Tadi sore, habis mengikuti pre-conference workshop pada Asia HRD Congress 2008 di Jakarta Convention Center, saya jalan-jalan ke Plaza Senayan. Tujuannya sih cari makan malam dan tentu saja tempat favorit saya (mungkin juga tempat di mana saya paling banyak menghabiskan uang di Plaza Senayan) yaitu toko buku Kinokuniya. Sehabis makan di food court, sushi jyo dari Ichiban kesukaan saya, terus ke lantai 5 Plaza Senayan.

Ternyata buku “Execution Premium” karya Kaplan dan Norton yang terbaru (2008) sudah masuk ke Indonesia. Ini adalah buku mereka yang kelima, setelah Balanced Scorecard (1996), Strategy-Focused Organization (2000), Strategy Maps (2003), serta Alignment (2006). Isinya ya masih satu seri, yaitu balanced scorecard, dengan berbagai pengembangannya.

Menarik untuk mengikuti style Kaplan dan Norton dalam mempublikasikan (atau mungkin juga dalam risetnya juga begitu) metode balanced scorecard ini. Mereka mulai dari yang mikro (balanced scorecard sebagai alat ukur kinerja) pada tahun 1996, dan terus berlanjut ke lebih luas, yaitu strategy-focused organization (sudah membahas perilaku organisasi dalam memanajemeni strategi) pada tahun 2000, lalu mengkaitkan strategi dengan intangible capital, yaitu human capital, information capital, serta organization capital pada tahun 2003. Mereka melangkah lebih luas lagi dengan alignment antar stakeholders organisasi tahun 2006.

Dalam buku ini, mereka mengulas 6 langkah untuk memanajemeni strategi (memformulasikan, mengeksekusi, memonitor, bahkan sampai menguji asumsi pada penyusunan suatu strategi). Berikut ini kutipan dari website Palladium.

1. Develop the Strategy – your organization must be able to state exactly what business you’re in, identify the key issues you face, and determine how best to compete. Developing the strategy uses an array of strategy tools such as mission, values, and vision (MVV) statements; external competitive, economic, and environmental analyses; methodologies such as Michael Porter’s five forces and competitive positioning framework, the resource-based view of strategy, and blue ocean strategies, as well as scenario planning, dynamic simulations, and war-gaming.

2. Plan the Strategy – your organization must be willing to develop strategic objectives, measures, targets, initiatives, and budgets that will ultimately guide action and resource allocation. You’ll need to be able to describe your strategy, measure your plan, identify plans of action, figure out how to fund your initiatives, and decide who will lead the strategy execution process. Planning the strategy uses such tools as strategy maps and Balanced Scorecards, along with targets and strategic initiatives.

3. Align the Organization – your organization must be able to link company strategy to the strategies of individual business units while both aligning and motivating employees to optimize strategy execution. You align the organization with the strategy by cascading strategy maps and Balanced Scorecards to all organizational units, by aligning employees through a formal communications process, and by linking employees’ personal objectives and incentives to strategic objectives.

4. Plan Operations – your organization must link long-term strategy with day-to-day operations, aligning strategy with operating plans and budgets while focusing on those process improvements that are most critical to the strategy. Planning operations uses tools such as quality and process management, reengineering, process dashboards, rolling forecasts, activity-based costing, resource capacity planning, and dynamic budgeting.

5. Monitor and Learn – your organization must be committed to monitoring performance results once a strategy has been developed, planned and implemented, enabling you to determine if the strategy is being properly executed. It requires monitoring and learning about problems, barriers, and challenges. This process integrates information about operations and strategy into a carefully designed structure of management review meetings.

6. Test and Adapt – your organization must also test fundamental strategic assumptions to determine if you, indeed, do have the right strategy. This involves testing and adapting the strategy, using internal operational data and new external environmental and competitive data— thus launching a new cycle of integrated strategy planning and operational execution.

Sekarang dalam Execution Premium, mereka juga berbicara pada tatanan yang sangat stratejik, bahkan memberikan kerangka manajemen stratejik dalam perspektif balanced scorecard.

Well, it’s time to read the new book …. !