The implementation of change management at PT Telkom

SUWARTO, Tietha Ernawati, Hani Handoko, Dr. MBA

2009 | Tesis | S2 Magister Manajemen

Makin ketatnya persaingan di berbagai industri berubah agar perusahaan tetap kompetitif dan beroperasi secara efisien. PT Telkom Indonesia Tbk, juga menghadapi persaingan di industri telekomunikasi yang makin ketat dan membuat PT Telkom mengimplementasikan beberapa program change management, antara lain: Balanced Scorecard dan Baldrige. Program-programs change management tersebut membantu PT Telkom mengevaluasi sistem dan mengoptimalkan kinerja perusahaan. Tujuan dari penelitian ini adalah (1) mengidentifikasi dan mengevaluasi initiative dan process change di PT Telkom dan (2) mengidentifikasi masalah-masalah yang ada selama initiative dan process change di PT Telkom. Tipe penelitian ini adalah penelitian deskriptif, dimana peneliti mencoba menjelaskan phase setiap tindakan pada program-program change management di PT Telkom. Teknik desain penelitian penelitian ini adalah (1) survey, berupa interview dengan senior level manager, change agent, manager, dan staff, dan (2) secondary data menggunkan literature, catatan-catatan, dan sumber lain. Tujuh key success factors dari Ulrich, yang terdiri dari leading change, creating a share need, shaping a vision, mobilizing commitmrnt, changing system and structure, monitoring progress, dan making change last, menjadi alat untuk menilai keefektifan change management program di PT Telkom. Berdasarkan analisis dan evaluasi menggunakan tujuh key success factors, program change management dikategorisasikan “baik”, meskipun Telkom memiliki beberapa hambatan dalam mobilizing commitment dan monitoring progress. Program change management di PT Telkom memang belum efektif, tetapi program tersebut telah dapat memperbaiki kinerja dan meningkatkan performa PT Telkom setiap tahunnya. Beberapa saran untuk PT Telkom berkaitan dengan hambatan yang dihadapi adalah: (1) membuat kolaborasi dan teamwork untuk mengoptimalkan kinerja perusahaan (2) mengadakan kontrol, dimana karyawan dapat mengontrol proses key-decision making dan (3) membuat reward system berdasarkan penilaian teamwork, bukan hanya penilaian individual.

In today’s business environment, change is frequent and necessary for organization to remain competitive and operationally efficient. PT Telekomunikasi Indonesia Tbk, faced the tighter competition –moreover, after the Indonesian government liberalized the telecommunication industry. Telkom implemented some change management programs: Balanced Scorecard and Baldrige. These programs are to help Telkom measure their system and achieved its excellent performance. The research purposes are: (1) To identify and evaluate the initiative and process changes conducted by Telkom; and (2) to identify the problems during the initiatives and process changes conducted by Telkom. The type of this research is descriptive research which tries to describe the phases of action in Telkom change management programs. The research design technique for the research is survey and secondary data. Survey gathers information from interview to the senior level managers, the change agents, and the employees. Secondary data uses literature, notes, and other sources. The Ulrich’s seven keys success factors for building capacity for change become the research tools to assess the effectiveness of change management in Telkom –that consists from seven keys: leading change, creating a share need, shaping a vision, mobilizing commitment, changing system and structures, monitoring progress, and making change last. Based on analysis and evaluation using seven keys success factors, some conclusions are found. The change management program that is implemented in Telkom can be categorized “good” and Telkom have problems in mobilizing commitment and monitoring progress. Though the implementation of the change management programs has not effective yet for Telkom, but the change management program do help Telkom improve their productivity and increase their revenue each year. Several recommendations for the problems are: (1) pursuing collaboration and teamwork (2) control –where the employees can control key decision-making processes about how work is done, and (3) pursue reward system based on teamwork, not based on individual assessment.

Kata Kunci : Change management,Tujuh key success factors dari Ulrich,Initiative dan process change,PT Telkom Indonesia