KOTRA 성과관리제도의 발전과정 및 개선방향에 대한 사례연구

This study presents a case of implementing Balanced Scorecard as a strategic management system in a government enterprise. From 2001 to 2003, KOTRA installed a web-based performance evaluation system, KOPES to implement its newly redefined visions and strategic goals. KOPES supported real-time performance measurement and monitoring. Furthermore, it was connected to a task management system to form an integrated information system. From 2004 to 2006, KOTRA made an effort to improve its BSC-based performance management system. Special attention was given to coordinating different and sometimes even conflicting goals of diverse subgroups and members of the or- ganization, and to integrating them into the BSC system. Since 2007 KOTRA has made various attempts to improve the effectiveness of its strategic performance management system. One of the notable developments was to link BSC-base performance evaluation to allocations of financial and human resources among its responsibility centers (Korea Business Centers). Particularly, KOTRA Money system was installed to monitor efficiencies of the business processes at KBC’s in terms of utilizing their human resources. Another development was to change the focus of performance measurement from a short-term to a long-term perspective. Adopting Star Project as one of its KPI’s turned out to be an effective way of encouraging developments of business projects emphasizing KOTRA’s strategic goals. In our opinion KOTRA has successfully adopted and refined its BSC system from a simple performance appraisal system to a strategic performance management system. The experiences and implications from the case of KOTRA can help various government enterprises adopt and refine their BSC systems.