| Summary: | As a business-oriented organization, state-owned Bank Mandiri applying target-setting
system and measurement valuation of strategic business unit and its manager based on
performance. Strategic business units that are providing service excellent to its customers has
been established as a profit center for Bank Mandiri. Thus each business unit is expected to
provide benefits for the company.
Performance measurement methods that have been implemented by Bank Mandiri is the
Balanced Scorecard (BSC). BSC consists of four (4) the perspectives: Financial, Customer,
Internal Business Processes, Learning and Growth. During the implementation of the BSC, the
management of Bank Mandiri, specifically Strategic and Performance Management (SPM)
Group has not entered a variety of parameters that serve as key strategic as the driving factor in
its competitive advantages.
In addition the determination of the basic values of periodic performance also imprecise
in the calculation of the performance of the business unit and its manager. During this
performance assessment is taken from the position in November of that year, the assessment
must be completed immediately due in January. This perceived lack of fair use for the
performance of the branch in December, not taken into account in the assessment of the BSC by
SPM Group. Based on both these problems, this research has carried out an evaluation of the
BSC implementation. Taking into account the driving parameters based on the position of
strategic and performance on December 31st, 2011, a proposal has been drawn up on the each
perspective of BSC. The concept and implementation of BSC also has to be fit into Bank
Mandiri�s vision and missions. At the end of this research can be inferred that now Bank
Mandiri is not implementing BSC yet, but only regular scorecard, because the existing
scorecard weights every parameter and perspective.
|
|---|