Proposed Corporate Strategy to Increase Digital Services Portfolio Adoption Rate at Schneider Electric Indonesia

Abstract

Abstract - Indonesia’s future development has been outlined in the RPJPN 2025-2045, targeting annual GDP growth of 6–7%, with the manufacturing sector as a key contributor that is in the nascent stage of digital maturity. Schneider Electric Indonesia sees a great opportunity to increase the adoption of a digital services portfolio aligned with global strategies and national priorities. However, there are challenges, such as limited integration of digital services as the main value proposition and weak synergy across businesses. This study proposed corporate strategies to increase the adoption of digital services.
This study uses a qualitative methodology (semi-structured interviews) with vision & mission, internal and external analysis. The results of the analysis show that there is a gap between the global strategy and local strategy, as well as great potential for synergy between business units that has not been maximized.
This study proposes two main strategies: the establishment of a Digital Services Growth Task Force to provide a coordination structure and strategic direction, and a cross-unit enablement to strengthen operational and human resource capabilities across all business lines. This strategy positions digital services as a core value in the market, strengthening corporate synergy between BUs and optimizing cross-selling strategies within the existing customer ecosystem.

Keywords - Schneider Electric Indonesia, corporate strategy, digital services, business unit synergy, cross-selling