PERUMUSAN STRATEGI MANAJEMEN PERUBAHAN INSENTIF KURIR BERDASARKAN MATURITAS MANAJEMEN PERUBAHAN ORGANISASI DAN KESIAPAN PERUBAHAN INDIVIDU PADA PT PAXEL ALGORITA UNGGUL

• Main Author: Naurah Rusman, Azzah
• Format: Final Project
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/82169
• Institution: Institut Teknologi Bandung

PT Paxel Algorita Unggul (Paxel) is a technology-based logistics company committed to addressing the challenges of long-distance delivery in Indonesia. As an innovation-oriented company, it must continually adapt to market and technology dynamics. Paxel is currently implementing changes to courier incentives. Previously uniform across all sizes, incentives will now be differentiated based on the size of the delivered package. These changes have faced significant resistance, ranging from protests demanding cancellation to strikes. Through root cause analysis, it was identified that the core issue lies in the absence of a clear and followable change management strategy during the process of changing courier incentives. Based on the Change Life Cycle framework, several steps were taken to clarify change management at Paxel. The first step was to identify/clarify the need for change. This step involved company interviews and information gathering from the internet. Next, readiness for change was assessed by measuring the maturity of organizational change management and individual readiness for change. It was concluded that the company is currently at level 2 in organizational change management maturity, with individual readiness entering the awareness and knowledge stages. After assessing readiness for change, the next step is to delineate the scope of change to identify the expected outcomes and define the scope of the change. Following informal interviews with the company, it was concluded that the current priority is to enhance individual readiness for change. The maturity of change management will not be increased at this time, considering the company's resources and its priority on individual readiness for change. Standardization of change management is not yet prioritized as Paxel is still part of the Micro, Small, and Medium Enterprises (MSMEs). After determining the priorities for improvement, strategies were formulated in the define the change approach stage. At this stage, strategies were developed based on the low indicators, considering the maturity of organizational change management and references. These strategies were then aggregated, resulting in nine improvement strategies.