Evaluation of Strategy and Key Performance Indicator Alignment Using the Balanced Scorecard and Design of a Prototype Performance Monitoring Dashboard in a State-Owned Banking Institution

Suryalesmana, Ardhitya (2026) Evaluation of Strategy and Key Performance Indicator Alignment Using the Balanced Scorecard and Design of a Prototype Performance Monitoring Dashboard in a State-Owned Banking Institution. Other thesis, Institut Teknologi Sepuluh Nopember.

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Abstract

This study evaluates the alignment between organizational strategy and Key Performance Indicators (KPIs) at a state-owned banking institution and develops a prototype performance monitoring dashboard. Starting from 19 existing corporate KPIs derived from the Bank Business Plan (Rencana Bisnis Bank—RBB) and Ministerial Decree No. SK-306/MBU/11/2023, a Balanced Scorecard (BSC)-based gap analysis against 13 strategic objectives identified four objectives that were either unmeasured or structurally incomplete. To address these gaps, four new KPIs were developed and validated: Return on Assets (F-11), Diaspora Transaction Volume Growth (C-05), Cybersecurity Governance Compliance Level (P-04), and Average Training Hours per Employee (L-03). As a result, the performance framework was expanded to 23 KPIs distributed across the four BSC perspectives, consisting of 11 Financial, 5 Customer, 4 Internal Business Process, and 3 Learning and Growth KPIs. The resulting alignment matrix confirms that every KPI is directly linked to at least one strategic objective and that every strategic objective is measured by at least one direct KPI, eliminating all orphan KPIs. In particular, the Human Capital Transformation objective (SO-L1), which was previously the only strategic objective without a direct KPI, is now explicitly measured through KPI L-03. The Analytical Hierarchy Process (AHP), involving three managerial-level experts, was employed to prioritize the KPIs, and all five pairwise comparison matrices satisfied the consistency requirement (CR ≤ 0.1), with consistency ratios ranging from 0.004 to 0.054. Capital Adequacy Ratio achieved the highest global priority weight of 20.65%, followed by Net Interest Margin (9.16%), Net Promoter Score (8.25%), Return on Equity (7.47%), and Return on Assets (7.02%). These five highest-ranked KPIs collectively account for approximately 52.5% of the total strategic weight. Notably, the newly proposed ROA KPI ranked among the top five, indicating that experts considered it comparable in strategic importance to the bank's most established financial performance indicators. The prioritized KPI framework was subsequently implemented in an Excel-based dashboard prototype developed using the Waterfall System Development Life Cycle approach. The dashboard integrates Balanced Scorecard classification, AHP priority weights, and traffic-light performance monitoring for all 23 KPIs and has been successfully validated by an expert practitioner.
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Penelitian ini mengevaluasi keselarasan antara strategi organisasi dan Key Performance Indicators (KPI) pada sebuah institusi perbankan milik negara serta mengembangkan prototipe dashboard pemantauan kinerja. Penelitian diawali dengan 19 KPI korporat yang bersumber dari Rencana Bisnis Bank (RBB) dan Keputusan Menteri BUMN Nomor SK-306/MBU/11/2023. Analisis kesenjangan berbasis Balanced Scorecard (BSC) terhadap 13 sasaran strategis mengidentifikasi empat sasaran yang belum memiliki pengukuran atau masih belum lengkap secara struktural. Untuk menutup kesenjangan tersebut, dikembangkan dan divalidasi empat KPI baru, yaitu Return on Assets (F-11), Diaspora Transaction Volume Growth (C-05), Cybersecurity Governance Compliance Level (P-04), dan Average Training Hours per Employee (L-03). Dengan demikian, kerangka pengukuran berkembang menjadi 23 KPI yang terdistribusi ke dalam empat perspektif BSC, yaitu 11 KPI Perspektif Finansial, 5 KPI Perspektif Pelanggan, 4 KPI Perspektif Proses Bisnis Internal, dan 3 KPI Perspektif Pembelajaran dan Pertumbuhan. Matriks keselarasan menunjukkan bahwa setiap KPI memiliki keterkaitan langsung dengan sedikitnya satu sasaran strategis, dan setiap sasaran strategis telah diukur oleh sedikitnya satu KPI secara langsung, sehingga tidak terdapat KPI yang tidak memiliki keterkaitan (orphan KPI). Secara khusus, sasaran strategis Transformasi Human Capital (SO-L1), yang sebelumnya merupakan satu-satunya sasaran tanpa KPI langsung, kini telah diukur secara eksplisit melalui KPI L-03. Prioritas KPI ditentukan menggunakan Analytical Hierarchy Process (AHP) dengan melibatkan tiga pakar tingkat manajerial. Seluruh lima matriks perbandingan berpasangan memenuhi persyaratan konsistensi (CR ≤ 0,1) dengan nilai Consistency Ratio berkisar antara 0,004 hingga 0,054. Capital Adequacy Ratio memperoleh bobot global tertinggi sebesar 20,65%, diikuti oleh Net Interest Margin (9,16%), Net Promoter Score (8,25%), Return on Equity (7,47%), dan Return on Assets (7,02%). Lima KPI dengan bobot tertinggi tersebut secara keseluruhan menyumbang sekitar 52,5% dari total bobot strategis. Menariknya, KPI Return on Assets yang diusulkan berhasil masuk dalam lima besar, menunjukkan bahwa para ahli menilai indikator tersebut memiliki tingkat kepentingan strategis yang setara dengan indikator keuangan utama yang telah lama digunakan oleh bank. Kerangka KPI yang telah diprioritaskan kemudian diimplementasikan dalam sebuah prototipe dashboard berbasis Microsoft Excel yang dikembangkan menggunakan pendekatan Waterfall System Development Life Cycle. Prototipe tersebut mengintegrasikan klasifikasi BSC, bobot prioritas AHP, serta sistem pemantauan kinerja berbasis indikator traffic light untuk seluruh 23 KPI, dan telah divalidasi oleh seorang praktisi ahli.

Item Type:	Thesis (Other)
Uncontrolled Keywords:	Manajemen Kinerja, Balanced Scorecard, Key Performance Indicators, Analytical Hierarchy Process, Dashboard KPI, Industri Perbankan, Performance Management, Balanced Scorecard, Key Performance Indicators, Analytical Hierarchy Process, KPI Dashboard, Banking Industry.
Subjects:	H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD58.93 Balanced scorecard
Divisions:	Faculty of Industrial Technology and Systems Engineering (INDSYS) > Industrial Engineering > 26201-(S1) Undergraduate Thesis
Depositing User:	Ardhitya Suryalesmana
Date Deposited:	21 Jul 2026 05:31
Last Modified:	21 Jul 2026 05:31
URI:	http://repository.its.ac.id/id/eprint/135845

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