MEASURING AGILE TRANSFORMATION READINESS BASED II ON ORGANIZATIONAL CULTURE IN THE BOARD OF INDONESIAN INFORMATION AND COMMUNICATION TECHNOLOGY (WANTIKNAS)

• Main Author: Xaviera, Fairuuz
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/49361
• Institution: Institut Teknologi Bandung

The paradigm of bureaucratic large-scale organization is being challenged by the recently existing creative economy adopted by revolutionizing companies where they are connecting everyone, everything, everywhere, and all the time. Not only that, the critical organizational capabilities that transform overtime into what currently called capability of being agile. The capability includes to adapt, change, and disrupt. To catch up with the ever-changing and unpredictable world of VUCA, Board of Indonesian Information and Communication Technology (Wantiknas), is mandated to adopt the agile capabilities into the organization based on the Indonesian digital transformation decree no.45 from the Ministry of National Development Planning. this is aligned with the main task of Wantiknas to formulate public policy and strategic direction for national development through the improvement of information and communication technology including infrastructure, software, and content. To help Wantiknas in carrying out the agile transformation, this study performs a agile transformation readiness based on cultural. Culture aspect of agile was chosen based on how impactful an organizational culture is in agile adoption. The study utilized survey based on Schneider culture model instrument, to analyze the organizational culture, and benchmarking with agile culture from literatures. Schneider culture model is similar with competing value framework, in which it provides a topographical analysis on the organization culture. The difference is that Schneider culture model does not provide the preference culture of the surveyed organization, hence benchmarking to gain the preference agile culture was conducted. The Schneider culture model divide an organizational culture into four distinct classification. The four classification are control, collaboration, competence, and cultivation culture. in the Schneider culture model, there are no hierarchy between the types of culture. Not only that, an organization have a single core culture, dominant one, while the other culture characteristic may present as a supporting culture. Three source of agile culture and an integrative literature review on agile transformation challenges were collected and benchmarked with the result of organization’s culture survey. The source of agile culture being a preference of agile culture from agile practitioners (Spayd, 2010), agile values and principles from agile manifesto (Sahota, 2012), and systematic literature review on agile culture (Rebentisch et al., 2018). on the other hand, the agile transformation challenges were aggregation of seven studies revolving on agile transformation. The challenges were plotted to the Schneider culture model. The result of the study shows that Wantiknas have a few agile characteristics yet it is not sufficient to identify the organization as an agile organization. furthermore, the organization require a reinforcement in terms of culture that is still lacking and not yet aligned with the identified agile culture. To improve the organization’s culture condition, the research proposed several measures that can help the organization to improve their culture to be more aligned with the agile preferred culture. Some analyzed alternatives are Kanban, Lean start-up, Extreme programming, iterative development, and Scrum. After consideration based on the business issue analysis’ result, the research proposed an adoption of Scrum agile methodology as well as some measures that can enhance cultivation culture in the organization.