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ABSTRAKPembahan dunia secara global dan radikal dan juga pesatnya era knowledge
economy (Drucker, 1990) mau tidak mau menyebabkan semua organisasi baik
profit maupun non-profit harus memiliki kemampuan beradaptasi yang ringgi
tcrhadap perubahan ilu sendiri. Pfizer Inc. sebagai salah satu perusahaan farmasi
multi nasional terbesar di dunia juga mcnyadari kcbutuhan akan adanya
kemampuan beradaptasi ini.
Dicanangkan oleh CEO baru, Jeffrey B. Kindler, Pfizer torus bcrbcnah diri sejak
pertengahan tahun 2006. Namun, transfonnasi bagi Pfizer bukanlah sekedar
efisiensi dalam hal pengurangan biaya semata. Transformasi bagi Pfizer, lebih ke
arah menjadikan Pfizer perusahaan yang lebih balk, mampu berkarya dan
berkontribusi terhadap perubahan dunia, menuju dunia yang lebih sehat dan lebih
baik sesuai motto Pfizer terbaru, " Working for a healthier World'""".
Di PT. Pfizer Indonesia, divisi Finance juga tcrus melakukan pernbenahan diri.
Antara lain dengan mengadakan Finance Survey 2006. Smvey tersebut bertujuan
uniuk melihat sejuah mana karyawan memandang kinerja departemen dan
divisinya, memahami ekspelctasi karyawan terhadap hubungan antara atasan,
bawahzm dan rekan sekerja, serta ekspektasi karyawan terhadap program
pengembangan diri dan harapan terhadapjenjang karir di masa datang. Dari hasil
survey yang ada, penulis menganalisisnya untuk menggagas beberapa altcrnatif
solusi dan rckomendasi bagi kemajuan Finance di masa mendatang.
Dari beberapa teori mengenai human capital yang dikaitkan dengan knowledge
management, change management, culture management, learning organization
dan leadership agility, penulis merangkum istilah baru mengenai agile knowledge
worker, yang hingga saat ini penuiis belum mendapatkan referensi mengenai
istilah agile knowledge worker. Sehingga konsep mengenai agile knowledge
worker penulis harapkan menjadi wacana baru bagi pengembangan human capital
dan knowledge management.
Penulis juga menggagas beberapa altematif intervensi, solusi serta implementasi
untuk mewujudkan human capital readiness dan agile knowledge worker di divisi
Finance, antara Iain: menciptakan kriteria dan karakteristik Agile Knowledge
Worker di divisi Finance; mendesain C0re-C0mpel?NCy dan core-curriculum yang
sesuai; mendesain dan menggalakan knowledge sharing session di Divisi Finance
sebagai implementasi dari knowledge managernenl yang mendukung lerciplanya
sustained learning organization; scrta mengantisipasi dampak psikologis yang
timbul dari adanya perubahan tersebut.
Kata kunci: Transformasi, Human Capital, Knowledge Management, Agile
Knowledge Worker
Strategi pengembanganu., Eva Fauziana, FPsi UI, 2007.
ABSTRACTRadical and global changes in the world and also the fast development of
knowledge economy era (Drucker, 1990) affected and force all profit and non-
profit organizations to be radically adaptive to the changes. Pfizer Inc, as one of
the biggest pharmaceutical corporation in the world, also aware of the needs to be
adaptive on the radical change. Led by new CEO, Mr. Jeffrey B. Kindler, Pfizer
keeps on enhancing and improving himself by conducting Pfizer transfonnation
since early 2006. For Pfizer People, transformation is not a short cut process of
reduction costs and restueturization, but transformation are mainly focused to
develop healthier and better enviroment in the world as stated in Pfizer new moto:
" Working for a healthier War-1d?*".
ln Finance division PT. Pfizer Indonesia, the improvement and enhancement
process are led by conducting Finance Survey in February 2006. The survey
becomes the basic evaluation and the key indicator as Finance performance. The
objectives of this survey were to analyze how Finance colleagues see their
division?s performance; to understand colleagues? expectations on the superiors-
subordinates relationships and general organization as a whole; to understand
employees expectations on the individual development especially on the job
enlargement, job enhancement, Ieaming development programs which support
career path development and also to analyze Finance improvement in business
partnering enhancement.
From some theories on human capital compiled with other theories, references
and understanding on knowledge management, change management, culture
management lvaming organization and agility leadership, I summarize the new
concept on agile knowledge worker. I haven?t found any references related to
agile knowledge worker. I strongly support that the limitation of this new concept
can be the new thoughts and ideas of the human capital and knowledge
management development and implementation.
I also suggest some interventions, solutions, recommendation and its
implementation to create human capital readiness, especially in Finance Division
PT. Pfizer Indonesia. I also recommend on how to build agile knowledge worker?s
ciiterias and characteristics by designing Finance core competencies and core
curriculum; triggering knowledge sharing sessions as one ofthe knowledge
management implementation which support and enhance sustained learning
organization culture in Pfizer Indonesia. I also recommend some solutions how to
solve the psychological impacts might appear after these interventions applied.
Key words: Transfomtation, Human Capital, Knowledge Management, Agile
Knowledge Worker.
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