Strategic Agility in State-Owned Enterprises: A Case Study Of PT. Peruri Digital Security's Response to Digital Disruption

I Wayan Monasatya Ranu Lantara, Prof. Amin Wibowo, S.E., M.B.A., Ph.D.

2026 | Skripsi | MANAJEMEN

Disrupsi digital telah mengubah industri keamanan digital secara fundamental, sehingga organisasi dituntut untuk terus menyesuaikan strategi, struktur organisasi, dan mekanisme tata kelolanya. Meskipun kelincahan strategis (strategic agility) telah banyak dikaji pada organisasi sektor swasta, penelitian mengenai bagaimana Badan Usaha Milik Negara (BUMN) mengembangkan strategic agility dalam struktur tata kelola yang dicirikan oleh kepatuhan terhadap regulasi, akuntabilitas publik, dan pengambilan keputusan terpusat masih terbatas. Penelitian ini bertujuan untuk menganalisis bagaimana PT Peruri Digital Security merespons disrupsi digital secara strategis, mengidentifikasi dimensi strategic agility yang dikembangkan dalam organisasi, serta mengkaji bagaimana struktur tata kelola dan mekanisme organisasi memengaruhi pengembangan strategic agility.

Penelitian ini menggunakan pendekatan studi kasus kualitatif. Data primer dikumpulkan melalui wawancara semi-terstruktur dengan tiga informan, yaitu mantan Direktur, Direktur saat ini, serta Manajer Strategi Korporat, Operasional, dan Manajemen Risiko PT Peruri Digital Security. Data sekunder diperoleh melalui analisis dokumen yang mencakup Laporan Tahunan PERURI periode 2021–2024, dokumen korporasi, kebijakan pemerintah, dan literatur akademik yang relevan. Data dianalisis menggunakan analisis tematik untuk mengidentifikasi pola-pola yang berulang terkait respons strategis, kapabilitas organisasi, mekanisme tata kelola, dan pengaruh institusional.

Hasil penelitian menunjukkan bahwa PT Peruri Digital Security merespons disrupsi digital melalui transformasi strategis dari layanan pencetakan sekuriti konvensional menuju solusi kepercayaan digital (digital trust), yang mencakup tanda tangan elektronik, meterai elektronik (e-Meterai), layanan keamanan siber, dan solusi identitas digital. Kelincahan strategis tercermin dalam responsivitas organisasi terhadap perubahan teknologi dan pasar, fleksibilitas operasional, kapabilitas inovasi, pembelajaran organisasi berkelanjutan, serta pengembangan kapabilitas. Penelitian ini juga mengungkapkan bahwa struktur tata kelola secara bersamaan dapat membatasi sekaligus mendukung kelincahan strategis. Meskipun kepatuhan terhadap regulasi, proses persetujuan hierarkis, dan akuntabilitas publik dapat memperlambat pengambilan keputusan, mekanisme organisasi seperti koordinasi lintas fungsi, pengambilan keputusan berbasis bukti, pembentukan tim gugus tugas (task force), dan pengembangan kapabilitas secara berkelanjutan memungkinkan organisasi untuk tetap adaptif sekaligus menjaga integritas tata kelola. Temuan penelitian juga menunjukkan bahwa kelincahan strategis dibentuk oleh interaksi antara tekanan institusional pada tingkat makro, persaingan industri pada tingkat meso, dan kapabilitas organisasi pada tingkat mikro.

Penelitian ini memberikan kontribusi terhadap literatur mengenai strategic agility dengan memperluas penerapannya pada BUMN di Indonesia yang sedang menjalani transformasi digital. Temuan penelitian menunjukkan bahwa kelincahan strategis dalam BUMN tidak dicapai dengan mengurangi tata kelola, melainkan melalui integrasi tata kelola, transformasi digital, kapabilitas organisasi, dan adaptasi institusional untuk menyeimbangkan inovasi, responsivitas, dan akuntabilitas publik.

Digital disruption has fundamentally transformed the digital security industry, requiring organizations to continuously adapt their strategies, organizational structures, and governance mechanisms. While strategic agility has been widely examined in private-sector organizations, limited research has explored how State-Owned Enterprises (SOEs) develop strategic agility within governance structures characterized by regulatory compliance, public accountability, and centralized decision-making. This study aims to analyze how PT Peruri Digital Security responds strategically to digital disruption, identify the dimensions of strategic agility developed within the organization, and examine how governance structures and organizational mechanisms influence the development of strategic agility.

This study employs a qualitative case study approach. Primary data were collected through semi-structured interviews with three key informants: the former Director, the current Director, and the Corporate Strategy, Operational, and Risk Management Manager of PT Peruri Digital Security. Secondary data were obtained through document analysis of PERURI Annual Reports (2021–2024), corporate documents, government policies, and relevant academic literature. The data were analyzed using thematic analysis to identify recurring patterns related to strategic responses, organizational capabilities, governance mechanisms, and institutional influences.

The findings indicate that PT Peruri Digital Security responds to digital disruption through a strategic transformation from traditional security printing toward digital trust solutions, including electronic signatures, electronic stamp duty (e-Meterai), cybersecurity services, and digital identity solutions. Strategic agility is reflected through organizational responsiveness to technological and market changes, operational flexibility, innovation capability, continuous organizational learning, and capability development. The study further reveals that governance structures simultaneously constrain and enable strategic agility. Although regulatory compliance, hierarchical approval processes, and public accountability may reduce decision-making speed, organizational mechanisms such as cross-functional coordination, evidence-based decision-making, task force teams, and continuous capability development enable the organization to remain adaptive while maintaining governance integrity. The findings also demonstrate that strategic agility is shaped by the interaction of macro-level institutional pressures, meso-level industry competition, and micro-level organizational capabilities.

This study contributes to the literature on strategic agility by extending its application to Indonesian State-Owned Enterprises undergoing digital transformation. The findings suggest that strategic agility within SOEs is achieved not by reducing governance, but by integrating governance, digital transformation, organizational capabilities, and institutional adaptation to balance innovation, responsiveness, and public accountability.

Kata Kunci : Strategic agility, digital transformation, institutional theory, corporate governance, state-owned enterprises, digital disruption