Balanced ScoreCard (Pengertian & Karakteristik)

October 14th, 2010 by layong No comments »

2.1  Balanced ScoreCard (BSC)

2.1.1      Pengertian

“It is a holistic methodology that converts an organization’s vision and strategy into a comprehensive set of linked performance and action measures that provide the basis for successful strategic measurement and management.” (Voelker, Kathleen E., et all, 2001).

“A multidimensional framework for describing, implementing, and managing strategy at all levels of an enterprise by linking objectives, initiatives, and measures to an organization’s strategy.” (Kaplan and Norton 1996).

“The BSC is an integrated resultsoriented set of key-performance measures, including financial and nonfinancial measures, which comprise current performance and drivers of future performance.”  (Beard , Deborah F.).

Dari pengertian BSC yang dikutip diatas, maka dapat disimpulkan, BSC adalah sebuah kertas kerja yang digunakan untuk mengatur proyek yang dikerjakan, mengukur kinerja dari staf maupun tim, dan memberikan hasil kepada managerial dalam pengambilan keputusan yang nantinya keputusan ini akan mempengaruhi visi dan misi serta objektif dari perusahaan.

2.1.2      Karakteristik

Menurut John Sterling pada jurnalnya yang  berjudul “Using The Balanced Scorecard In A Sophisticated Law Firm” tahun 2007, terdapat 4 (empat) karakteristik dalam kertas kerja BSC ini, yaitu:

1.  Pengukuran Finansial: pengukuran ini mendefinisikan kebutuhan dari stakeholders dan ekspetasi dari perusahaan. Dalam beberapa kalangan, BC dianggap sebagai reaksi berfokus terhadap nilai pemegang saham. Itu adalah kesimpulan yang salah. Penulis hanya mendefinisikan kebutuhan manajemen untuk mengukur unsur-unsur lain dari strategi dan operasi jika hal itu dipandang akan memberikan hasil keuangan yang lebih baik.

2.  Pengukuran terhadap pelanggan: pengukuran ini lebih berfokus bagaimana perusahaan dalam memberikan pelayanan kepada pelanggan dan mengukur tingkat kepuasan pelanggan. Beberapa yang diukur adalah fleksibilitas, inovasi, tanggung jawab, dan lainnya yang berkaitan dengan kepuasan pelanggan.

3.  Pengukuran terhadap pengembangan dan pembelajaran: pengukuran ini lebih berfokus pada bagaimana perusahaan menerapkan perubahan dalam organisasi dan mengembangkan sektor-sektor yang masih perlu peningkatan.

4.  Pengukuran terhadap bisnis proses perusahaan: pengukuran ini berfokus pada bagaimana perusahaan meningkatkan bisnis proses terhadap strategi bisnis, sehingga bisnis perusahaan dapat berjalan dengan baik dan meningkat.

Key Performance Indicators (KPI)

October 14th, 2010 by layong No comments »

2.1  Key Performance Indicators (KPI)

2.1.1      Pengertian

Menurut David Parmenter dalam bukunya “Key Performance Indicators (Pengembangan, Implementasi, dan Penggunaan KPI Terpilih)” tahun 2007, KPI menyajikan serangkaian ukuran yang fokus pada aspek-aspek kinerja organisasi yang paling penting untuk keberhasilan organisasi pada saat ini dan waktu yang akan datang.

2.1.2      Karekteristik KPI

Selain itu, menurut David Parmenter pula, KPI mempunyai 7 karakteristik yang dikenal umum, yaitu:

  1. Ukuran non-finansial (tidak dinyatakan dalam bentuk nilai mata uang)
  2. Ukuran kekerapan (misalnya, harian atau 24 jam / 7 hari)
  3. Ditindaklanjuti oleh CEO dan tim manajemen senior.
  4. Semua staf harus memahami pengukuran dan tindakan koreksi
  5. Baik individu maupun tim ikut bertanggung jawab
  6. Berpengaruh signifikan (misalnya: berpengaruh hampir pada inti semua faktor kunci keberhasilan – Critical Success Factor – CFS – dan lebih dari satu perspektif BSC)
  7. Berpengaruh positif (misalnya: memengaruhi ukuran kinerja yang lain secara positif)

5 Big Companies That Got Knowledge Management Right

October 11th, 2010 by layong No comments »

By John McCormick
2007-10-05

No. 1: World Bank: Behind the IT Transformation
Amidst the World Bank’s recent management brouhaha, a more significant event went overlooked-the bank’s dramatic transformation from a hierarchical source of low-interest loans to a decentralized organization that uses knowledge-management technologies to fight poverty and disease in developing nations. It wasn’t easy. In order to create a working knowledge management system, the bank’s information infrastructure and communications network had to be overhauled.

No. 2: Southern Co.’s IT Aids Post-Katrina Recovery
Southern Co., the energy company that produces electricity for much of the Gulf Coast region, was preparing for Hurricane Katrina even before the 2005 storm struck. Southern had taken steps to meet worst-case scenarios, such as building an enterprise content management platform to ensure that engineers could get immediate access to design plans of electrical substations and other power equipment. As a result, the electricity distributor restored service to its Mississippi customers within 12 days of the hurricane, instead of the initially estimated 28.

Setting up the content-management system presented some challenges, including matching data from one legacy system with a second one. The former system was a database with text data related to drawings, but no images; the latter contained drawings without the related text.

No 3: Dow Jones Makes Headlines With Content Management
With readers flocking to the Internet, newspaper publishers have been forced to invest more dollars in pushing content to their Web sites. For Dow Jones, that presented a series of challenges, including a constant grapple with the content management and delivery tools needed to serve a growing subscriber base.

No. 4: Shuffle Master Puts its Money on a Portal
Shuffle Master, the manufacturer of automatic shuffling machines and chip counting products, had been relying on a fragmented sales and order processing infrastructure that was making it difficult for company employees to find integrated and reliable business information. For example, sales forecasts were issued several times each quarter, but were of limited value to salespeople trying to meet their quarterly goals because the numbers were stale by the time they were issued.

The solution they came up with: Build a portal that could pull data on demand from more than 60 databases. The challenge they faced: How do you build a powerful portal on a midsize company’s budget?

No. 5: Pratt & Whitney: Help Yourself
Pratt & Whitney airline engines are constantly transmitting information about the status of their parts. Down on the ground, data recorders at the manufacturer, which builds and maintains these engines for carriers such as Delta Air Lines and United Airlines, capture this information and compare it to optimum levels in order to ensure the ongoing health of the engines. Streams of data are made available in a flash through a Web portal. But as the manufacturer found out, portals are only effective if they deliver something that users want.

Acquisition Spree Leaves Marconi in Need of Knowledge Management (KM)

October 11th, 2010 by layong No comments »

CIO — When Marconi went on a shopping spree and acquired 10 telecommunications companies over a three-year period, it faced a serious challenge: How could the $3 billion manufacturer of telecommunications equipment ensure that its technical support agents knew enough about newly acquired technology to provide quick and accurate answers to customers on the phone? And how could Marconi bring new agents up to speed on all the company’s products?

Marconi’s technical support agents?500 engineers scattered in 14 call centers around the globe?field approximately 10,000 questions every month about the company’s products. Before the acquisitions, agents had relied on Tactics Online, an extranet where they and customers could search for frequently asked questions and text documents. As new agents and products joined the company’s ranks, Marconi wanted to supplement the website with a more comprehensive knowledge management system. As engineers from the newly acquired companies came on board, however, they were hesitant to share their knowledge about the products they had been supporting. “They felt that their knowledge was a security blanket that helped guarantee their jobs,” says Dave Breit, director of technology and R&D for managed services in Warrendale, Pa. “With all of the acquisitions, it was essential that we all avoid hoarding knowledge and share it instead.”

At the same time, Marconi wanted to streamline its customer service organization by making more of its product and systems information available directly to customers and shortening the length of customer calls. “We wanted to leverage the Web for customer self-service versus increasing the number of agents,” Breit says. “We also wanted to provide our frontline engineers [who interact directly with customers] with more information more quickly so that they could resolve more calls faster.”

Building on a KM Foundation

When Marconi began evaluating knowledge management technologies in the spring of 1998, the concept of sharing knowledge among agents was nothing new. Agents were already accustomed to working in teams of three or four people, gathering in war room fashion to solve customers’ technical issues. And a year earlier, Marconi had started basing a percentage of agents’ quarterly bonuses on the amount of knowledge they submitted to Tactics Online as well as their involvement with mentoring and training other agents. “Each agent was expected to teach two training classes and write 10 FAQs to earn their full bonus,” says Breit. “When we brought new companies online, the new agents received the same bonus plan. This approach allowed us to build a very open knowledge-sharing environment.”

To augment Tactics Online, Marconi chose software from ServiceWare Technologies, in part because its technology would integrate easily with the company’s Remedy CRM system, which agents use to log incoming calls from customers and track other customer interactions. In addition, says Breit, Marconi wanted its agents to populate its existing Oracle database of product information.

Breit’s division spent six months implementing the new system and training agents. The system?dubbed KnowledgeBase?is linked to the company’s CRM system and is powered by the Oracle database. The integrated view of Marconi’s customers and products provides agents with a comprehensive history of interactions. Technical support agents can, for example, put markers in the database and immediately pick up at the point where the customer last spoke with another agent.

On the Front Line

Tactics Online complements the new system. “The data stored in KnowledgeBase are specific troubleshooting tips and hints on our various product lines,” says Zehra Demiral, manager of knowledge management systems. “Tactics Online, on the other hand, is more of a doorway for customers to come into our customer support organization. From there, customers can access KnowledgeBase or their service requests or our online training manuals.”

Technical support agents now rely on KnowledgeBase for the latest solutions to customers’ product and systems problems. Level 1 agents answer all incoming calls, solve customers’ problems when possible, record the calls in the company’s CRM system and transfer the more difficult calls up the line to Level 2 agents. Level 2 agents, meanwhile, are the heart of the organization, composing about 70 percent of the technical support organization. They handle the more difficult calls and troubleshoot and diagnose equipment and network problems. “They’re the majority of our knowledge users and contributors,” says Breit. “They write up a synopsis of the call and feed it into KnowledgeBase [on an ongoing basis] so that other agents can refer to the solution later.”

After Level 2 agents submit their knowledge “raw” to a holding queue, Level 3 agents confirm the accuracy of the information, make any necessary changes and then submit the document to Demiral. (Level 3 agents also act as consultants, helping Level 2 agents solve problems and serving as intermediaries between the agents and the company’s engineering departments.) The entire process of updating the KnowledgeBase system with a new solution typically takes between three days and two weeks.

Changing Roles

As Breit anticipated, implementing KnowledgeBase has changed the agents’ roles. Level 1 agents, for example, now do more in-depth troubleshooting because they have more information available at their fingertips. In fact, they solve twice as many calls themselves (50 percent instead of 25 percent) in a shorter time (10 minutes versus 30 minutes). Since Level 1 agents can handle more calls, this group has doubled in size during the past two years.

The transition wasn’t quite as painless, however, for the Level 2 and Level 3 agents. Indeed, their roles changed significantly. “Rather than simply submitting HTML pages to Tactics Online, they were now asked to analyze the problems in a very procedural way and create diagnostic ’trees,’” says Breit. “That’s a more analytical way to think through a problem. Most of these guys had thought in terms of ’what is the fastest way to solve a problem’ rather than ’what is the most efficient way to solve a problem.’”

With hundreds of people submitting solutions, Marconi tended to get a lot of wheel reinvention. “There can be five or six ways to solve the [same] problem, but there’s one way that’s most efficient,” Breit says. To unearth and disseminate the most efficient solutions, agents were required to flowchart each of their solutions for the first three months following KnowledgeBase’s launch. “It’s amazing how many [agents] were unconscious of their own methodologies,” says Breit. “It was somewhat painful, but they eventually felt they benefited because they understood how they solve problems.”

As a result, agents now create technical solutions for customers in the most efficient?and logical?way possible instead of simply offering a “quick and dirty” solution. Think of the difference between simply being told what keys to strike on your PC and being taught how your software works and the logic behind executing a certain sequence of keystrokes. Once you actually understand how the product works, you can use the software more effectively and resolve more problems yourself.

Agents also had to change the way they present the solutions to customers. “We wanted to provide a collaboration tool for employees and a library source for our customers,” says Demiral. “Engineers wanted to provide a lot of detailed information yet we needed a degree of simplicity for customers. Most of the time, the immediate focus is on what a great collaboration tool this is and how it overcomes geographical distance among agents. Then I have to remind [agents] that this is a tool that we want customers to use and that they’ll have to organize, write and present the content with customers in mind.”

Making It Work

Demiral spent a lot of time working with the Level 3 agents to make their solutions less complex and streamline the review process. “We had to go through two iterations of how to organize and present the content,” Demiral says. “Customers tend to think in terms of the product and then the problem. But engineers often think about the problem first and then the product.”

The result: Customers often wouldn’t fully understand the solution. At the same time, Marconi had to work at easing Level 3 agents’ concerns that making them responsible for reviewing solution content would suddenly turn them into technical writers.

Marconi confronted cultural issues as well. “Business needs are different in different parts of the world,” says Demiral. “What may be normal business practice for Americans may not be common elsewhere.” In Europe, for example, the value of the KnowledgeBase system was not readily accepted. But once employees there saw that customers could use the system to solve some of their own problems, they got on board. Such an experience has been incorporated into how Marconi approaches KM. “We sometimes have to introduce the idea of knowledge management over time, validate it, and then move forward,” Demiral says.

To ensure that agents continue contributing new knowledge to KnowledgeBase, Marconi uses rewards. Besides bonuses, knowledge contributors receive recognition during meetings and in a newsletter. “Rewards help feed this culture,” Breit says. “Peer pressure also plays a role. Everyone wants to contribute because it’s the right thing to do. You also have to make sure that the system works well and that employees use it long enough to see it work. It has to be embedded in training and fully integrated into daily operations so that it just becomes part of how you do business.”

Balinese: Between decline and transformation

October 8th, 2010 by layong No comments »

Am I prejudiced? This is the question I asked myself a few days ago while arguing with noted Balinese scholar Nyoman Darma Putra.

I had missed the launch of his new book: Tonggak Baru Sastra Bali Modern (New Facts about Modern Balinese Literature), but I now found myself, two days later, sitting with him at the Pomodoro Italian restaurant in Northern Denpasar and discussing this very same book.

In fact, I had accepted his invitation only because I wanted confirmation of a “hunch”, which I deemed a certainty: I was sure the Balinese language is under threat.

Hasn’t UNESCO announced the probable extinctions of hundred of languages in the coming century? Isn’t it also true too that Balinese is now rarely spoken in Denpasar?

But, after listening to Darma Putra’s arguments, I started to wonder: What if we were both wrong? What if I was yet another “victim” of the West’s obsession with “Decline and Fall” that has haunted many Westerners, from Titus Livus down to Gibbon and Rousseau?

According to Darma Putra — and he gave good arguments that I present below — Balinese culture and language are not in decline. They are “transforming” themselves. Interesting! I was almost convinced.

With one reservation, though: if I am an inveterate Rousseauist, what if Darmaputra were reading Balinese reality through the prism of his own, very “Balinese”, Hindu cyclical dynamism? So, are we, he as much as I, trapped in our respective, deep-seated cultural patterns and prejudices?

And if so, is it possible to be objective?

Darma Putra’s book is an interesting description of the long decline, and now renaissance, of Balinese literature and language. A collection of articles published in various media, it begins with history, showing that modern Balinese literature appeared well before what was thought until recently, when Wayan Gobiah published his novel Nemu Karma in 1931.

He recently discovered that the first truly “modern” writer in Balinese was Guru Pasek, who published short stories 100 years ago.

Darma Putra then shows that literature in Balinese was at best surviving until twenty years ago, as if the thrust of “Malay-Indonesian”, associated first with the notion of progress and then with nationalism, were so strong as to threaten the long-term survival of Balinese.

Magazines in Balinese emerged to then disappear after a few months or years, their most reputed writers, Made Sanggra, Nyoman Manda and Djelantik Santha,  never becoming more than “marginal” figures in an intellectual and literary life — dominated by Indonesian. This went along with the fact that Balinese language was not taught beyond primary education and, outside rituals, never used in official occasions, including to teach or discuss Balinese literature at the academic level.

More attention was in fact paid to the dead Kawi language than to modern Balinese. There was of course a political background to this predicament.

The New Order regime, militaristic in nature, emphasized “unity” rather than “diversity” — the two concepts found in the national motto of Unity in Diversity (Bhinneka Tunggal Ika).

Modern languages other than the national language (Indonesian) were implicitly deemed potential threats.

A few pasamuhan (seminars) were held, and even regulations on the use of Balinese enacted (1992), but this was mere lip service to the notion of “diversity”. Thus, lacking genuine political support, and with works read at best by a few hundred people, Balinese literature only survived, at best.

Furthermore, most of the works published were poetry or short stories. Hardly any essays  were published. All this had dramatic consequences: Balinese lost its ability to create words adapted to modern realities. It failed in particular to grasp abstraction.

As a result, it turned into a lingo mixing Balinese grammatical structures with an increasingly Indonesian-laden vocabulary.

Yet, Darma Putra demonstrates in his book, through literary examples, and otherwise explains verbally, that the situation above is now changing.

The swing is now going the other way, he says emphatically, as the result of a complex mix of social and political factors.

Indeed, the changes associated to tourism, and the fact in particular that the Balinese people are losing control over their own economy, was bound to provoke reactions beyond the lip service mentioned above.

Exogenous factors also played a role. The Balinese were not the only ones to wish to react against the centralistic cultural policies of the New Order.

In 1989, a Sundanese writer from West-Java, Ayip Rosidi, set up an association that delivered a prize — Hadiah Rancage — to writers in Sundanese. This prize was later extended to Javanese writers in 1994 and to Balinese in 1998.

Meanwhile, pressure started building up for the respect of “diversity” (kebhinnekaan). Seminar speakers, such as Ngurah Bagus in Bali, became more vocal.

The climax, though, was the fall of the military government in 1998, which transformed the balance of power between the center (Jakarta) and regions. A law establishing local autonomy was rapidly passed, which gave locals much broader control over the cultural policy of their respective regions.

This reversed the “decline” trend: Balinese became part of the secondary education curriculum. A Balinese television channel was launched. Last but not least, in 2006, the Bali Post started publishing a weekly addendum to its Sunday edition.

All this created a new momentum. Students are now enrolling in droves in Balinese language departments. Some have become writers.

They now write in the Bali Orti section of the Bali Post.

This revival upsurge impacts the language itself, which is becoming more “modern”. The use of the levels of language — with their inherent display of status inequality — is becoming more supple; and a Balinese abstract vocabulary dealing with modern issues is now appearing.

This clearly shows that “evolution” is a complex matter when it comes to language and societies.

Political swings, themselves the result of people’s awareness, play a prominent role in the matter.  A fact already demonstrated in the revival of Hebrew and, more recently, of Ukrainian, not to mention Gaelic and Breton.

But let’s remain aware that decline might well still be lurking in the corner: Why is it that fewer and fewer of my friends are addressing me in Balinese?

So, is Balinese becoming provisionally entrenched in some sectors of society while it is disappearing from others — urban life, interethnic communication, in which Indonesian and English are taking over?

And more importantly: if Balinese is turning into a vehicle of modernity, is it still able to transmit the island’s cultural memory? Every Balinese now knows Batman and Mickey Mouse. But what about Pan Balang Tamak, Sutasoma and Gagak Aking? There may be no decline of the language, but a decadence of culture.

On the whole, if Westerners have to temper their “gloom and doom” tendencies, so should Balinese with their overly optimistic “transformationism”.

source: http://www.thejakartapost.com/news/2010/08/26/balinese-between-decline-and-transformation.html