PREDICTING AND EVALUATING CHANGE MANAGEMENT INITIATIVES OF HUMAN CAPITAL DIGITAL TRANSFORMATION IN PT ANGKASA PURA II (PERSERO)

• Main Author: Indri Angesti, Ermy
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/42818
• Institution: Institut Teknologi Bandung

Industrial revolution 4.0 will bring many changes to business processes and work patterns. PT Angkasa Pura II (AP II) which operates in the air transportation industry will be affected by the use of new digital technology to maintain existence, increase business growth, and achieve competitive advantage is to carry out digital transformation as part of the change management process. In implementing a digital transformation, 3 initiative projects have been carried out, that is Employee attendance, Travy, and mobile learning projects. The research objective is to predict and evaluate change management from 3 (three) project change initiatives that have been carried out to measure the success of change management implementation in digital transformation and provide recommendations to improve digital transformation in AP II. Qualitative research is carried out by observing and collecting descriptive data related to the stages of implementation of 3 change initiative projects, while quantitative is done by collecting data from survey questionnaires. Literature review with DICE (Duration, Integrity, Commitment, and Effort) framework to predict the success value of change management and Kotter’s 8-steps to evaluate change efforts to avoid failure and increase success in implementing change. The results obtained are that each change initiative in the digital transformation of Human Capital project has a different DICE score. But each of these initiatives still has room for improvement. For initiatives that are in the failed zone are evaluated with 8-steps Kotter and the results obtained are that step four, seven and eight still need improvement. corrective action from poor contributions in the DICE score in the form of changing the team selection pattern to be more transparent, the role of monitoring and control of Human Capital unit, making training workshops, dividing the workload of agents of change. Corrective action for the implementation of Kotter’s 8-steps is to make routine sharing activities, activate social media that can interact both ways, move with sponsors and project teams in evaluating the rare implementation that has been done, and civilize digital transformation in every activity of the company, and strengthening the change as a corporate culture can be included in Key Performance Indicators (KPI) as a measurable indicator.