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"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."

"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."

"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."

"Penelitian ini bertujuan untuk mengetahui perubahan dan mengevaluasi efisiensi proses bisnis akuisisi kartu kredit pada Bank X setelah melakukan transformasi digital pada proses front-end sebagai salah satu respon terhadap pandemi Covid 19. Transformasi digital yang dilakukan oleh Bank X pada periode tersebut adalah pengembangan kanal yang digunakan untuk menerima dan mengelola aplikasi kartu kredit melalui sales tool untuk pengajuan melalui petugas sales, kanal website, dan super app. Penelitian ini berjenis studi kasus dengan pendekatan kualitatif dengan pengumpulan data melalui wawancara dan observasi dokumen sekunder berupa laporan tahunan, laporan keuangan, kilas kinerja, serta berita pada website perusahaan maupun media elektronik. Wawancara dilakukan dengan enam orang responden dari berbagai level unit kerja yang merupakan pihak yang menjadi bagian dari proses bisnis kartu kredit yang diteliti. Analisis data dilakukan dengan membangun model logis dari unit analisis dan melakukan komparasi dengan kriteria kinerja dari konsep manajemen proses bisnis (BPM). Penelitian ini menunjukkan bahwa transformasi digital memberikan manfaat efisiensi bagi proses bisnis akuisisi kartu kredit di Bank X dari segi pengurangan jumlah aktivitas, pengurangan siklus waktu serta pengurangan penggunaan sumber daya dengan memaksimalkan penggunaan perangkat lunak dan teknologi digital. Tingkat efisiensi yang dihasilkan pada setiap kanal berbeda secara keseluruhan pada proses front-end dan back-end.

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This study aims to acknowledge and evaluate credit card acquisition business process efficiency of Bank X subsequent to digital transformation on front-end process as response to Covid 19 pandemic. Digital transformation performed by Bank X in this period refered to channel development contained sales tool, website, and super app. It took qualitative method in the form of case study. Data were collected through interviews and observation towards Bank X’s  documents contain annual report, financial statement, performance highlight, and other publications on Bank X’s website and electronic media. The interviews were conducted with six respondents from different business unit that were in charge or responsible in such business process. Data analysis was carried out by building up logic models and comparation between the analysis units with the performance indicator of business process management (BPM) as measuring criteria. This study discovers that digital transformation give benefits of efficiency to bank X’s credit card acquisition business process. It is obtained through reducing activities conducted, cycle time, and usage of resources, particularly labor  due to the removal of some activities and digital  technology utilization. Each acquisition channel generates efficiency in different level."

"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."

"Dampak pandemi covid-19 yang terjadi sejak tahun 2020 khususnya di Indonesia mengakibatkan berbagai efek negatif maupun positif. Salah satu dampak negatif yaitu penurunan pendapatan perusahaan pada sektor jasa pengujian yang disebabkan perubahan perilaku konsumen dalam menggunakan teknologi. Dampak ini mengakibatkan penurunan pendapatan salah satu perusahaan jasa pengujian yaitu PT XYZ. Realisasi penjualan jasa pengujian perusahaan pada tahun 2020 dan 2021 tidak mencapai target yang ditetapkan. Untuk meningkatkan pendapatan perusahaan dapat melalui perubahan model bisnis. Penelitian ini bertujuan untuk melakukan analisis dan merumuskan strategi transformasi digital yang tepat dalam menghadapi perubahan perilaku konsumen pasca pandemi COVID-19 bagi kelangsungan bisnis PT XYZ. Penelitian ini merupakan studi kasus dengan metode kualitatif. Pengumpulan data dilakukan melalui proses wawancara, studi literatur, dan studi dokumen. Penyusunan rumusan strategi transformasi digital menggunakan Digital Leadership framework yang diliterasikan dengan penelitian lain melalui analisis 3C2S serta metode analisis Value Chain, Benchmarking, Porter 5’s Forces, PESTEL, dan SWOT. Hasil akhir penelitian telah dilakukan validasi internal berupa model bisnis baru bagi layanan jasa pengujian pada tempat studi kasus serta sepuluh rekomendasi strategi yang diharapkan dapat menjadi acuan dalam menghadapi perubahan perilaku konsumen pasca pandemi covid-19 agar bisnis perusahaan dapat bertumbuh dan berkembang.

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The impact of the Covid-19 pandemic that has occurred since 2020, especially in Indonesia, has resulted in various negative and positive effects. One of the negative impacts is a decrease in company revenue in the testing service sector due to changes in consumer behavior in using technology. This impact resulted in a decrease in the income of one of the testing service companies, namely PT XYZ. This research aims to analyze and formulate an appropriate digital transformation strategy in dealing with changes in consumer behavior after the COVID-19 pandemic for the continuity of PT XYZ's business. The formulation of a digital transformation strategy uses the Digital Leadership framework which is literate with other research through 3C2S analysis and Value Chain, Benchmarking, Porter 5's Forces, PESTEL, and SWOT analysis methods. The results of the research have been carried out internal validation in the form of a new business model for testing services at the case study site as well as ten strategic recommendations which are expected to be a reference in dealing with changes in consumer behavior after the Covid-19 pandemic so that the company's business can grow and develop."

"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."

"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."

"Kemajuan teknologi menyebabkan peningkatan produktivitas dan mendorong efisiensi dalam berbagai aspek kehidupan, termasuk sektor perbankan. Semakin efisien dan produktif suatu bank akan meningkatkan kapasitas bersaing dan menguasai pasar, sehingga diharapkan akan meningkatkan profitabilitas bank. Temuan empiris menunjukkan bahwa sebagian besar bank telah menjadikan adopsi teknologi perbankan digital sebagai strategi utama yang diterapkan. Penelitian ini bertujuan menganalisis pengaruh transformasi digital terhadap profitabilitas bank di Negara Berkembang ASEAN, diantaranya Indonesia, Malaysia, Thailand, Filipina, dan Vietnam. Objek penelitian terdaftar di Bursa Efek serta memiliki kelengkapan data laporan keuangan dan laporan tahunan dari tahun 2013 hingga 2022, yang kemudian diperoleh sampel sebanyak 75 bank. Variabel dependen adalah Profitabilitas Bank yang diukur menggunakan ROA, ROE, dan NIM, sedangkan variabel independen berupa Transformasi Digital, serta terdapat variabel kontrol berupa Diversifikasi Pendapatan, Tingkat Pertumbuhan PDB, Rasio Ekuitas terhadap Aset, Total Aset, dan Rasio Hutang terhadap Aset. Dengan menggunakan regresi Fixed Effect Model, ditemukan bahwa terdapat pengaruh signifikan pada level 1% antara Transformasi Digital terhadap Profitabilitas Bank, dimana pengaruh ini memiliki arah yang negatif.

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Technological advances lead to increased productivity and encourage efficiency in various aspects of life, including the banking sector. The more efficient and productive a bank will increase its competitive capacity and dominate the market, it is hoped that this will increase the bank's profitability. Empirical findings show that most banks have made the adoption of digital banking technology the main strategy implemented. This research aims to analyze the influence of digital transformation on bank profitability in ASEAN emerging countries, including Indonesia, Malaysia, Thailand, Philippines, and Vietnam. The research object is registered on the Stock Exchange and has complete financial report data and annual reports from 2013 to 2022, from which a sample of 75 banks was obtained. The dependent variable is Bank Profitability which is measured using ROA, ROE, and NIM, while the independent variable is Digital Transformation, and there are control variables in the form of Income Diversification, GDP Growth Rate, Equity to Asset Ratio, Total Assets, and Debt to Asset Ratio. By using Fixed Effect Model regression, it was found that there was a significant influence at the 1% level between Digital Transformation and Bank Profitability, where this influence had a negative direction."

"Menurut tingkat permintaan ekspor terhadap industri manufaktur sepatu dunia diperkirakan akan memengaruhi stabilitas perusahaan-perusahaan pada industri ini di Indonesia. Untuk dapat terus bersaing, diperlukan adanya inovasi dan strategi yang mumpuni di masa sekarang ini, dengan tujuan mempertahankan dan meningkatkan kepercayaan buyer. Inovasi dan strategi dapat dicapai dengan penerapan digital transformasi pada proses produksi dan logistik internal perusahaan, dimana salah satu penerapannya adalah dengan implementasi sistem informasi yang mendukung proses produksi dan logistik internal. Penelitian ini meneliti proses produksi dan logistik internal perusahaan manufaktur sepatu dan merancang proses bisnis yang menginkorporasikan sistem informasi terintegrasi dalam prosesnya selama operasional perusahaan berlangsung. Didapatkan hasil rancangan sistem informasi melalui metode System Development Life Cycle (SDLC) yang terdiri atas tiga sistem. Hasil perancangan berupa use case scenario and diagram, DFD, ERD, activity diagram, dan rancangan interface dari sistem informasi. Sistem informasi yang dirancang dapat mencapai 4 tahap pengembangan teknologi pada tranformasi digital proses penjualan, yaitu digitalisasi, integrasi data, otomatisasi proses, dan integrasi sistem.

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The global decline in export demand for the shoe manufacturing industry is expected to affect the stability of companies in this industry in Indonesia. To be able to continue to compete, innovation and qualified strategies are needed today, with the aim of maintaining and increasing consumer confidence. These innovations and strategies can be achieved by implementing digital transformation in the company's internal production and logistics processes, where one of the applications is the implementation of information systems that support the production and internal logistics processes. This research examines the production and internal logistics processes of shoe manufacturing companies and designs business processes that incorporate integrated information systems in the process during company operations. The results of designing information systems through the System Development Life Cycle (SDLC) method consisting of three systems were obtained. The design results are in the form of use case Scenarios, DFD, ERD, Activity Diagrams, and information system interface designs. The designed information system can achieve 3 stages of technology development in the digital transformation of the sales process, namely digitization, data integration, process automation, and integration system."