Lesson Learned From the Application of the Balanced Scorecard Concept to Strategic Implementation: A Case Study of Vassanapark Resort Khamchanod, Bandung District, Udontani Province

Abstract

           This study has an objective to gain the lesson from the application of the Balanced Scorecard concept in strategic implementation. The study followed an action research approach based on the principles of Kemmis and McTaggart which consists of four steps: 1) Planning 2) Action 3) Observation and 4) Reflection. The process was divided into two cycles and lasted two months. The study summarized the lessons learned from the changes among 22 employees of VassanaPark Resort, KhamChanod. Data collection tools included: 1) Participant observation during meetings 2) In-depth interviews to gather employee feedback post-meetings 3) Non-participant observation for monitoring work performance over one month 4) In-depth interviews to gather feedback after one month of implementation.
          The study found that communicating the organization’s vision and goals enabled employees to better understand the direction and their own roles, as well as the roles of others within the organization. Employee participation in the process of setting personal performance measures further enhanced their commitment and accountability for their assigned tasks. As a result, employees were able to improve their work performance and time management. Moreover, the organization operated more smoothly, and the overall working atmosphere significantly improved.