Analisis knowledge creation sebagai penerapan knowledge management di priority banking Bank Mandiri

NUGROHO, Djati, Sony Warsono, Dr., MAFIS

2008 | Tesis | S2 Magister Manajemen

Seiring dengan semakin populernya penerapan balanced scorecard baik yang ditujukan untuk pengukuran kinerja perusahaan maupun untuk menyusun peta strategi sebuah organisasi, maka dirasa perlu bagi PT. Dialogue Design Graphica untuk menyusun rerangka balance scorecard. Dalam hal ini penyusunan Balanced Scorecard tidak dimaksudkan untuk mengukur kinerja perusahaan, tetapi sebagai peta strategi. Peta strategi merupakan komponen paling penting dari sistem manajemen Balanced Scorecard dan merupakan representasi visual dari hubungan sebab akibat di antara komponenkomponen strategi sebuah organisasi. Penelitian ini merupakan penelitian kualitatif yang pengumpulan datanya dilakukan dengan menggunakan wawancara dan penyebaran kuesioner. Informan yang digunakan adalah pihak manajemen PT. Dialogue Design Graphica. Data dianalisis secara deskiptif dengan mengacu pada konsep balance scorecard. Hasil penyusunan rerangka Balanced Scorecard PT Dialogue Design Graphica menunjukkan bahwa perusahaan menetapkan empat perpesktif sebagai tolok ukur baik dalam pengukuran kinerja maupun untuk strategi perusahaan, yaitu perspektif keuangan, perspektif klien, perspektif proses bisnis internal dan perspektif pertumbuhan dan pembelajaran. Perspektif keuangan menetapkan sasaran strategis meningkatkan pendapatan perusahaan; perspektif klien merumuskan sasaran strategis meningkatkan mutu pelayanan, meningkatkan jumlah kantor baru dan memberikan solusi terintegrasi; perspektif proses bisnis internal memiliki sasaran strategis mengembangkan produkproduk baru, memanfaatkan teknologi yang canggih dan manajemen hubungan; dan perspektif pertumbuhan dan pembelajaran memiliki sasaran strategis mengembangkan kreativitas dan keinovatifan pegawai, meningkatkan profesionalisme dan komitmen pegawai dan meningkatkan pengawasan dan budaya patuh pada aturan. Penekanan perspektif Balanced Scorecard pada PT Dialogue Design Graphica secara berturut-turut adalah perspektif pertumbuhan dan pembelajaran sebesar 35%, perspektif klien sebesar 30%, perspektif proses bisnis internal sebesar 20% dan perspektif keuangan sebesar 15%. Sebelum mengimplementasikan Balanced Scorecard pihak manajemen harus memperkenalkan rancangan BSC kepada semua karyawan dengan cara membuat pertemuan dengan melibatkan semua karyawan untuk memperkenalkan rancangan BSC yang telah dibuat berikut cara-cara implementasinya. Dalam proses implementasi BSC, perusahaan juga harus menunjuk pegawai khusus yang memiliki pemahaman memadai tentang konsep BSC untuk melakukan evaluasi secara bertahap.

The position of knowledge in the context of business organization, public or nonprofit is really strategic. In order to maintain this position in competition, a company should be able to manage the knowledge, such as how to process and so forth create the knowledge so that it can be converted to product, service, technique and innovative process. Knowledge Management concept that can be meant as creation process, storage, distribution and knowledge integration in organization is a strategic concept which is really important for an organization. The success of this Knowledge Management application will be related to the process of Knowledge Creation so a company should be able to use the entire organization component to support the process of this knowledge creation. This research was a qualitative research in which the data was collected by interview with the key person of the organization and observation to examined object, who was the manager and the staff of Bank Mandiri Prioritas Jakarta Thamrin. The data was analyzed descriptively which focused on the theory and related literature. The result of the research showed that the process of knowledge creation that followed Nonaka and Takeuchi (1995) pattern that was called as positive knowledge spiral has been running in Bank Mandiri Prioritas, in which the organization knowledge came from individual at the beginning, then transformed to group, and so forth to organization and the last to inter-organization. The conversion from tacit to tacit knowledge (Sosialization) occurs through morning briefing, apprenticeship (On The Job Training), or the usage of Teleconferences and Videoconference facilities. Next the conversion process from tacit to explicit knowledge (Externalization) occurs when the process of inputting data of the client inside the relationship Wealth Management System database system. The next process is the conversion from explicit to explicit knowledge (Combination) can be found in optimizing the usage of Wealth Management System application and in the process of Reporting. The last process was the conversion from explicit to explicit knowledge (Internalization) found in the usage of intelligent than could be got from internal or external resources, and the usage of internet facility, intranet and on line training/e-learning. In order to get continual organization creation process, Bank Mandiri Prioritas should increase the quantity and quality of the tacit knowledge exist, which is by reducing routine tasks that tends to decrease the capability to think creatively from individual in forming new experience, optimize the application of Wealth Management System and Community of Practice that has the member from Priority Banking Officer and Wealth Management practices, so the members can do social interaction and dialogue in continual formally and informally, and finally it an increase the confidence and rise the new knowledge that is important for the process of knowledge creation.

Kata Kunci : Knowledge management,Knowledge creation, Balanced Scorecard