Utami Puji Lestari BALANCED SCORECARD (BSC) SEBAGAI ALAT PENGUKUR KINERJA MANAJEMEN DALAM PENGEMBANGAN STRATEGI PERUSAHAAN Utami Puji Lestari * ABSTRACT Performance measurement plays an important role in the business world, due to the execution of performance measurement can know the effectiveness of the establishment of a strategy and its application within a certain time. Performance measurement can detect weaknesses or deficiencies that are still present in the company, to be further
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Driving Strategy with the Balanced Scorecard 370.000 Employees Worldwide 61 Production facilities across 21 countries 151 Countries 10 Brands 6.3 million vehicles sold The Automotive Landscape in Brazil (cc) image by nuonsolarteam on Flickr It had the 5th largest land area and population It had the world's 9th largest economy Recently is the largest and most diversified economy in Latin America The automotive sector produced 19% of their GDP. +1.5 million of employes in +200,000 companies Brazil
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Professor at Harvard Business School. David P. Norton (dnorton@ thepalladiumgroup.com) is the founder and president of the Balanced Scorecard Collaborative, Palladium Group, in Lincoln, Massachusetts. Bjarne Rugelsjoen (bjarne@rugelsjoen.no) is a director at GoalFocus, a performance-coaching consultancy based in London. Managing Alliances with the Balanced Scorecard Fifty percent of corporate alliances fail. But you can increase your partnership’s odds of success by applying these techniques
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Volkswagen do Brasil: Driving Strategy with the Balanced Scorecard Index: 1. What challenges does Thomas Schmall face upon becoming CEO of Volkswagen do Brasil (VWB)? 2. Describe VWB´s new strategy 3. What are the benefits from having all employees understand the strategy? 4. How does the strategy map and Balanced Scorecard help Schmall and Senn implement the new strategy? 5. What are the strengths and weaknesses of the Scorecard and its implementation? 6. What other actions
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Kaplan und David P. Norton eingeführte Balanced Scorecard (BSC) ist ein Management-System zur Entwicklung und Umsetzung von Unternehmensstrategien. Die Balanced Scorecard bezieht dabei nicht nur die eigene, anhand von Kennzahlen gemessene Leistungsfähigkeit des Unternehmens in den Prozess mit ein, sondern betrachtet vor allem auch Aspekte über die Stakeholder, die dann in die Entwicklung und Umsetzung der Strategie mit einfließen. Somit vermittelt die BSC dem Management einen umfassenden Überblick
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Implementing a Sustainability Balanced Scorecard „Dashboard‟ Approach to Assess Organisational Legitimacy. Kevin Huang, University of Wollongong, Wollongong, New South Wale Matthew Pepper, University of Wollongong, Wollongong, New South Wale Graham Bowrey, University of Wollongong, Wollongong, New South Wales gbowrey@uow.edu.au Abstract Purpose: The purpose of this paper is to identify and determine the contributing factors which influence the contents of a firm‟s sustainability reporting through
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mix of KPIs should be (1) linked and aligned with strategic objectives and initiatives; (2) covering both strategic and operational metrics; (3) varying between leading, lagging, and diagnostic indicators; (4) balanced through the four different perspectives of the balanced scorecard (BSC) (financial, customer, internal, people and organization). As Eckerson (2006) mentioned, KPIs should be reviewed and updated regularly because they have certain life time and
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The purpose of this case assignment for this module is to carefully review the assign article, and then prepare my analysis of how Saatchi implemented the balance scorecards and it apparent effects, in a three to four page essay. In the mid 1990’s Saatchi & Saatchi were on the brink of bankruptcy, this classic burning platform was cause by the over-extension through acquisition throughout the 1980s, alone with severe financial pressures in the recession of the early 1990s. However the turnaround
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1. Hubungan EA dengan Strategic Management (Balanced Scorecard) Manajemen strategis melibatkan perumusan dan pelaksanaan tujuan utama dan inisiatif yang diambil oleh manajemen puncak perusahaan atas nama pemilik, berdasarkan pertimbangan sumber daya dan penilaian terhadap lingkungan internal dan eksternal di mana organisasi bersaing. Manajemen strategis memberikan arahan menyeluruh untuk perusahaan dan melibatkan menentukan tujuan organisasi, pengembangan kebijakan dan rencana yang dirancang
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ACTIVITIES 7 2. APPROPRIATE PERFORMANCE MANAGEMENT TOOLS 7 IV. MANAGING PERFORMANCE TO IMPROVE DECISION-MAKING 9 1. BUSINESS LEVEL STRATEGY OF SEAPRODEX 9 2. STRATEGY FOMULATION 9 3. PERFORMANCE OBJECTIVIES OF SEAPRODEX 10 4. BALANCED SCORECARD IMPLEMENTATION OF SEAPRODEX 10 5. TOOLS TO INFORM DECISION MARKING THROUGH PERFORMANCE 11 V. CONCLUSION AND RECOMENDATION 11 1. REVIEW AND RESULT FINDING 11 2. RECOMMENDATION FOR AREA IMPROVEMENT 12 VI. APPENDICES 15 INVESTIGATION
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