend less than one hour per month on strategy issues

92% of organizations do not report on lead indicators

60% of organizations don’t link strategy & budgets

78% of organizations lock budgets to an annual cycle20% of organizations take more than 16 weeks to prepare a budget

STRATEGY

BALANCED SCORECARD

BUDGET

PERFORMANCE IS A CONTINUOUS PROCESS#5

But Few entrepreneurs Execute Strategy Well

“In the majority of failures – we estimate 70% – the real problem isn’t (bad strategy)…. It’s bad execution.”

“Why CEO’s Fail”,Fortune Magazine

“Strategy has never been more important”

Business Week

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

Fortune Magazine

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