Peran Corporate Culture Adaptif dalam Mendorong Transformasi Proses Bisnis: Studi Kasus Implementasi BRISpot Pipeline Management di BRI

Wa Ode Kurniati Hasimin, Prof. Dr. Willy Abdillah, M.Sc.

2026 | Tesis | S2 MANAJEMEN (MM) JAKARTA

Transformasi digital di sektor perbankan Indonesia yang semakin berkembang pesat seiring meningkatnya adopsi layanan digital, kebutuhan efisiensi, dan perubahan perilaku nasabah, telah mendorong PT Bank Rakyat Indonesia (Persero) Tbk sebagai pemain utama di segmen mikro—yang berkontribusi signifikan terhadap perekonomian nasional—mengembangkan keunggulan kompetitif melalui implementasi BRISpot, melalui penyederhanaan proses pengajuan kredit yang lebih cepat, efisien, dan paperless, sekaligus mendukung strategi pemberian kredit yang lebih prudent melalui pipeline management. Penelitian ini bertujuan untuk (1) mengidentifikasi karakteristik corporate culture adaptif dalam transformasi proses bisnis, (2) menjelaskan sejauh mana corporate culture adaptif berkontribusi dalam mendorong keberhasilan transformasi proses bisnis, (3) merumuskan faktor-faktor pendorong dan penghambat keberhasilan implementasi BRISpot pipeline.

Penelitian ini menggunakan pendekatan kualitatif dengan metode studi kasus, melalui wawancara mendalam terhadap delapan informan kunci dari berbagai fungsi strategis BRI serta analisis data sekunder dari laporan internal perusahaan dan sumber eksternal yang relevan. Analisis dilakukan dengan mengintegrasikan konsep Corporate Culture (Denison, 2019) dan Technology Acceptance Model (Davis, 1986). Hasil penelitian mengidentifikasi karakteristik involvement, consistency, mission, creating change, customer focus dan organizational learning. Kontribusi yang dianalisis yakni adanya kebutuhan keterlibatan leader, penyelarasan KPI, kejelasan arah strategis, paradigma data-driven selling, peningkatan kapabilitas serta pemilihan nasabah yang selektif. Kemudahan penggunaan dan persepsi terhadap manfaat menjadi faktor pendorong, sedangkan persepsi terhadap kualitas data, relevansi data terhadap kebutuhan, peran leader, serta evaluasi kinerja menjadi faktor penghambat keberhasilan implementasi BRISpot pipeline management.

Berdasarkan hasil penelitian, corporate culture adaptif di BRI dinilai telah kuat pada level strategis namun masih dalam tahap transisi pada level operasional, di mana dimensi mission telah terinternalisasi dengan baik melalui penempatan transformasi digital sebagai agenda jangka panjang dan pengembangan BRISpot berbasis AI, sementara dimensi involvement dan consistency belum sepenuhnya tercermin dalam perilaku kerja harian, khususnya terkait ownership dan alignment KPI. Dimensi adaptability juga menunjukkan ketidakmerataan antar unit, sehingga budaya digital belum terimplementasi secara konsisten. Secara keseluruhan, budaya adaptif berkontribusi terhadap transformasi melalui peningkatan komitmen, penguatan struktur perilaku digital, serta perubahan mindset menuju data-driven, namun tidak bekerja secara otomatis karena sangat dipengaruhi oleh penerimaan individu terhadap teknologi. Dalam hal ini, berdasarkan TAM, penggunaan BRISpot dipengaruhi oleh perceived usefulness dan perceived ease of use, di mana manfaat sistem diakui dalam meningkatkan kualitas portofolio dan menekan NPL, tetapi isu kualitas data dan kompleksitas sistem masih menjadi hambatan yang menyebabkan adopsi belum optimal meskipun sistem terbukti efektif secara agregat.

Kata kunci: corporate culture adaptif, BRISpot Pipeline Management, Denison Model, Technology Acceptance Model (TAM), transformasi digital, bank, bisnis mikro, UMKM, BRI.

The digital transformation in Indonesia’s banking sector, which is rapidly expanding alongside the growing adoption of digital services, the need for efficiency, and changes in customer behavior, has driven PT Bank Rakyat Indonesia (Persero) Tbk—a key player in the microfinance segment that contributes significantly to the national economy—to develop a competitive advantage through the implementation of BRISpot. This initiative streamlines the loan application process, making it faster, more efficient, and paperless credit application processes, while simultaneously supporting a more prudent lending strategy through pipeline management. This study aims to (1) identify the characteristics of an adaptive corporate culture in business process transformation, (2) explain the extent to which an adaptive corporate culture contributes to driving the success of business process transformation, and (3) formulate the driving factors and barriers to the successful implementation of the BRISpot pipeline.

This study employs a qualitative approach using the case study method, involving in-depth interviews with eight key informants from various strategic functions within BRI, as well as analysis of secondary data from internal company reports and relevant external sources. The analysis integrates the concepts of Corporate Culture (Denison, 2019) and the Technology Acceptance Model (Davis, 1986). The findings identify the characteristics of involvement, consistency, mission, creating change, customer focus, and organizational learning. The contributions analyzed include the need for leader involvement, alignment of KPIs, clarity of strategic direction, a data-driven selling paradigm, capability enhancement, and selective customer targeting. Ease of use and perceived benefits serve as driving factors, while perceptions regarding data quality, data relevance to needs, the role of leaders, and performance evaluation act as barriers to the successful implementation of the BRISpot pipeline management system.

Based on the research findings, BRI’s adaptive corporate culture is strong at the strategic level but still in transition at the operational level. The mission dimension is well internalized, with digital transformation positioned as a long-term agenda and reflected in the development of AI-based BRISpot, while the involvement and consistency dimensions are not yet fully embedded in daily work behavior, particularly in terms of ownership and KPI alignment. The adaptability dimension also varies across units, indicating that digital culture is not yet consistently implemented. Overall, adaptive culture supports transformation by strengthening commitment, reinforcing digital behavior structures, and shifting mindset toward data-driven practices, but its impact depends on individual technology acceptance. Based on TAM, BRISpot usage is influenced by perceived usefulness and perceived ease of use; although the system is recognized for improving portfolio quality and reducing NPL, data quality issues and system complexity hinder optimal adoption despite its overall effectiveness.

Keywords: adaptive corporate culture, BRISpot Pipeline Management, Denison Model, Technology Acceptance Model (TAM), digital transformation, banking, microbusiness, MSMEs, BRI

Kata Kunci : adaptive corporate culture, BRISpot Pipeline Management, Denison Model, Technology Acceptance Model (TAM), digital transformation, banking, microbusiness, MSMEs, BRI