The Group Field Project assigned by Bank Mega was to develop its Balanced Scorecard for translating their strategy into action. Their visions are to become one of ten largest banks in Indonesia in year 20 I0 and to become a source of professional bankers for the banking community

Moreover, the Balance Scorecard concept is a balanced presentation of measures that allow viewing the company from several perspectives simultaneously. The Balanced Scorecard includes financial measures that tell the results of actions already taken and complements those financial measures with basically three sets of operational measures having to do with customer satisfaction, internal processes, and organization's ability to learn and improve. Those activities drive future financial performance.

Our study is focused on formulating the Balanced Scorecard for Bank Mega's strategy. Firstly, defining where should the balanced scorecard be implemented; Secondly, developing the strategic objectives and linking it to financial; Thirdly, Selecting and designing the measures. As a result, we had developed the balance scorecard, which is having 23 indicators.

Much more than a measurement exercise, the Balanced Scorecard is a management system that can motivate breakthrough improvements in such critical areas as product, process, customer, and market development. Those results 'can be achieved through establishing a foundation that explained on the last chapter of this report.



Research Location: Bank Mega

Supervisor: Wiwiek M. Darjanto

Accepted on January 1999



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