Analisis kesiapan organisasi dalam implementasi strategi pengembangan kawasan industri pt krakatau sarana infrastruktur

Mochamad Rifqi Alfaizi, Prof. Wihana Kirana Jaya, M.Soc.Sc., Ph.D.

2026 | Tesis | S2 MANAJEMEN (MM) JAKARTA

Penelitian ini bertujuan menganalisis tingkat organizational readiness dan strategic alignment PT Krakatau Sarana Infrastruktur dalam mendukung implementasi strategi pengembangan Kawasan Industri Krakatau 3 (KIK 3). Penelitian menggunakan pendekatan kualitatif dengan desain explanatory-exploratory case study. Data diperoleh melalui wawancara mendalam terhadap lima informan lintas fungsi manajerial, analisis dokumen perusahaan, dan observasi organisasi. Data dianalisis menggunakan hybrid deductive-inductive thematic analysis, process tracing, serta triangulasi sumber dan metode.

Hasil penelitian menunjukkan bahwa kesiapan organisasi PT KSI berada pada kondisi “Moderat Menuju Siap” dengan karakteristik asymmetric organizational readiness. Kekuatan relatif ditemukan pada kompetensi dan pengalaman sumber daya manusia, strategic awareness, serta mekanisme cascading KPI. Sementara itu, area yang masih membutuhkan penguatan mencakup integrasi tata kelola proyek, koordinasi horizontal lintas fungsi, integrasi data, struktur pengelolaan proyek yang terdedikasi, serta kecepatan pengambilan keputusan. Penelitian juga menemukan bahwa vertical strategic alignment relatif lebih kuat dibandingkan horizontal operational alignment. Meskipun sasaran strategis telah diturunkan melalui mekanisme perencanaan dan pengukuran kinerja, integrasi antar-fungsi dalam execution chain KIK 3 masih memerlukan penguatan.

Hasil process tracing menunjukkan bahwa hambatan pada tahapan awal implementasi, khususnya pembebasan dan konsolidasi lahan, dapat berkembang menjadi cascading execution gap yang mempengaruhi finalisasi perencanaan, perizinan, kesiapan infrastruktur, dan commercial readiness. Berdasarkan temuan tersebut, penelitian merekomendasikan targeted organizational reconfiguration melalui pengembangan Overlay Project Management Office, Single Source of Truth, weighted shared accountability dengan primary ownership yang jelas, pengembangan kapabilitas strategis, penguatan stakeholder governance dalam pengelolaan lahan enclave, serta penerapan adaptive stage-gate roadmap.

Secara konseptual, penelitian menghasilkan contextual conceptualization berupa asymmetric organizational readiness, structural-operational lag, dan vertical-horizontal alignment gap untuk menjelaskan dinamika eksekusi strategi pada proyek strategis lintas fungsi.

This study aims to analyze the degree of organizational readiness and strategic alignment within PT Krakatau Sarana Infrastruktur in supporting the strategic implementation of the Krakatau 3 Industrial Estate (KIK 3) development. Employing a qualitative approach, this research adopts an explanatory-exploratory case study design. Data were collected through in-depth interviews with five cross-functional managerial informants, corporate document analysis, and organizational observation. The data were analyzed using hybrid deductive-inductive thematic analysis, process tracing, and source and methodological triangulation.

The findings indicate that PT KSI's organizational readiness operates at a "Moderate to Ready" state, characterized by asymmetric organizational readiness. Relative strengths were identified in human resource competencies and experience, strategic awareness, and Key Performance Indicator (KPI) cascading mechanisms. Conversely, areas necessitating further reinforcement encompass project governance integration, cross-functional horizontal coordination, data integration, dedicated project management structures, and decision-making agility. The study further reveals that vertical strategic alignment is relatively more robust than horizontal operational alignment. Although strategic objectives have been effectively cascaded via planning and performance measurement mechanisms, inter-functional integration within the KIK 3 execution chain remains a critical area for improvement.

Process tracing analyses demonstrate that impediments during the initial implementation stages—particularly in land acquisition and consolidation—can precipitate a cascading execution gap. This gap subsequently impedes the finalization of planning, licensing procedures, infrastructure preparedness, and overall commercial readiness. Drawing upon these empirical findings, this study advocates for a targeted organizational reconfiguration. Recommended interventions include the establishment of an Overlay Project Management Office, the implementation of a Single Source of Truth architecture, the instatement of weighted shared accountability featuring distinct primary ownership, strategic capability enhancement, reinforced stakeholder governance in enclave land management, and the adoption of an adaptive stage-gate roadmap.

Conceptually, this research advances a contextual conceptualization comprising asymmetric organizational readiness, structural-operational lag, and vertical-horizontal alignment gap to elucidate the dynamics of strategy execution within cross-functional strategic projects.

Kata Kunci : Organizational Readiness; Strategic Alignment; Strategy Execution; Project Governance; Dynamic Capability; Kawasan Industri; KIK 3.