Analisis Corporate Parenting Strategy Dalam Menciptakan Nilai Tambah Pada Anak Perusahaan PT Kereta Api Indonesia (Persero)

Noval Hamonangan Siagian, Prof. Drs. Wakhid Slamet Ciptono, M.B.A., M.P.M., M.P.U., Ph.D.

2026 | Tesis | S2 MANAJEMEN (MM) JAKARTA

Penelitian ini menganalisis penerapan corporate parenting strategy PT Kereta Api Indonesia (Persero) dalam mengelola portofolio anak perusahaan serta mengevaluasi keefektifannya dalam menciptakan nilai tambah. Konteks penelitian didasarkan pada keberagaman karakteristik bisnis anak perusahaan KAI, meliputi layanan komuter, logistik, properti, jasa pendukung, pariwisata, dan kereta bandara, yang menimbulkan kebutuhan pengasuhan yang berbeda. Penelitian ini menggunakan pendekatan kualitatif dengan metode studi kasus. Data diperoleh melalui wawancara mendalam, studi dokumentasi, dan konfirmasi informan. Alat analisis yang digunakan adalah Corporate Parenting Framework melalui identifikasi parenting characteristics, critical success factors, parenting opportunities, serta pemetaan dalam parenting fit matrix. Hasil penelitian menunjukkan bahwa PT KAI telah menjalankan peran perusahaan induk melalui penetapan arah strategis, pengawasan kinerja, pengendalian portofolio, koordinasi lintas entitas, dukungan sumber daya, serta penguatan sinergi kelompok usaha. Namun, keefektifan peran tersebut belum seragam pada seluruh anak perusahaan. Parenting advantage paling kuat terlihat pada anak perusahaan yang memiliki keterkaitan erat dengan bisnis inti dan ekosistem perkeretaapian, seperti KAI Commuter, KAI Logistik, dan KAI Properti. Sementara itu, KAI Services/RMU, KAI Wisata, dan KAI Bandara/Railink masih memerlukan penguatan mandat, fleksibilitas ruang usaha, percepatan pengambilan keputusan, dan sinergi komersial. Penelitian ini menyimpulkan bahwa PT KAI perlu menerapkan pola pengasuhan terdiferensiasi sesuai karakteristik dan kebutuhan strategis masing-masing anak perusahaan agar nilai tambah dapat dioptimalkan dan risiko parenting misfit dapat dikurangi.

This study analyzes the implementation of corporate parenting strategy by PT Kereta Api Indonesia (Persero) in managing its subsidiary portfolio and evaluates its effectiveness in creating added value. The research context is based on the diverse business characteristics of KAI subsidiaries, including commuter services, logistics, property, supporting services, tourism, and airport rail services, which create different parenting needs. This study uses a qualitative approach with a case study method. Data were obtained through in-depth interviews, document studies, and informant confirmation. The analytical tool used is the Corporate Parenting Framework, which includes the identification of parenting characteristics, critical success factors, parenting opportunities, and mapping in the parenting fit matrix. The findings show that PT KAI performs its role as a parent company through strategic direction setting, performance supervision, portfolio control, cross-entity coordination, resource support, and strengthening synergy within the business group. However, the effectiveness of this role is not yet uniform across all subsidiaries. The strongest parenting advantage is found in subsidiaries that are closely related to the core railway business and railway ecosystem, such as KAI Commuter, KAI Logistik, and KAI Properti. Meanwhile, KAI Services/RMU, KAI Wisata, and KAI Bandara/Railink still require clearer mandates, greater business flexibility, faster decision-making, and stronger commercial synergy. This study concludes that PT KAI needs to apply a differentiated parenting approach according to the characteristics and strategic needs of each subsidiary so that added value can be optimized and the risk of parenting misfit can be reduced.

Kata Kunci : Corporate Parenting Strategy, Corporate Parenting Framework, Parenting Advantage, Parenting Fit Matrix, Subsidiaries, PT Kereta Api Indonesia (Persero).