IMPROVING ORGANIZATIONAL AGILITY IN ORDER TO PUSH COMPANY GROWTH: CASE STUDY IN SPRINTHINK

• Main Author: Rugaya, Sulalah
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/57891
• Institution: Institut Teknologi Bandung

Volatility, Uncertainty, Complexity, Ambiguity (VUCA) are real challenges in a recent era that organizations are familiar with and need to respond to if they intend to thrive and sustain themselves in a business environment. Besides being able to survive, every organization, whether is large –SOE, Private Company, Government Office– or medium either small –startups, etc– demanded to find ways to enhance their performance in terms of profit and productivity to face more competitive markets. Leading through ambiguity requires agility, more risk-taking and links with new knowledge are required. Enterprise agility was once desirable, but it is now essential. Agility through whole enterprise combines speed and stability; it aids role clarity, creativity, and operational discipline; and it can have a favorable impact on organizational health and performance. Sprinthink is one of internal startup managed by Telkom Indonesia, which engaged in innovation consulting industry especially on Corporate Management Innovation Consultant. Since its founding in 2018 until now, Sprinthink has continued to move and look for ways to survive amid the uncertainty of the business world. In parallel, Sprinthink also often experiences several internal problems such as difficulty finding sales leads, overwhelmed with time management and also difficulty on managing the team. In order to solve a company problem and also answer the research questions, an analysis of internal and external environment is carried out. VRIO framework to analyze the internal environment, and Porter’s Five Force also PEST to analyze the external environment. Then the analysis will be summarize into SWOT as input to be entered into the IFAS and EFAS calculation, and the results are merged in SWOT Matrix Diagram. Based on calculated data from IFAS, Strength is 4.25, whether Weakness is 2,05 and the differences between them are 2.2. Based on the EFAS, Opportunity is 3.9, whether Threat is 1.4 and the differences between them are 2.5. It shown that Sprinthink has good internal condition where the strength was more dominant than the weakness. Meanwhile, external conditions show that the opportunity factor is more dominant than the threat, meaning that Sprinthink has a strong competitive position it the market with rapid growth. The end result puts sprinthink on 1st quadrant (aggressive environment) and it is identified that adaptive strategy is the best-fit strategy to support the process of implementing strategic plan in aggressive environment for agile organization. In addition, the use of 7s McKinsey Framework is needed to describes a global picture of Sprinthink business.