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Abstrak :
Divisi IT memegang peran yang penting dalam PT Aplikanusa Lintasarta yang merupakan perusahaan Indonesia yang bergerak di bidang penyedia jasa komunikasi data. Data pencapaian KPI perusahaan menunjukkan hasil penyelesaian aplikasi backoffice minor request oleh divisi TI masih kurang sesuai dengan target yang diharapkan perusahaan. Penelitian ini mengkaji tentang bagaimana strategi perubahan untuk manajemen perubahan TI untuk meningkatkan kualitas agar dapat memenuhi target pencapaian perusahaan. Penelitian ini dilakukan dengan metodologi penelitian kualitatif kuantitatif dengan studi kasus divisi TI PT Aplikanusa Lintasarta. Data dikumpulkan dengan tiga cara yaitu melalui wawancara semi-terstruktur terhadap manajemen TI, kuesioner yang ditujukan untuk pegawai divisi TI serta kajian dokumen ITCM perusahaan. Analisa data dilakukan melalui Organization Culture Domain Assessment untuk mengetahui tingkat maturitas perusahaan dalam menerima perubahan, analisa SWOT untuk memformulasikan strategi perubahan yang dilakukan dan analisa Analytical Hierarchy Process untuk menentukan prioritas implementasinya. Kajian ini menemukan bahwa tingkat maturitas dalam menerima perubahan berada pada level 4 (Established) dari 6 skala tingkatan maturitas yang artinya memiliki tingkat ketahanan yang cukup tinggi terhadap perubahan. Analisa terhadap faktor SWOT menghasilkan 6 usulan strategi perbaikan manajemen perubahan TI beserta prioritas implementasinya.

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IT Division hold important role in PT Aplikanusa Lintasarta, an Indonesia company that specialisized in data communication service provider. KPI attainment data show that the result of completion minor request back office application is still under the target management expectation. This research assess on how the change strategy can improve the IT change management quality so the KPI attainment target can be achieved. This research use the qualitative quantitative research methodology with IT division on PT Aplikanusa Lintasarta as a case study subject. Data gathered with three way throught semi structured interview with IT person management as target interview, the questioner addressed on IT division employee and the assessment on ITCM document of the company. Data analysis conducted through Organizational Culture Domain Assesment to know the the maturity level of the company on change acceptance subject. SWOT Analysis use to formulate the change strategy that must be done and Analytical Hierarchy Process use to determine the priorities of strategy to be implemented. This research found that the maturity level in change acceptance and change resistance on the level 4 (established) from 6 level which means the division has high resilience level from the change. SWOT factor analysis produce six change strategy recommendation to fix the IT change management with the priorities of the implementation.

Abstrak :
This book analyzes the process-oriented and organizational changes related to the digital transformation of multidisciplinary design firms. Based on this it proposes a systematic analysis-based methodology for change management, which consists of two distinct, but complementary components: a framework and a set of analysis methods. It particularly focuses on the relationship between the new paradigms, perspectives, and context of change related to digital transformation. The proposed framework combines these three elements in order to identify and address areas of investigation concerning process-oriented and organizational changes in the context of digital transformation, and also quantitatively and qualitatively assesses these changes in practice. This book offers the first comprehensive review of change management and digital practice, and includes case studies to enhance readers’ understanding of change management in the context of the digitalization. As such it is of interest to both industry practitioners and researchers.