IMPLEMENTATION OF TRAINING PROGRAM IN REALIZATION OF TRANSFORMATION INNOVATION CULTURE FOR TELKOM ORGANIZATION REGIONAL IV

• Main Author: Budi Utomo, Arih
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/70768
• Institution: Institut Teknologi Bandung

Volatility, Uncertainty, Complexity, Ambiguity (VUCA) is a real challenge in today's business world, all organizations including state-owned enterprises such as Telkom are required to find ways to improve their performance in terms of profits and productivity to face tougher market competition. This also applies to the Telkom Group which is transforming from a Telco Company to a Digital Telco Company, especially Telkom Regional 4 (Central Java & DIY). This study aims to identify the problems that occur in Telkom Regional IV which hinder the company from creating a culture of innovation within the organization, as well as to analyze the design of a competency improvement program for employees, how to manage the program, and whether there is an increase in the competence of Telkom Regional IV employees after program implementation. The method of this research form uses a qualitative descriptive approach with analytical techniques using the ADDIE development method and SWOT analysis in the analysis stage. Researchers conducted an analysis of the company's environment and found an innovation program that required training to develop employee competencies. Results Based on the SWOT analysis showed that the total IFAS score was 2.89 and the total EFAS score was 2.92. So that the company's position is in quadrant V, which means the company has strengths and opportunities. So that companies can take advantage of existing opportunities by using the strengths of the company. The results of the analysis show that there are five alternative strategies that are prioritized, namely the first priority is to collaborate in optimizing the use of technology. The second priority is to develop continuous training. The third priority is to improve teamwork in completing work. The fourth priority is following up on the various innovations that have been planned. The fifth priority is to develop a training model that is implemented by the company. The implementation carried out to overcome this problem is to design a comprehensive program called DWF (Design Week Festival), DWF (Design Week Festival) is the implementation of a new way of working culture program with a design thinking approach that trains all participants who take part in these activities from Telkom Regional IV to be more customer centric, increase cooperation between departments and regions, the ability to convey ideas effectively with a pitching strategy. As for the results of the DWF program, there was an increase in motivation to innovate by 26.562%, communication skills to convince ideas to management increased by 43.64%, collaboration within work units increased by 22.72%, effective communication between work units increased by 20.28%, communication effectiveness between units increased 30.158% and synergy between generations increased 15.151%.