Organizational Health Index and Organizational Agility Maturity Criteria as Measurement Tools of Organizational Transformation Effectiveness

Authors

  • Swasti Sri Harjanti School of Business and Management, Institut Teknologi Bandung
  • Aurik Gustomo School of Business and Management, Institut Teknologi Bandung

DOI:

https://doi.org/10.12695/jmt.2017.16.1.7

Keywords:

Organization, organizational agility, organizational health index, telecommunication, transformation

Abstract

Abstract. As a response to negative growth in the mobile legacy projection - which supports 50% of Telkom revenue, and a positive high growth projection in the ICT and digital business revenue, Telkom decides to shift the business to digital. To be a successful digital company, Telkom has created strategic initiatives, including organizational transformation adopting Customer Facing Unit (CFU) concept that has been done for several months but there still no evaluation method for the success. This paper purpose is to evaluate the implementation of one human capital management strategic initiatives - CFU transformation implementation success, through Organizational Health Index and Organizational Agility Maturity model and formulate a recommendation for Telkom to create a more healthy and agile organization. This research using 11 synthetized dimension of Organization Health Index and Organizational Agility Maturity Model method as tools. Questionnaire consist of 53 practices that represented by 55 questions that asks about respondents extent to which they agree (satisfaction) and whether it meet respondents expectation. Survey result shows that Telkom already in a healthy condition and agile as an organization. This result concluded that by methods used in this research, the transformation could be stated as a success. However, according to the result, maintain and improvement of current health and agility still needed, especially improvement regarding innovation and learning.

Keywords:Organization, organizational agility, organizational health index, telecommunication, transformation


Abstrak. Dalam merespon proyeksi pertumbuhan negatif dalam bisnis mobile – yang menjadi 50% sumber pendapatan Telkom, dan pertumbuhan positif yang tinggi di bidang ICT dan bisnis digital, Telkom harus masuk ke dalam bisnis digital. Untuk itu Telkom telah membuat beberapa strategi, termasuk transformasi organisasi yang mengadopsi konsep Customer Facing Unit (CFU). Transformasi ini sudah dilakukan selama beberapa bulan namun belum pernah dievaluasi kesuksesannya. Tujuan dari penelitian adalah untuk mengevaluasi kesuksesan transformasi melalui metode Organizational Health Index dan model Organizational Agility Maturity. Penelitian ini juga merumukan rekomendasi bagi Telkom untuk menciptakan kondisi organisasi yang lebih sehat dan mampu bergerak cepat. Penelitian ini menggunakan sintesa dimensi Organization Health Index dan model Organizational Agility Maturity. 53 indikator dari hasil sintesa diwakili oleh 55 pertanyaan yang menunjukkan kepuasan dan ekspektasi responden. Hasil survey menunjukkan bahwa Telkom memiliki organisasi yang sehat dan mampu bergerak cepat. Kesimpulan dari penelitian ini adalah berdasarkan metode yang digunakan, proses transformasi dapat dikatakan sukses. Namun, usaha-usaha untuk mempertahankan dan meningkatkan kondisi saat ini masih diperlukan, terutama peningkatan terkait inovasi dan pembelajaran.

Keywords:Organisasi, organizational agility,organizational health index, telekomunikasi, transformasi

Downloads

Download data is not yet available.

Author Biography

Swasti Sri Harjanti, School of Business and Management, Institut Teknologi Bandung

HC Business Partner PT. Telkom

References

Alhadid, A. Y. (2016). The Effect of organization agility on organization performance. International Review of Management and Business Research, 5 (1).
Baghai, M., Coley, S., & White, D . (1999). The alchemy of growth. New York: Perseus.
Bharadwaj, A.S. (2000). A resource-based perspective on information technology capability and firm performance: an empirical investigation. MIS Quarterly, 24 (1), 169-96.
Christopher, M. (2000). The agile supply chain, competing in volatile markets. J. Indus. Mark. Manag, 29,37−44.
Curry, A., & Hodgson, A. (2008). Seeing in multiple horizons: Connecting Futures to Strategy, 13(August 2008), 1–20.
Garland, R. (1991). The Mid-Point on a Rating Scale: Is it Desirable?, 3–6, Marketing Bulletin, 2, 66-70, Research Note 3
Hoppmann, J. (2009). The lean innovation roadmap – a systematic approach to introducing lean in product development processes and establishing a learning organization –, (June).
Fernandez, Jesus. De, & Silva, H. (n.d.). Importance-performance analysis as a tool in evaluating higher education service quality: the empirical results of estig ( IPB ), 306–315.
Goldman, S. L., R. N. Nagel, & K. Preiss. (1995). Agile competitors and virtual organizations: strategies for enriching the customer, New York : Van Nostrand Reinhold
Harraf, A., Ph, D., & Colorado, N. (2015). Organizational agility, 31(2), 675–687.
Keller, S., & Price, C. (2011). Ed 7, Beyond performance: How great organizations build ultimate competitive advantage. Hoboken, N.J: Wiley
Martilla, J. & James, J. (1977). Importance-Performance Analysis. Journal of Marketing, 41(1), 77-79.
Matt, C., Hess, T., & Benlian, A. (2015). Digital transformation strategies. Business & Information Systems Engineering, 57(5), 339–343. http://doi.org/10.1007/s12599-015-0401-5
Nabipour, H. K., Pour, H. Z., & Rahmani, M. N. (2014). Investigation of the relationship between organizational health and organizational commitment with positive attitude toward change among primary school principals of Tehran city, European Online Journal of Natural and Social Sciences, 3(1), 176–184.
Nunally, J.C. (1978). Psychometric theory. 2nd Edn., New York: McGraw Hill. O`Neill.
Palmer, I., Dunford, R., & Akin, G. (2009). Ed 2, Managing Organizational Change- A Multiple Perspective Approach. McGraw Hill
PT. Telekomunikasi Indonesia, Tbk. (2014). Annual report, Jakarta - Indonesia.
Schuh, G., Lenders, M., & Hieber, S. (2008). Lean innovation: introducing value systems to product development. PICMET 2008 Proceedings, 27-31 July, Cape Town, South Africa.
Sekaran, Uma dan Roger Bougie. (2010). Ed 5, Research Method For Business: A Skill Building Approach. John Wiley @ Sons, New York.
Tofiqi Shahram, Chaqeri, Mahmood, Ameriun, Ahmad, KarimiZarchi, ali Akbar (2010). The effects of organizational change on indices of mental health and its relationship with organizational efficiency. Management service group and sanitation of Behdasht university. Baqiat-Allah Medical science university. Martial medicine journal, 3
Van Oyen, M. P., Gel, E. G. S, & Hopp, W. J (2001). Performance opportunity for workforce agility in collaborative and non collaborative work system, IIE Transactions 33 (0), 761-778.
Wendler, R. (2014). Development of the organizational agility maturity model. Computer Science and Information Systems (FedCSIS), 2014 Federated Conference on, 2, 1197–1206.

Downloads

Submitted

2017-04-25

Accepted

2017-05-18

Published

2017-04-30

How to Cite

Harjanti, S. S., & Gustomo, A. (2017). Organizational Health Index and Organizational Agility Maturity Criteria as Measurement Tools of Organizational Transformation Effectiveness. Jurnal Manajemen Teknologi, 16(1), 92–107. https://doi.org/10.12695/jmt.2017.16.1.7

Issue

Section

Articles