Articles

Maturity Assessment of Knowledge Management in the Transition of Organizational Transformation at PT Telkom Indonesia (Persero) Tbk

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The telecommunications industry is rapidly and significantly changing due to rising customer demands and digitization. Telecom businesses are exploring new strategies to maintain a competitive advantage. As the biggest telecommunication provider, PT Telkom Indonesia (Persero) Tbk (Telkom) consistently innovates and collaborates to foster a fair digital environment. This drive motivates Telkom to accelerate its transformation and lead Indonesia’s digitalization efforts. During this transformation process, Telkom needs to assess its knowledge management (KM) maturity level. This study will explore Telkom’s KM maturity, highlight gaps, and recommend business solutions. Using a mixed-methods approach, quantitative data were collected from surveys based on the Asian Productivity Organization (APO) framework, while qualitative data were gathered through in-depth interviews. This holistic approach ensures a comprehensive understanding of the key success factors of knowledge management. The research shows that the KM maturity level of Telkom is categorized as the 4th level or refinement level. This level indicates that Telkom’s KM progress aligns with the organization’s vision, mission, objectives, and priorities. However, there is still potential for continuous evaluation and improvement. Based on the data analysis, Telkom can implement several proposed business solutions, informed by 11 key success factors, to enhance the critical programs for organizational transformation.

A Comparative Analysis of the Most Prioritize Five Bold Moves Strategy in Telkom Indonesia

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Telkom Indonesia is a state-owned telecommunications company in Indonesia that operates in the telecommunications industry. As a digitally transformed telecommunications company, Telkom needs to be agile in facing the dynamics of the industry. Telkom Indonesia has launched Five Bold Moves, which are five major strategies, to become a world-class telecommunications (telco) company. In general, these five major strategies are implemented by investing in telecommunications infrastructure and digital platforms in a balanced manner to meet shareholder aspirations and address industry challenges, such as the sustainability of Telkom’s business in the future and improving the company’s valuation and profits.

The objective of this research is to determine the hierarchical structure of criteria, sub-criteria, and key alternatives in the selection of the Most Prioritized Five Bold Moves Strategy in Telkom Indonesia. This study employs the Analytic Hierarchy Process (AHP) method with the assistance of the Expert Choice application. The research subjects are employees of Telkom Indonesia, and the number of participants in the study is 31.

The results of the research indicate that competitive advantage and strategic are the main criteria for selecting the Most Prioritized Five Bold Moves Strategy in Telkom Indonesia. And for The main alternatives indicate that “fixed and mobile collaboration (FMC)” and “data center Co” have a dominant influence in the hierarchy structure. The suggestion that the researcher can convey related to the results of this study is to add alternatives to similar research and combine the Analytic Hierarchy Process method with other Multi Criteria Decision Making techniques enabling decision-makers to make informed choices regarding their implementation. This research contributes to the strategic management literature by offering a comparative analysis of Telkom Indonesia’s five bold moves strategies using the AHP model. The findings provide valuable recommendations for Telkom Indonesia’s management team and serve as a basis for further research in the field of strategic decision-making in the telecommunications industry.