Mengoordinasikan strategi dan eksekusi melalui pendekatan The Office of strategy management (OSM) :: Studi pada Badan Pemeriksa Keuangan Republik Indonesia (BPK-RI)

TRICAHYO, Rismahardi, Amin Wibowo, M.B.A.,Ph.D

2010 | Tesis | S2 Magister Manajemen

Penelitian ini bertujuan untuk mengetahui bagaimana suatu organisasi mengoordinasikan strategi dan eksekusinya. Hal ini menurut pendekatan the Office of Strategy Management (OSM), yang berbasis pada konsep balanced scorecards, penting dalam rangka mewujudkan cita-cita organisasi. Pendekatan OSM menghendaki adanya unit kerja khusus (unit OSM) untuk mengelola strategi organisasi. Dalam menjalankan fungsinya, unit OSM melaksanakan sembilan aktivitas utama pengelolaan strategi: scorecards management, organization alignment, strategy review, strategy planning, strategy communication, initiative management, planning/budgeting, worlforce alignment, dan best practice sharing. Objek pada penelitian ini adalah Badan Pemeriksa Keuangan (BPK). Hasil penelitian menunjukkan bahwa untuk mengoordinasikan strategi dan eksekusi, BPK telah memiliki unit keija pengelola strategi organisasi yaitu Direktorat Perencanaan Strategis dan Manajemen Kinerja (PSMK). Adaptasi pendekatan OSM di organisasi ini dilakukan dengan melakukan penyesuaian pada sembilan aktivitas utama pengelolaan strategi. Kata Kunci'. the Office of Strategy Management, Balanced Scorecards, BPK.

This research tries to examine how an organization coordinates the strategy and its execution. According to the Office of Strategy Management (GSM) approach, originated from the balanced scorecards framework, strategy coordination would help the organization to seize its vision. This approach requires the organization to form such a particular working unit -named the GSM unit- that would manage the organization's strategy. To optimized it's role, the GSM unit have several core processes: scorecards management, organization alignment, strategy review, strategy planning, strategy communication, initiative management, planning/budgeting, workforce alignment, and best practice sharing. Object of this research is the Indonesia's Audit Board (BPK RI). The research shows that BPK RI has adapted the GSM approach. The Directorate of Strategic Planning and Performance Management (Direktorat PSMK) of BPK RI plays the GSM role in this organization. In adapting the approach, BPK RI put several adjustments on those nine core processes of the GSM roles. Keywords: the Office of Strategy Management, Balanced Scorecards, BPK.

Kata Kunci : The office of strategy management,Balanced scorecard,BPK