USULAN RANCANGAN OKR-SCORECARD BERBASIS CONTINUOUS PERFORMANCE MANAGEMENT DI PT INSAN AGRITAMA TEKNOLOGI

• Main Author: Mutiara Utami, Adinda
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/77761
• Institution: Institut Teknologi Bandung

PT Insan Agritama Teknologi is a tech-startup company that was founded in 2016. The company, which was originally started as an e-grocery business sector, decided to pivot into IT services & consulting in mid-2021 as a survival strategy in the face of declining sales performance. Since the pivot, PT Insan has still not shown optimal business performance as indicated by unachieved sales targets. Based on the results of the preliminary study, this problem occurs because of ineffective strategy implementation. After a deeper review, the root cause of this problem is the company's strategy has not cascaded into clear and measurable objectives that can be measured in a systematic and sustainable manner. The findings of the problem at PT Insan concluded that the company needs a standardized performance plan that can be used as a tool to monitor and evaluate the implementation of the strategy and the achievement of the company’s business performance on an ongoing basis. The design of the performance plan for PT Insan was carried out using the OKR- Scorecard model. The OKR-Scorecard model is a model that integrates Objectives Key Results (OKR) and Balanced Scorecard as a tool for determining performance goals and targets based on the concept of continuous performance management. The OKR-Scorecard design begins by cascading the company's strategy to the company's strategic objectives which are classified into four Balanced Scorecard perspectives that comprehensively review all aspects of performance. Each strategic objective that has been set is then mapped into a strategy map. After the strategy map has been designed and validated, the strategic OKR then cascaded into department, division, and individual level OKR that refer to the most important performance aspects of the company. The process of cascading OKRs from the strategic level refers to the highest weight that represents the priority of the company's goal in that period and is obtained using pairwise comparisons in the Analytical Hierarchy Process (AHP). The OKR-Scorecard results will then be the basis for designing a proposed performance evaluation plan that refers to the concept of OKR-scoring, self-assessment, and self-reflection. The main outputs of this research are strategy map, OKR-scorecard design that is cascaded into strategic, departmental, divisional, and individual levels by taking the scope of study in the operational department and sales & marketing division, and the performance evaluation plan. These results are expected to be the basis for PT Insan for implementing continuous performance management within the company.