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"ABSTRAKBlue Bird merupakan salah satu pemimpin di industri penyedia layanan taksi di Indonesia. Dalam lingkup teknologi Blue Bird merupakan perusahaan taksi pertama yang meneydiakan layanan pemesanan dari perangkat seluler Blackberry dan memiliki aplikasi My Blue Bird untuk pemesanan taksi. Akan tetapi, di masa transformasi digital ini, muncul gejolak yaitu demontrasi dari pengemudi taksi di Jakarta, termasuk pengemudi Blue Bird, pada 22 Maret 2016. Karena transformasi digital tidaklah mudah dan budaya perusahaan berperan penting sebagai tuas strategi terkuat yang menciptakan keterlibatan dan komitmen para tenaga kerja, perlu diidentifikasi budaya perusahaan di masa transformasi digital ini.Penelitian ini merupakan penelitian kualitatif deskriptif yang menggunakan paradigm post-positivisme. Tujuan dari penelitian ini adalah memahami budaya perusahaan pada masa transformasi digital di PT Blue Bird Tbk dari sudut pandang pengemudi taksi Blue Bird serta memahami proses transmisi budaya di antara pengemudi taksi Blue Bird di masa transformasi digital. Penelitian ini mengambil data dari wawancara berbagai sumber, media pemberitaan dan dokumen pendukung lainnya.Hasil penelitian ini adalah transformasi digital pada level artifacts dan espoused values sudah terjadi terkait penggunaan teknologi yang rutin, berbagi informasi teknologi di lingkungan internal, mengembangkan kerja sama tim, adanya pembelajaran digital, kreativitas pemanfaatan teknologi, problem solving dan relasi kerja. Di level basic underlying assumptions, transformasi digital belum terjadi karena perusahan belum tangkas dan gesit dalam memanfaatkan sumber daya serta komitmen perusahaan dalam memberikan dukungan fasilitas dan finansial masih rendah. Pada transformasi digital, budaya organisasi ditransmisikan melalui cara formal yaitu dari ketua group dan non formal yaitu dari keberadaan kelompok-kelompok sesama pengemudi.

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ABSTRACT

Blue Bird is one of the leaders in the taxi service industry in Indonesia. In term of technology usage, Blue Bird is the first taxi company to offer booking services from Blackberry mobile devices and has My Blue Bird app for taxi order. In this digital transformation period, there is demonstration from taxi drivers in Jakarta, including Blue Bird drivers, on March 22, 2016. As digital transformation is difficult and corporate culture plays an important role as the strongest strategy lever that creates and commands the labor, it is necessary to identify the corporate culture in this digital transformation era.This research is a descriptive qualitative research using post positivism paradigm. The purpose of this research is to understand the corporate culture during the digital transformation at PT Blue Bird Tbk from the point of view of Blue Bird taxi driver and the understanding of taxi driver process. This research takes data from various sources, news media and other supporting documents.The results of this study are digital transformation at the level of artifacts and espoused values have occurred related to the use of routine technology, sharing information technology in the internal environment, developing teamwork, the existence of digital learning, the creativity of technology utilization, problem solving and work relations. At the basic level of underlying assumptions, digital transformation has not occurred because the company has not been agile and nimble in utilizing resources and the company 39 s commitment in providing financial and facility support is still low. In digital transformation, organizational culture is transmitted through the formal means of group and non formal chairmanship of the presence of fellow drivers groups."

"Karya akhir ini membahas tentang strategi transformasi digital pada UMKM industri kemasan dalam hal ini studi kasus penelitian pada Toko Warsin Jaya. Dalam keadaan bisnis sehari-hari, Toko Warsin Jaya menghadapi beberapa tantangan dalam transaksi online. Tantangan yang paling dirasakan yaitu perang harga yang sangat kompetitif antar competitor dan belum adanya integrasi data penjualan online dan offline di internal Toko Warsin Jaya. Disisi lain, faktor eksternal seperti kehidupan setelah COVID19 dan program pemerintah dalam akselerasi UMKM Indonesia dibidang digital juga mendorong Toko Warsin Jaya untuk melakukan transformasi digital. Hal ini menyebabkan Toko Warsin Jaya perlu membuat suatu inovasi produk digital untuk menarik minat pembeli, tidak hanya dari produk utama namun juga dari segi pelayanan dan pengalaman berbelanja konsumen. Oleh karena itu, Toko Warsin Jaya membutuhkan strategi dalam prosesnya bertransformasi digital. Dalam perumusan strategi transformasi digital, penelitian ini menggunakan kerangka kerja Digital Leadership oleh Sunil Gupta yang memiliki empat tahapan secara adaptif dan fleksibel. Penelitian ini juga menganalisis kondisi internal dan eksternal perusahaan, dan analisis kondisi ideal transformasi digital. Penelitian ini menggunakan pendekatan kualitatif dan menghasilkan analisis deskriptif untuk penjelasannya. Penelitian ini menghasilkan 17 rekomendasi strategi transformasi digital yang dapat diterapkan oleh Toko Warsin Jaya. Tujuh belas strategi yang dihasilkan ini sudah divalidasi oleh empat orang pakar dibidang digitalisasi dan dapat diimplementasikan secara bertahap pada Toko Warsin Jaya.

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This final work discusses digital transformation strategies in the packaging industry SMEs, in this case a research case study at Toko Warsin Jaya. In its daily business situation, Toko Warsin Jaya faces several challenges in online transactions. The most felt challenge is the very competitive price war between competitors and the absence of integration of online and offline sales data within the Warsin Jaya Store internally. On the other hand, external factors such as life after COVID-19 and government programs in accelerating Indonesian MSMEs in the digital field have also encouraged Toko Warsin Jaya to carry out digital transformation. This causes Toko Warsin Jaya need to create a digital product innovation to attract buyers, not only from the main product but also in terms of services and consumer shopping experiences. Therefore, Toko Warsin Jaya needs a strategy for its digital transformation process. In formulating a digital transformation strategy, this research uses the Digital Leadership Framework by Sunil Gupta which has four adaptive and flexible stages for MSMEs. This study also analyzes the company's internal and external conditions and analyzes the ideal conditions for digital transformation. This study uses a qualitative approach and produces a descriptive analysis for the explanation. This research produces 17 recommendations for digital transformation strategies that can be implemented for Toko Warsin Jaya. The seventeen strategies that have been produced have been validated by four experts in the field of digitalization and can be implemented in stages at Toko Warsin Jaya."

"BNI telah menyusun corporate strategy 2021-2025 sebagai langkah transformasi digital menuju industri 4.0. Salah satu strategi yang dibentuk adalah pengelolaan risiko dan proses kredit sebagai enabler manajemen risiko. Pada strategi tersebut terdapat salah satu inisiatif yaitu penerapan end-to-end credit process melalui implementasi Loan Management System (LMS). BNI memiliki permasalahan dalam proses pinjaman yang belum sepenuhnya terintegrasi sehingga data/informasi antar proses tidak berkesinambungan. Permasalahan ini memberikan dampak pada kualitas kredit BNI yang dilihat dari nilai Non-Performing Loan (NPL). Dalam transformasi digital menuju industri 4.0, BNI perlu mengukur tingkat kesiapan organisasi sebagai acuan untuk memetakan arah transformasi. Dalam implementasi LMS, BNI perlu mengukur kematangan digital bisnis pinjaman yang menjadi dasar adopsi Sistem Informasi (SI)/Teknologi Informasi (TI). Sebagai bagian dari dukungan SI/TI, BNI perlu mengukur manfaat ekonomi yang diperoleh atas implementasi SI/TI tersebut. Pada penelitian ini, kesiapan BNI menuju industri 4.0 diukur menggunakan model SIMMI 4.0 (System Integration Maturity Model Industry 4.0) yang dapat digunakan oleh berbagai industri. Kematangan digital bisnis pinjaman diukur menggunakan model Gartner Digital Maturity yang memiliki fokus pada produk dan jasa industri perbankan. Manfaat ekonomi implementasi SI/TI diukur menggunakan Kerangka Manfaat Bisnis Generik SI/TI. Hasil penelitian menunjukan BNI dalam tingkat kesiapan 3 yaitu horizontal and vertical digitization. BNI membutuhkan perbaikan untuk mencapai industri 4.0 melalui 4 tahapan yaitu integrasi proses dan data internal, integrasi vertikal, integrasi horizontal, dan integrasi ujung ke ujung. Kematangan digital bisnis pinjaman BNI berada pada tingkat dua yaitu digital beginner. BNI perlu meningkatkan platform strategy dan mengadopsi teknologi pada bisnis pinjaman. Manfaat ekonomi yang diperoleh dari implementasi LMS dari sisi peningkatan pendapatan bunga karena meningkatnya produktivitas Relationship Manager (RM) dan penurunan nilai Cadangan Kerugian Penurunan Nilai (CKPN) karena menurunnya nilai NPL.

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BNI has prepared towards to industry 4.0. one of the strategies established is risk management and credit processes as enablers. One of the initiatives in this strategy is the implementation of and end-to-end credit process through the implementation of the Loan Management System (LMS). BNI has problems in the loan processes that have not been fully integrated, so that data/information between processes is not sustainable. This problem has an impact on BNI’s credit quality as seen from the value of Non-Performing Loan (NPL). In the digital transformation towards industry 4.0, BNI Needs to measure the level of organizational readiness as a reference to map the direction of transformation. In implementing LMS, BNI needs to measure the digital maturity of the loan business which the basis for the adoption of Information System (IS)/ Information Technology (IT). As part of IS/IT support, BNI needs to measure the economic benefit derived from the IS/IT implementation. In this study, BNI’s readiness towards industry 4.0 was measured using SIMMI 4.0 model (System Integration Maturity Model Industry 4.0) which can be used by various industries. The digital maturity of the loan business is measured using Gartner Digital Maturity model, which focuses on banking industry products and services. The economic benefits of IS/IT implementation are measured using the IS/IT Generic Business Benefit Framework. The results showed that BNI was in readiness level 3 which means horizontal and vertical digitization. The digital maturity of BNI’s loan business is at level two which means digital beginner. BNI needs to improve their strategy platform and adopt technology in the loan business. Economic benefits derived from the implementation of LMS in terms of increasing interest income due to increased productivity of Relationship Manager (RM) and decreased value of Expected Credit Loss (ECL) due to decreased NPL."

"This book, which was first published in 1972, is not a collection of case-studies in cost-benefit analysis, of which there had been already several in use employing techniques of varying degrees of sophistication. Nor is it a manual of instruction with particular orientation for less developed counties, such as those produced under the auspices of the U.N. and the O.E.C.D. What this volume does attempt is to introduce the student of economics to the logic and the concepts used in cost-benefit analysis."

"Skripsi ini membahas tentang pengukuran kesiapan sebuah klinik dalam menghadapi transformasi digital. Penelitian ini mengeluarkan hasil berupa framework perhitungan kesiapan digital yang mengukur 5 dimensi yaitu: infrastruktur fisik, infrastruktur non fisik, SDM, dukungan manajemen, dan budaya organisasi. Framework ini kemudian digunakan untuk menghitung kesiapan digital di sebuah klinik dimana ditemukan terdapat 8 sub-kriteria yang masih berada di bawah tingkat target, sehingga perlu dilakukan penyusunan langkah-langkah untuk dapat meningkatkan kesiapan digital. Kemudian dari proses penyusunan langkah dan penentuan langkah-langkah yang paling prioritas dikeluarkanlah rekomendasi agar klinik melakukan penambahan unit komputer, menyediakan anggaran digital tahunan, dan melakukan upgrade operating system.

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This thesis discusses the measurement of a clinic's readiness to face the digital transformation. The research produces a digital readiness calculation framework that measures five dimensions: physical infrastructure, non-physical infrastructure, human resources, management support, and organizational culture. This framework is then used to calculate the digital readiness of a clinic, where it's found that there are 8 sub-criteria that are still below the target level. Therefore, it is necessary to develop steps to improve digital readiness. Then, from the process of compiling steps and determining the most priority steps, recommendations are issued for the clinic to add computer units, provide annual digital budget, and upgrade the operating system."

"The advancement of technology, such as data analytics and AI, has led to the birth of Industry 4.0, in which technology seems to be at the centre of development. However, as the COVID-19 pandemic created havoc, the entire world production chain was seriously affected, highlighting that machines alone, although fully connected and automated, cannot function without people.This book addresses contemporary issues and the impact of digital transformation on individuals, businesses and governments in Asia. As Asian nations are moving fast towards the digital economy, this edited collection offers new perspectives on understanding emerging business opportunities as well as the challenges faced. Chapters explore the variables that accelerate digital transformation, notably the COVID-19 pandemic, the rapid development of information and communication technology, AI, big data and affordable internet access, and their impact on business and society.With rich, empirical studies from leading researchers, this book will be a reference for academics and scholars across business disciplines, including information, technology and innovation management, organisational and strategic management, as well as those interested in industrial development."

"Integrasi transportasi publik DKI dilakukan dalam implementasi intelligence transportation system guna mencapai konsep future of mobility. Integrasi dilakukan dalam tiga tahap hingga tahun 2030. Pada tahun 2020 tahap II dilaksanakan, tetapi pandemi Covid-19 berdampak terhadap proses transformasi bisnis. Salah satunya adalah PT Transportasi Jakarta yang mengalami dampak tidak tercapai target penerapan konsep future of mobility yang hanya terimplementasi sebesar 52,97% dari target yang diharapkan. Perusahaan perlu melakukan adaptasi terkait dengan strategi bisnis yang dijalankan, sehingga target yang direncanakan tepat waktu. Penelitian ini akan menganalisis dan merumuskan strategi transformasi digital dalam menghadapi future of mobility dan pandemi Covid-19. Penelitian ini merupakan studi kasus secara kualitatif dengan melakukan wawancara kepada pihak internal perusahaan dan studi dokumen. Pendekatan penelitian menggunakan open coding dan induktif. Perumusan strategi menggunakan teori Sunil Gupta yang dibandingkan dengan 4 peneliti lain untuk menghasilkan kerangka strategi bisnis digital. Hasil dari analisis penelitian yang diperoleh terdapat 19 rumusan strategi digital bisnis dalam memenuhi konsep future of mobility yaitu 6 strategi terkait dengan pelanggan sebagai pusat layanan, 4 strategi terkait konektivitas objek layanan, 2 strategi terhadap pengenaan harga yang dinamis, 3 strategi terkait integrasi transportasi publik, serta 4 strategi terkait kolaborasi seamless dan inovatif.

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The integration of DKI public transportation is carried out in the implementation of the intelligence transportation system in order to achieve the concept of future of mobility. Integration is carried out in three stages until 2030. In 2020 phase II was carried out, but the Covid-19 pandemic had an impact on the business transformation process. One of them is PT Transport Jakarta which experienced the impact of not achieving the target of implementing the future of mobility concept which was only implemented at 52.97% of the expected target. Companies need to make adaptations related to the business strategy that is being carried out, so that the planned targets are on time. This study will analyze and formulate a digital transformation strategy in the face of the future of mobility and the Covid-19 pandemic. This research is a qualitative case study by conducting interviews with the company's internal parties and document studies. The research approach uses open coding and inductive. The strategy formulation uses Sunil Gupta's theory which is compared with 4 other researchers to produce a digital business strategy framework. The results of the research analysis obtained are 19 digital business strategy formulations in meeting the future of mobility concept, namely 6 strategies related to customers as service centers, 4 strategies related to service object connectivity, 2 strategies for dynamic pricing, 3 strategies related to the integration of public transportation, and 4 strategies related to seamless and innovative collaboration."

"Laporan praktik keinsinyuran ini membahas proses transformasi digital pada proses bisnis bidang Gas Bumi di BPH Migas melalui aplikasi Sistem Informasi Laporan Verifikasi dan Administrasi (SILVIA). Pembahasan difokuskan pada aspek profesionalisme, Kode Etik, Kesehatan dan Keselamatan Kerja serta aspek lingkungan. Metodologi pada pengembangan aplikasi dilakukan dengan Metode Plan, Do, Check, Action (PDCA), dimana pada tahap perencanaan dilakukan analisis dan identifikasi permasalahan pada aplikasi eksisting, identifikasi kebutuhan user untuk pengembangan aplikasi, penyusunan data flow diagram dan penyusunan dokumen functional design. Berdasarkan analisis dan identifikasi permasalahan pada aplikasi eksisting, penyusunan dokumen functional design menjadi faktor yang sangat penting untuk keberhasilan pengembangan aplikasi dan menjadi bagian awal dari model Software Development lifecycle yang digambarkan dalam laporan ini sebagai hasil dari diskusi/brainstorming untuk pengembangan aplikasi selanjutnya. Selain itu, proses transformasi digital diharapkan memberikan dampak untuk memelihara lingkungan melalui paperless activity.

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This report discusses the digital transformation process in the Natural Gas business process at BPH Migas through the Verification and Administration Report Information System (SILVIA) application. The discussion is focused on aspects of professionalism, Code of Ethics, aspects of Occupational Health and Safety and also environmental aspects. The methodology in developing applications with the Plan, Do, Check, Action (PDCA) method, where in the planning, analysis is carried out related to identifying problems in existing applications, identifying user needs for application development, preparing data flow diagrams and preparing functional design documents. The results of the analysis based on the identification of existing application problems, the preparation of functional design documents is a very important success factor of application development and becomes the initial part of the Software Development lifecycle model described in this report as a result of discussions/brainstorming for further application development. The digital transformation process is expected to have an impact on maintaining the environment through paperless activity."

"Undang-Undang No. 28 Tahun 2014 tentang Hak Cipta di Indonesia mengatur pembuatan karya derivatif hasil pentransformasian sebagai hak ekonomi ekslusif pemegang hak cipta. Di Amerika Serikat, istilah transformasi digunakan demikian pula dalam konteks hak ekonomi dalam Undang-Undang Hak Cipta Tahun 1976 dan dalam konteks pemeriksaan penggunaan yang wajar dalam case law atau hukum putusan hakim. Dalam case law, pentransformasian ciptaan bertujuan untuk melihat apakah penggunaan baru melakukan pentransformasian mdash;dengan cara mengubah tujuan dari karya asli mdash;atau sebaliknya hanya menggantikan benda dari karya asli. Berdasarkan kejadian tersebut, penelitian ini pertama-tama akan berfokus pada arti pentransformasian yang diatur dalam Undang-Undang Hak Cipta Indonesia dan ruang lingkupnya berkaitan dengan karya musik dan foto. Berikutnya, penelitian ini juga akan mencari tahu apakah pentransformasian yang diatur dalam Undang-Undang Hak Cipta Indonesia dapat digunakan sebagai pembelaan dalam pemeriksaan penggunaan yang wajar di Indonesia. Selanjutnya, berdasarkan penggunaan berkelipatan istilah transform di Amerika Serikat, penelitian ini juga akan mencari tahu apakah pentransformasian dalam pemeriksaan penggunaan yang wajar sebagaimana diterapkan di pengadilan Amerika Serikat dapat diterapkan dalam pemeriksaan penggunaan yang wajar di Indonesia, khususnya dengan mengacu pada pendapat pengadilan dalam kasus Campbell v. Acuff-Rose Music, Inc. dan Blanch v. Koons. Penelitian ini membahas masalah-masalah dengan menggunakan metode penelitian hukum yudisial-normatif dengan memeriksa Undang-Undang Hak Cipta Indonesia dan norma hukum di Amerika Serikat, termasuk peraturan perundang-undangan dan hukum putusan hakim.

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The Indonesian Copyright Law No. 28 of 2014 regulates the preparation of derivative works of transformative use as an exclusive economic right of the copyright holder. In the United States, the term transformative use is used similarly in the context of the economic right under the Copyright Act of 1976 as well as in the context of the fair use inquiry in case law. In the latter, transformative use becomes a defining inquiry and defense within the fair use inquiry that aims to see whether a new work is transformative of the original mdash by way of giving the original a new purpose mdash or instead merely supersedes the original work rsquo s objects. Based on the aforementioned, this research will first focus on the meaning of transformative use regulated in the Copyright Law of Indonesia and its scope with regards to musical and photographical works. Next, this research will also assess whether the transformative use regulated within the Copyright Law can become a defense within Indonesia rsquo s fair use inquiry. Furthermore, based on the aforementioned multiple uses of the term transform in the United States, this research will also assess whether transformative use as applied in the fair use inquiry of the United States can be applied in the fair use inquiry of Indonesia, specifically by way of referring to the opinions of the courts in Campbell v. Acuff Rose Music, Inc. and Blanch v. Koons. This research approaches the issues using a judicial normative legal research method by examining the Copyright Law of Indonesia and the legal norms in the United States, including statutory regulations and case law. "