Strategy Execution using Balanced Scorecard: Case Study at Steel Construction Company  

Oleh:

Tukiran, Martinus

Jenis: Article from Proceeding
Dalam koleksi: Proceeding of 12th Asia Pacific Industrial Engineering & Management Systems Conference (APIEMS 2011) (October 14-16, 2011) (Beijing, China), page 779-784.
Topik: Strategy; strategy map; strategic objectives; Key Performance Indicator
Fulltext: APIEMS 2011 p779-784.pdf (3.71MB)

Isi artikel

Inferential strategies are unable to guarantee the quality of strategy execution. On the other hand, corporate strategies need to be undertaken by departments and or working-unit in the corporate. In order to move along the process, the presence of a method which is able to explain strategy - from corporate-level until individual-level - is necessary. This research is conducted to assess execution method built-and-operated in a construction company. Result shows that formulated corporate-strategies can be cascaded to working-unit level so that they result in working-unit strategy maps. Based on job description and task description, those maps then cascaded into individual level, becoming Individual Scorecard. From the Individual Scorecard, strategic objectives that must be achieved become obvious as the accomplishment is measured by target realization in every KPI (Key Performance Indicator).

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