1. LATIHAN KEUSAHAWANAN
KAEDAH METRIK & PEMETAAN
MENINGKATKAN DAYA SAING DAN
KEJAYAAN

2. 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

3. 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

4. PENDEKATAN TRADISIONAL PENDEKATAN BARU
INOVASI
RANCANGAN PENAMBAH
MOTIVASI PENGURUSAN
PERNIAGAAN BAIKAN
STRATEGI

5. Principles of the Strategy Focused Entrepreneurs:
#1 STRATEGIC CHANGE
Leadership Roles
1. Creating the Climate for Change
• Unfreeze the organization
“metrics” as a “change” • Show the need for change
process. 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

6. #2 TRANSLATE THE STRATEGY TO OPERATIONAL TERMS
The Strategy
Financial Perspective
 Measurement is the language
"If we succeed, how will
that gives clarity to vague we look to our
shareholders?”
concepts.
Customer Perspective
"To achieve my
 Measurement is used to vision, how must I look to
my customers?”
PLAN, AND to control.
Internal Perspective
"To satisfy my customers, at
 Strategy can be described as a which processes must I
excel?”
series of cause and effect
relationships Organization Learning
"To achieve my vision, how
must my organization learn
and improve?”

7. Performance management cycle
Reset
Smart Goals
Evaluate Key Result
Performance Areas
chose a
Set Targets business
model
Define Key
Performance
Indicators

8. Metrics management
Measurement Enterprise-wide
Alignment and
and Reporting Strategic
Communication
Management
OBJECTIVES
PERFORMANCE
TARGETS
KEY
PERFORMANCE KEY RESULT
INDICATORS AREAS

9. Ultimate Goal, to Become a:
STRATEGY-FOCUSED ENTREPRENEURS
1
2 5
3 4

10. Adopting metrics in business
Stakeholder Perspective
The Mission of the organization is to
maximize return to equity
Customer Perspective Budget / Financial Perspective
“To achieve our mission, how must we “If we succeed, how will we look to our
look to our customers?” financial donors?”
Internal Perspective
“To satisfy our customers, financial donors
and mission, what business processes must
we excel at?”
Learning & Growth Perspective
“To achieve our mission, how must our people
learn, communicate, and work together?”
Meeting the Expectations of Customers While Maintaining
Financial Viability Constitutes Meeting Mission Objectives

11. A Complete Metrics is a
Strategy Map
Program for Action
Strategic Theme:
Strategic Theme:
Objectives Measures Targets Initiatives
Operations Efficiency
Operating Excellence
Profits and
Financial RONA • Profitability • ROE
Grow • Grow Revenues • ROA
Asset turnover
Revenues
• Fewer assets • ROS
Attract &
Customer Retain More • More Customers • # Customers • 12% growth •Customer
Customers • Flight is on -time • FAA On Time • Ranked #1 loyalty
On-time Lowest • Lowest prices Arrival Rating • Ranked #1 program
Service prices • Market Survey • Quality
management
Internal • Fast ground • On Ground Time • 30 Minutes • Cycle time
Fast ground turnaround • On-Time • 90% optimization
turnaround Departure
Learning • Ground crew • % Ground crew • yr. 1 70% • Ground crew
alignment trained yr. 3 90% training
Ground crew yr. 5 100%
alignment • % Ground crew • ESOP
stockholders

12. Metric Terminology
Strategy Map
Strategic Theme: Objectives: Measures: Targets: Initiatives:
Operating Efficiency What the How success The level of Key action
Profits and strategy is or failure performance programs
Financial RONA
trying to (performance) or rate of required to
Grow achieve against improvement achieve
Fewer planes
Revenues objectives is needed targets
Attract & monitored
Customer Retain More
Customers
On-time Lowest
Service prices
Internal Objectives Measures Targets Initiatives
Fast ground
turnaround
• Fast ground • On Ground Time • 30 Minutes • Cycle time
turnaround • On-Time • 90% optimization
Departure
Learning
Ground crew
alignment

13. #3
LINK AND ALIGN THE BUSINESS AROUND ITS STRATEGY
#3.
#1. Each Support Unit develops a
A Corporate Scorecard defines plan and BSC for “best practice”
overall strategic priorities on a sharing to create synergies across
Balanced Scorecard (BSC). Subordinate Commands.
CORPORATE AMEDD
CORPORATE SCORECARD Major Subordinate Commands SUPPORT UNITS EXTERNAL PARTNERS
(Shared Strategic Agenda)
SBU SBU SBU SBU
Themes Measures
A B C D
1. Financial Growth xxx • Finance
2. Delight the Consumer xxx • Marketing • Customer Scorecards
3. Win-Win Relationships xxx • Distribution • Distributor Scorecard
4. Safe & Reliable xxx • Procurement • Joint Venture Scorecard
5. Competitive Supplier xxx • Purchasing • Vendor Scorecard
6. Good Neighbor xxx • Safety • New Venture Scorecard
7. Motivated & Prepared xxx xx xx xx xx • Human Resources • Outsourcer Scorecard
8. Quality xxx • Information Technology
#2.
Each Division develops a
BSC consistent with corporate
strategic BSC.
Strategies Are Executed Through Business Units. The Strategies of the Business Units Must Be
Integrated If Organization Purpose and Synergies Are to Be Achieved.

14. #4 CASCADING METRICS AT ALL LEVELS
CORP
SBU
Top-Down “Bridging • EDUCATION Bottom-Up Process to
Process” To Share the Internalize & Execute
Strategy & Align the the Strategy
Workforce • PERSONAL GOAL ALIGNMENT
• BALANCED PAYCHECKS
The Strategy Focused Workforce

15. #5
PERFORMANCE IS A CONTINUOUS PROCESS
STRATEGY
60% of organizations 85% of management
don’t link strategy & update the test the teams spend less than
budgets strategy hypotheses one hour per month on
Strategic Learning Loop
strategy issues
BALANCED
SCORECARD
BUDGET
78% of organizations lock
budgets to an annual cycle reporting 92% of organizations
funding Management Control Loop
20% of organizations take do not report on lead
more than 16 weeks to indicators
prepare a budget PERFORMANCE
Input Initiatives & Programs Output
(Resources) (Results)

16. But Few entrepreneurs Execute
Strategy Well
 “Strategy has never been more important”
Business Week
 “Less than 10% of strategies  “In the majority of failures – we
effectively formulated are estimate 70% – the real problem
effectively executed” isn’t (bad strategy)…. It’s bad
execution.”
Fortune Magazine
“Why CEO’s Fail”,
Fortune Magazine

17. Latihan keusahawanan – kaedah baru
Pemetaan
Metrik
Nisbah -
Kecekapan

18. Terima kasih
Soalan jika ada