Strategic Alignment PT. Dayamitra Telekomunikasi Tbk dalam Menghadapi Dinamika Industri Infrastruktur Telekomunikasi

Arighi Dhika Pratama, Suyanto, S.E., M.B.A., Ph.D

2026 | Tesis | S2 MANAJEMEN (MM) JAKARTA

Industri infrastruktur telekomunikasi Indonesia tengah mengalami tekanan akibat merger operator seluler serta perlambatan pertumbuhan yang mengindikasikan pergeseran industri menuju fase maturitas. PT Dayamitra Telekomunikasi Tbk (Mitratel) merupakan penyedia menara terbesar di Indonesia dan Asia Tenggara dengan portofolio lebih dari 40.000 menara, menghadapi tekanan dari konsentrasi pelanggan yang kini hanya terkonsentrasi pada tiga operator seluler utama, sementara ekspansi bisnis ke lini fiber optik, power-as-a-service, dan layanan komplementer lainnya menuntut penyesuaian desain organisasi secara berkelanjutan. Penelitian ini bertujuan untuk menganalisis keselarasan strategis (strategic alignment) Mitratel dalam merespons dinamika eksternal dan mengelola sumber daya internal, guna mengidentifikasi ketidakselarasan (misalignment) antar elemen organisasi serta merumuskan rekomendasi strategis yang relevan. Penelitian menggunakan pendekatan kualitatif dengan desain studi kasus tunggal, data primer diperoleh melalui wawancara mendalam terhadap lima informan lintas direktorat serta ditriangulasi dengan data sekunder perusahaan dan industri. Analisis lingkungan eksternal dilakukan melalui kerangka Porter's Five Forces, estimasi tingkat konsentrasi pasar (Herfindahl-Hirschman Index), dan Siklus Hidup Industri, sementara analisis lingkungan internal menggunakan Resource-Based View dan analisis VRIO, dengan keselarasan organisasi dievaluasi melalui kerangka McKinsey 7S. Hasil penelitian menunjukkan bahwa daya tawar pembeli merupakan tekanan paling signifikan, sementara struktur industri tergolong terkonsentrasi dan telah memasuki fase maturitas. Analisis VRIO mengungkapkan bahwa keunggulan kompetitif berkelanjutan Mitratel bersumber dari jaringan strategis sebagai bagian Telkom Group, budaya organisasi, dan distribusi aset di luar Pulau Jawa, sedangkan aset fisik mudah ditiru dan tidak berkelanjutan. Evaluasi 7S mengidentifikasi ketidakselarasan pada kecepatan sistem dan proses bisnis yang tertinggal dari dinamika ekspansi portofolio, kesenjangan kapabilitas dan pemerataan skill karyawan, serta ketidaksesuaian antara kompetensi dan sistem remunerasi. Berdasarkan temuan tersebut, penelitian ini merekomendasikan strategi optimalisasi monetisasi aset melalui diversifikasi portofolio komplementer, percepatan pemerataan kapabilitas sumber daya manusia, penyesuaian struktur organisasi untuk portofolio bisnis baru, serta penyelarasan sistem manajemen kinerja, sebagai langkah strategis mempertahankan posisi kompetitif Mitratel.

Indonesia's telecommunications infrastructure industry is undergoing pressure following telecommunications operator mergers, alongside growth slowdown signaling industry's shift toward maturity. PT Dayamitra Telekomunikasi Tbk (Mitratel) the largest tower provider in Indonesia and Southeast Asia with more than 40,000 towers, faces pressure from a customer base now concentrated among only three major operators, while expansion into fiber optics, power-as-a-service, and other complementary businesses demands continuous organizational redesign. This study aims to examine Mitratel's strategic alignment in responding to industry dynamics and managing internal resources, in order to identify misalignments among organizational elements and formulate relevant strategic recommendations. The research employs a qualitative approach with single case study design, which primary data were obtained through in-depth interviews with five informants across different directorates, triangulated with company and industry secondary data. The external environment was analyzed using Porter's Five Forces, market concentration estimate HHI, and the Industry Life Cycle framework, while internal environment was analyzed using Resource-Based View and VRIO, with organizational alignment evaluated through McKinsey 7S framework. The findings indicate buyer power constitutes significant external pressure due to consolidation, while the industry structure is highly concentrated and has entered its maturity phase. The VRIO analysis reveals that Mitratel's sustained competitive advantage stems from its strategic network as part of Telkom Group, organizational culture, and asset distribution outside Java, whereas physical asset alone is easily imitated and does not constitute sustainable source of advantage. The 7S evaluation identifies misalignments in the pace of systems and business processes lagging behind portfolio expansion, gaps in employee capability and skill distribution, along with inconsistency of competency. Based on these findings, the study recommends asset monetization strategy through complementary portfolio diversification, accelerated equitable human resource capability development, organizational structure adjustments to accommodate new business portfolios, and alignment of performance management as strategic steps to sustain Mitratel's competitive position. 

Kata Kunci : Strategic Alignment, Porter's Five Forces, VRIO, McKinsey 7S, Tower Provider