PTSI has been established in 1991, and since 1997 PTSI formulated a vision of a surveying company in its broadest sense possible. With this newly written mission, PTSI have begun a number of new businesses, namely technical inspection, survey, assessment, appraisal and control of commodities and independent business units relating to condition, quality and quality aspects.

Balanced Scorecard (BSC) is a framework for integrating measures derived from strategy by retaining financial measures of past performance and introduces the drivers of future financial performance. balanced Scorecard fills the void that exists in most management systems - the lack of systematic process to implement and obtain feedback about strategy.

The approach for setting-up BSC includes:

1. Set the objectives of BSC implementation

2. Build a team who has great understand about BSC and have the commitment in doing it

3. Develop a project plan, change management, and communication plan

4. Clarify vision and mission

5. Construct a strategy map with CSF

6. Set the KPI

7. Set the targets

8. Integrates information technology (IT) system to BSC program

9. Cascading company's BSC into SBU's BSC and team/individual's BSC

10. Implement BSC and regularly control the program

11. Review the BSC program frequently

12. Set corrective changes, if necessary

Transformational Balanced Scorecard (TSBC) by JCG is an improved Balanced Scorecard by allocating specific portion on human resources factor as a supporting perspective in the framwork.

PTSI is considering making a strategic step by implementing TBSC and leaving BSC behind. The author compares both scorecard frameworks, and analyzes the foundation and expectation of using TBSC for the company. The end result will be whether PTSI should start implementing TBSC or stick with BSC and make improvements on the program.



The analysis and comparisons of both frameworks includes:

- Perspectives on scorecards

- Measurements used to evaluate company's performance (KPI)

- Cascading on perspectives and levels of managements

- Linkage between strategy objectives and strategy executions

- Observation on BSC implementation within the company.





Research Location : PT Surveyor Indonesia



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