The purpose of this paper is to describe that HEIs require measurable indicators that can reflect one value and excellence that can be achieved through investments in technology, innovation, students, lecturers and staff. Then Higher Education Institutions must have a BSC framework because it can foster connections and build harmony between key performance indicators. The Balance Scorecard (BSC) framework is a superior strategy based on a management system that can be used at HEIs to help how to explain vision and mission and then translate vision into strategy. Through our analysis we show how customers represent as a key importance in the HEIs perception competition. HEIs needs to develop agile which means universities must anticipate and respond to changing speeds with high levels of productivity in internal and external relations. So leadership agility is needed, which means that leaders must be sensitive and responsive to changes very quickly. Strategy management in the HEIs region has experienced significant changes from various factors, it is necessary to form more dynamic patterns. HEIs are increasingly focused on performance management results. This development can be seen from the growing competition between HEIs.
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Author Name: Tumbur Tobing , Rugaiyah and Ivan Hanafi
URL: View PDF
Keywords: Higher education Balanced Scorecard Strategic Planning Strategic Management Customer Key Performance Indicator
ISSN: 2320-5407
EISSN: 2320-5407
EOI/DOI: 10.21474/IJAR01/10151
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