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"With the exception of written letters and personal conversations, digital technology forms the basis of nearly every means of communication and information that we use today. It is also used to control the essential elements of economic, scientific, and public and private life: security, production, mobility, media, and healthcare. Without exaggerating it is possible to say that digital technology has become one of the foundations of our technologically oriented civilization."

"This book outlining the latest developments in engineering digital transformation gathers a selection of the best papers presented at the 11th International Conference on Industrial Engineering and Industrial Management (CIO 2017), held in Valencia, Spain, from July 5th to 6th, 2017. The papers discuss topics in the following areas: strategy and entrepreneurship, OR, modelling and simulation, production, logistics and supply chain management, information systems, quality and product management, knowledge and project management, service systems, and education."

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Telemedicine merupakan salah satu komponen penting dalam transformasi digital kesehatan di Indonesia. Penggunaan telemedicine dapat meningkatkan pemerataan akses kesehatan masyarakat Indonesia. Namun, 58,2% masyarakat Indonesia masih belum mengetahui mengenai telemedicine. Faktor yang memengaruhi minat penggunaan telemedicine setelah pandemi COVID-19 berakhir juga masih belum jelas. Penelitian ini bertujuan untuk memperoleh faktor-faktor yang memengaruhi adopsi telemedicine di Indonesia serta merancang rekomendasi strategi untuk meningkatkan adopsi teknologi telemedicine masyarakat Indonesia. Model yang digunakan dalam penelitian adalah model adopsi teknologi UTAUT2. Penelitian ini menggunakan PLS-SEM (Partial Least Square-Structural Equation Modeling) untuk menganalisis 350 data responden. Kemudian, pemilihan rekomendasi didasarkan pada hasil penelitian menggunakan metode Complex Proportional Assessment (COPRAS). Hasil penelitian menunjukkan bahwa Price Value (PV), Social Influence (SI), Facilitating Conditions (FC), Geographical Location (GL), dan Performance Expectancy (PE) berpengaruh terhadap adopsi telemedicine di Indonesia, sedangkan sosialisasi kepada masyarakat merupakan prioritas strategi untuk meningkatkan adopsi telemedicine masyarakat Indonesia.

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Telemedicine is an important component in the digital transformation of health in Indonesia. The use of telemedicine can increase equity in access to public health in Indonesia. However, 58.2% of Indonesian people are not aware of the existence of telemedicine. Factors that influence telemedicine acceptance after the COVID-19 pandemic ends are also unclear. This study aims to obtain the factors that influence the adoption of telemedicine in Indonesia and to recommend the best strategy to increase the adoption of telemedicine technology in Indonesia. The model used in this research is the UTAUT2 technology adoption model. This study uses PLS-SEM (Partial Least Square-Structural Equation Modeling) to analyze the data from 350 respondents. The selection of recommendations is based on research results using the Complex Proportional Assessment (COPRAS) method. The findings of the study indicate that Price Value (PV), Social Influence (SI), Facilitating Conditions (FC), Geographical Location (GL), and Performance Expectancy (PE) have significant effects on telemedicine adoption in Indonesia, while telemedicine socialization program is a strategic priority to increase adoption of telemedicine in Indonesia.

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"This book serves as an easily accessible reference for wireless digital communication systems. Topics are presented with simple but non-trivial examples and then elaborated with their variations and sophistications. It includes numerous examples and exercises to illustrate key points. The book emphasizes both practical problem solving and a thorough understanding of fundamentals, aiming to realize the complementary relationship between practice and theory. Though the author emphasize wireless radio channels, the fundamentals that are covered are useful to different channels - digital subscriber line, coax, power lines, optical fibers, and even Gigabit serial interconnection.This book is the outgrowth of the author’s hands-on experience in the telecommunication systems industry as a research and development engineer. It is written primarily for practitioners of wireless digital communication systems – engineers and technical leaders and managers – and for digital communication systems in general including new comers like graduate students and upper-division undergraduate students.The material in chapters 5(OFDM), 6(Channel coding), 7(Synchronization) and 8(Transceivers) contains something new, not explicitly available in typical textbooks, and useful in practice. For example, in Chapter 5, all known orthogonal frequency division multiplex signals are formulated based on pulse shape and thus flexible, e.g., unlike currently predominant symbol block transmission, it can be serial transmission. In Chapter 6, we emphasize practical applications of powerful error coding such as LDPC to higher order modulations, fading, and non-linearity problem. In Chapter 7, new digital timing detectors are suggested for small access bandwidth shaping pulse, and a digital quadrature imbalance correction is also included along with digital carrier phase recovery. In Chapter 8, low IF digital image cancelling transceiver is treated in detail so that practical implementation can be readily done with advantages. "

"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."

"Perjalanan bisnis merupakan segmen pariwisata yang diproyeksikan akan terus meningkat dan memiliki kontribusi terhadap industri pariwisata yang cukup signifikan. Implementasi sistem informasi yang mendukung proses customer relationship management (CRM) dan transformasi digital proses penjualan dapat dilakukan untuk memastikan keberlangsungan segmen ini. Penelitian ini bertujuan untuk merancang proses bisnis penjualan segmen business-to-business (B2B) pada salah satu online travel agent (OTA) yang menginkorporasikan sistem informasi CRM dan merancang sistem informasi terintegrasi untuk pengumpulan dan pengelolaan data klien selama proses penjualan. System Development Lifecycle (SDLC) digunakan untuk menganalisis kebutuhan sistem pada proses penjualan segmen B2B dan merancang sistem informasi. Hasil dari perancangan didapatkan sistem informasi yang terdiri dari tiga sistem, yaitu sistem manajemen klien, sistem manajemen perjanjian, dan sistem manajemen pembayaran. Sistem informasi yang dirancang mengubah proses bisnis penjualan pada tahap Akuisisi dan On-boarding. Perubahan proses bisnis penjualan dan fitur sistem informasi yang dirancang mampu meningkatkan dan mempermudah penyimpanan dan pengelolaan data serta mengotomatisasi proses persetujuan dokumen.

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Business travel is a tourism segment that is projected to continue to increase and has a significant contribution to the tourism industry. The implementation of an information system that supports the customer relationship management (CRM) process and the digital transformation of the sales process can ensure the sustainability of business travel segment. This study aims to redesign the business-to-business (B2B) sales business process of an online travel agent (OTA) to incorporates a CRM information system and designs an integrated information system for the collection and management of client data during the sales process. The System Development Lifecycle (SDLC) is used to analyze system needs in the B2B sales process and design the information systems. The results of the design obtained an information system consisting of three systems, namely client management system, contract management system, and payment management system. The designed information system changes the sales business process at the Acquisition and On-boarding stages. The features of the designed information system and the changes in sales business processes are able to improve and facilitate data storage and management and automate the document approval process."

"Pasca merger antara MNO-1 dan MNO-2 menjadi entitas baru 'MNO-M', ada beberapa kewajiban dari pemerintah: Diperlukan untuk membuat pengembalian pita frekuensi 2x5 MHz pada 2,1 GHz, menambahkan situs baru untuk layanan hingga 2025, dan untuk meningkatkan Kualitas Layanan (QoS). Di atas kewajiban tersebut, selama konsolidasi jaringan, ada beberapa tantangan seperti kompleksitas infrastruktur jaringan besar dari MNO-1 &; MNO-2, konsolidasi jaringan harus dilakukan pada jaringan langsung yang berpotensi berdampak pada pengalaman pelanggan, dan banyak situs 3G yang mengharuskan sunset sebagai bagian dari government complianc. Metode yang digunakan dalam tulisan ini adalah dengan menganalisis data sekunder dari MNO-M dan review literatur ilmiah sebagai referensi pendukung. Strategi untuk dapat menghadapi tantangan adalah dengan membangun platform dan alat yang akan memberikan visibilitas end-to-end ke jaringan multi-operator.  Makalah ini memperkenalkan konsep dan solusi operasi digital baru bernama DIAMON (Digital Intelligence Automation Multi-Operator Network). DIAMON mengintegrasikan semua Network Elements (NEs) multi-vendor end-to-end dan memberikan visibilitas penuh untuk manajemen operasi jaringan (pemantauan jaringan, manajemen kinerja, kualitas layanan, dan manajemen pengalaman pelanggan). Platform dan alat operasi digital yang kuat melalui DIAMON juga sangat penting dalam mendukung jaringan multi-operator untuk menghadapi tantangan konsolidasi jaringan dan memberikan layanan operasional yang unggul di Indonesia.

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Post-merger between MNO-1 and MNO-2 become new entity 'MNO-M', there are some obligations from government: It is required to make a frequency band return of 2x5 MHz at 2.1 GHz, adding new sites for services until 2025, and to improve its Quality of Service (QoS). On top of those obligations, during the network consolidation, there are some challenges such as big network infrastructure complexity from MNO-1 & MNO-2, network consolidation must be done on the live network which potentially impact to customer experience, and many 3G sites which require to be sunset as part of government compliance. The method that is used in this paper is by analysis secondary data from MNO-M and review of scientific literature as supporting reference. The strategy to be able to face the challenges by building a platform and tool that will provide end-to-end visibility to multi-operator networks.  This paper introduces a new digital operation concept and solution named DIAMON (Digital Intelligence Automation Multi-Operator Network). DIAMON integrates all of Network Elements (NEs) multi-vendor end-to-end and provides full visibility for network operations management (network monitoring, performance management, service quality, and customer experience management). A strong digital operation platform and tool through DIAMON is also very important to support the multi-operator network to face network consolidation challenges and provide excellence operational services in Indonesia."

"Pada era new normal saat ini, secara khusus dalam menghadapi situasi VUCA (Volatility, Uncertainty, Complexity dan Ambiguity) setelah masuknya wabah pandemi covid-19 di Indonesia, perusahaan rintisan startup harus mampu beradaptasi untuk memanfaatkan momentum yang ada dengan cara melakukan transformasi digital dalam menghadapi krisis yang terjadi. Dampak dari krisis tersebut menyebabkan ratio pencapaian target tahun 2020 atau setelah pandemi pada perusahaan tempat studi kasus tidak sesuai dengan yang diharapkan. Tujuan penelitian ini adalah untuk menganalisis dan merumuskan strategi transformasi digital bagi perusahaan startup Goodeva dalam menghadapi kenormalan baru setelah pandemi Covid-19. Goodeva merupakan perusahaan startup berbasis teknologi informasi. Goodeva memiliki dua unit bisnis, yaitu unit bisnis project enterprise dan unit bisnis produk digital yang keduanya fokus pada segmen B2B. Penelitian dilakukan menggunakan metode kualitatif dengan klasifikasi action research. Proses pengumpulan data dilakukan dengan cara observasi, studi dokumentasi, wawancara dan FGD. Perumusan strategi menggunakan teori Gupta yang diliterasikan dengan 5 penelitian lainnya menggunakan teknik 3C+2S untuk menghasilkan kerangka teoretis yang relevan dan memiliki kebaruan dalam merespons situasi new normal. Tahapan Proses dari penelitian ini adalah merancang bisnis model dengan menggunakan analisis PESTEL, Porter five forces, SWOT, Benchmarking, BMC, dan analisis tren. Tahapan selanjutnya adalah dengan mendefinisikan strategi dengan menggunakan Digital Leadership framework dari Gupta yang terdiri 4 tahapan yaitu: (1) reimagine your business, (2) reevaluate your value chain (3) reconnect with your customer dan (4) rebuild your organization. Hasil penelitian ini telah divalidasi oleh expert dan diharapkan dapat menjadi referensi manajemen dalam melakukan transformasi digital untuk menghadapi era new normal.

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In the current new normal era, specifically in dealing with the VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) situation following the entry of the COVID-19 pandemic in Indonesia, startups company must be able to adapt to take advantage of the existing momentum through digital transformation in dealing with the crisis. The impact of the crisis caused the ratio target in 2020 or after the pandemic to the company where the case study was not reached as expected. The purpose of this research is to analyze and formulate a digital transformation strategy for startup company Goodeva in facing the new normal after the Covid-19 pandemic. Goodeva is an information technology-based startup. Goodeva has two business units, namely the project enterprise business unit and the digital products business unit, both are focus on the B2B segment. The research was conducted using qualitative methods with the classification of action research. The data collection process was carried out using observation, documentation studies, interviews, and FGDs. The strategy formulation uses Gupta's theory which is literate with 5 other studies using the 3C+2S technique to produce a theoretical framework that is relevant and up-to-date in responding to new normal situations. The stages of the process of this research are to design a business model using PESTEL analysis, Porter's five forces, SWOT, Benchmarking, BMC, and trend analysis. The next stage is to define a strategy using the Digital Leadership framework from Sunil Gupta which consists of 4 stages, namely: (1) reimagine your business, (2) reevaluating your value chain (3) reconnect with your customers, and (4) rebuild your organization organization. The results of this study are already validated by experts and are expected can be a reference for management in carrying out digital transformation to face the new normal era."

"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."