Evaluating Change Management Implementation in Business Transformation of Pelita Air

Ivan Yusri Mahardika, J. Tjakraatmadja, John Welly
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Pelita Air as one of the subsidiary companies of Pertamina Group which established in 1963 start to support internal air transportation for Pertamina oil and gas exploration business. In order to develop its business portfolio and thrive, Pelita Air expanded business and took some opportunities by creating several change managements of business transformation into a commercial air charter operator, regular flight business, aircraft maintenance, airport operator and also training center. In order to achieve a continuous improvement in change management execution especially for the recent regular flight implementation in 2022, the evaluation of change management of regular flight implementation should be conducted in Pelita Air. The method of this research form uses qualitative research with analytical technique using the John Kotter 8 step change model and DICE score framework to analyze and evaluate the change management strategy that was implemented by Pelita Air. John Kotter 8 step change model used as a comparative strategic framework in the process of change management implemented which could evaluate and optimize the change management process. The DICE score framework used as a formulation to assess the possibility of success of the change management based on objective measures and track the projection of change management that is implemented through four main factors which are duration, integrity, commitment and effort. The result based on the John Kotter 8 step change model showed Pelita Air still has a space for the improvement during change management execution. The first step of change management in establishing a sense of urgency, there are several supporting factors such as financial condition, market opportunities, operation development and government instruction which lead the change initiatives. It is also important for Pelita Air to identify especially the threat factor during the regular flight implementation such as human resource’s capability in managing and operating the regular flight operation as Pelita Air has a failure in maintaining and competing the regular flight operation in 2005. The second step of change management in creating the guiding coalition, there are several main factors such as appoint critical key leader, coalition member, team objectives and stakeholder collaboration. It is important for Pelita Air to conduct a double check the weak area of the team include the appointment of key person with a good track record as Pelita Air experienced several times change leader to reduce the risk or major impact during the change management execution. The third step of change management in developing a vision and strategy, there are several main factors such as value of change, implementation strategy and capture company’s future condition. It is important for Pelita Air to improve a clear vision and strategy as it will reduce ambiguity or blurred direction to improve employee’s direction on how they have to perform for the success of the change goal. The fourth step of change management in communicating the change vision, there are several main factors such as attain employee’s motivation, clarify strategy, organizational development, new corporate culture and employee’s benefit. It is also important for Pelita Air to develop a regular employee’s feedback check to know any anxiety or negative thought to counter and reduce the number of rejection and neutral perception from the employee regarding the change initiatives. The fifth step of change management in empowering broad-based actions, there are several main factors such as competency enhancement, technological support, training and workshop. The evaluation recommends for Pelita Air to conduct a team builder workshop in enhance team engagement, sense of belonging for company’s project and make the change implementation move faster. The sixth step of change management in generating short-term wins, there are several main factors such as operation development, customer growth and stakeholder confidence enhancement. It recommends for Pelita Air to conduct a recognition and reward system for every part who take a part for the change success by provide a tangible incentives or professional growth which show the appreciation for hard work and dedication during the change implementation. The seventh step of change management in consolidating gains and produce more change, there are several main factors such as the target goal and change performance evaluation. As the change implementation show a deviated result according to the total aircraft fleets acquisition and route of flight provided, the tools such as feedback surveys and regular workload check should be conducted through regular review meetings to providing a mitigation action and keep the change implementation on track. The last step of change management in anchoring new approach in culture, there are several important factors such as new behavior, culture legacy, change ideals and values. The highlighted culture required during the change implementation are adaptability, competency, collaboration and loyalty as these cultures become a crucial part to provide a strong foundation for navigating and embracing the change. It recommends for Pelita Air to keep the momentum for about eight years and incorporate the change ideals or values within current and future staff to make the change stick as a new behavior legacy. While the result for the DICE score framework is 13.33 which the total score indicated in the win zone even Pelita Air still face several risks during the change execution. There are three highest score which are the Commitment of Senior Management (C1) factor with 3.72 score, Integrity of the team (I) factor with 3.44 score and Effort from the employee (E) factor with 2.23 score. These concern factors indicate the regular flight implementation in Pelita Air still need for an improvement to reduce the DICE score below 13 for better change execution result. 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引用次数: 0

Abstract

Indonesia as the archipelago country with 17,000 islands creates an air transportation system that becomes the most effective and suitable transportation to transport people and goods domestically among other transportation. Indonesia, also known as the world’s fourth most populous country which generates air transportation serve large market for society needs across Indonesia. In order to maximize these opportunities, Pelita Air as the airline company developing action and innovation to serve society needs by transporting people and goods in the unique geography and accessibility challenges of Indonsia. Pelita Air as one of the subsidiary companies of Pertamina Group which established in 1963 start to support internal air transportation for Pertamina oil and gas exploration business. In order to develop its business portfolio and thrive, Pelita Air expanded business and took some opportunities by creating several change managements of business transformation into a commercial air charter operator, regular flight business, aircraft maintenance, airport operator and also training center. In order to achieve a continuous improvement in change management execution especially for the recent regular flight implementation in 2022, the evaluation of change management of regular flight implementation should be conducted in Pelita Air. The method of this research form uses qualitative research with analytical technique using the John Kotter 8 step change model and DICE score framework to analyze and evaluate the change management strategy that was implemented by Pelita Air. John Kotter 8 step change model used as a comparative strategic framework in the process of change management implemented which could evaluate and optimize the change management process. The DICE score framework used as a formulation to assess the possibility of success of the change management based on objective measures and track the projection of change management that is implemented through four main factors which are duration, integrity, commitment and effort. The result based on the John Kotter 8 step change model showed Pelita Air still has a space for the improvement during change management execution. The first step of change management in establishing a sense of urgency, there are several supporting factors such as financial condition, market opportunities, operation development and government instruction which lead the change initiatives. It is also important for Pelita Air to identify especially the threat factor during the regular flight implementation such as human resource’s capability in managing and operating the regular flight operation as Pelita Air has a failure in maintaining and competing the regular flight operation in 2005. The second step of change management in creating the guiding coalition, there are several main factors such as appoint critical key leader, coalition member, team objectives and stakeholder collaboration. It is important for Pelita Air to conduct a double check the weak area of the team include the appointment of key person with a good track record as Pelita Air experienced several times change leader to reduce the risk or major impact during the change management execution. The third step of change management in developing a vision and strategy, there are several main factors such as value of change, implementation strategy and capture company’s future condition. It is important for Pelita Air to improve a clear vision and strategy as it will reduce ambiguity or blurred direction to improve employee’s direction on how they have to perform for the success of the change goal. The fourth step of change management in communicating the change vision, there are several main factors such as attain employee’s motivation, clarify strategy, organizational development, new corporate culture and employee’s benefit. It is also important for Pelita Air to develop a regular employee’s feedback check to know any anxiety or negative thought to counter and reduce the number of rejection and neutral perception from the employee regarding the change initiatives. The fifth step of change management in empowering broad-based actions, there are several main factors such as competency enhancement, technological support, training and workshop. The evaluation recommends for Pelita Air to conduct a team builder workshop in enhance team engagement, sense of belonging for company’s project and make the change implementation move faster. The sixth step of change management in generating short-term wins, there are several main factors such as operation development, customer growth and stakeholder confidence enhancement. It recommends for Pelita Air to conduct a recognition and reward system for every part who take a part for the change success by provide a tangible incentives or professional growth which show the appreciation for hard work and dedication during the change implementation. The seventh step of change management in consolidating gains and produce more change, there are several main factors such as the target goal and change performance evaluation. As the change implementation show a deviated result according to the total aircraft fleets acquisition and route of flight provided, the tools such as feedback surveys and regular workload check should be conducted through regular review meetings to providing a mitigation action and keep the change implementation on track. The last step of change management in anchoring new approach in culture, there are several important factors such as new behavior, culture legacy, change ideals and values. The highlighted culture required during the change implementation are adaptability, competency, collaboration and loyalty as these cultures become a crucial part to provide a strong foundation for navigating and embracing the change. It recommends for Pelita Air to keep the momentum for about eight years and incorporate the change ideals or values within current and future staff to make the change stick as a new behavior legacy. While the result for the DICE score framework is 13.33 which the total score indicated in the win zone even Pelita Air still face several risks during the change execution. There are three highest score which are the Commitment of Senior Management (C1) factor with 3.72 score, Integrity of the team (I) factor with 3.44 score and Effort from the employee (E) factor with 2.23 score. These concern factors indicate the regular flight implementation in Pelita Air still need for an improvement to reduce the DICE score below 13 for better change execution result. The recommendation based on the change management evaluation in regular flight business transformation in Pelita Air can be used to keep on track of the execution of change management plan activities in line with company strategy as a primary strategic goal being pursued by the management of the company.
评估 Pelita 航空公司业务转型中的变革管理实施情况
印尼是一个拥有 17,000 个岛屿的群岛国家,其航空运输系统成为国内人员和货物运输及其他运输中最有效、最合适的交通工具。印尼也被称为世界第四人口大国,其空运服务于印尼各地的巨大市场,满足社会需求。为了最大限度地利用这些机会,作为一家航空公司,百利达航空不断采取行动和创新,在印尼独特的地理环境和交通挑战下,通过运送人员和货物来满足社会需求。Pelita Air 是 Pertamina 集团的子公司之一,成立于 1963 年,开始为 Pertamina 的石油和天然气勘探业务提供内部航空运输支持。为了发展和繁荣其业务组合,Pelita 航空公司扩大了业务并抓住了一些机会,进行了多次变革管理,将业务转型为商业包机运营商、定期航班业务、飞机维修、机场运营商和培训中心。为了实现变革管理执行的持续改进,特别是最近在 2022 年实施的定期航班,应在 Pelita Air 进行定期航班实施变革管理的评估。本研究采用定性研究与分析技术相结合的方法,使用约翰-科特八步变革模型和 DICE 评分框架来分析和评估 Pelita 航空公司实施的变革管理策略。约翰-科特八步变革模型被用作变革管理过程中的比较战略框架,可以评估和优化变革管理过程。DICE 评分框架用于根据客观措施评估变革管理成功的可能性,并通过四个主要因素(持续时间、完整性、承诺和努力)跟踪变革管理实施的预测。根据约翰-科特(John Kotter)八步变革模型得出的结果显示,Pelita Air 公司在变革管理执行过程中仍有改进空间。变革管理的第一步是建立紧迫感,而财务状况、市场机遇、运营发展和政府指令等辅助因素则是变革举措的先导。此外,在定期航班实施过程中,培力达航空还必须特别识别威胁因素,如人力资源在管理和运营定期航班业务方面的能力,因为培力达航空在 2005 年在维护和竞争定期航班业务方面出现了失败。变革管理的第二步是创建指导联盟,其中有几个主要因素,如任命关键领导、联盟成员、团队目标和利益相关者合作。对沛利达航空公司来说,重要的是要对团队的薄弱环节进行仔细检查,包括任命具有良好记录的关键人物,因为沛利达航空公司经历过多次变革领导者,以降低变革管理执行过程中的风险或重大影响。变革管理的第三步是制定愿景和战略,其中有几个主要因素,如变革的价值、实施战略和把握公司的未来状况。对于 Pelita Air 公司来说,制定明确的愿景和战略非常重要,因为这将减少模糊不清的方向,从而使员工更好地了解自己应如何为成功实现变革目标而努力。变革管理的第四个步骤是传达变革愿景,其中有几个主要因素,如提高员工积极性、明确战略、组织发展、新的企业文化和员工福利。同样重要的是,倍利达航空要定期检查员工的反馈意见,以了解员工是否有焦虑或消极的想法,从而减少员工对变革举措的排斥和中立看法。变革管理的第五个步骤是授权广泛的行动,其中有几个主要因素,如能力提升、技术支持、培训和研讨会。评估建议 Pelita Air 举办团队建设讲习班,以提高团队参与度,增强员工对公司项目的归属感,加快变革实施的步伐。变革管理的第六步是创造短期效益,主要有几个因素,如运营发展、客户增长和增强利益相关者的信心。建议百利达航空公司对参与变革成功的每个人进行表彰和奖励,提供有形的奖励或职业发展,以感谢他们在变革实施过程中的辛勤工作和奉献。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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