OPENING CEREMONY AND DAY 1 GNW MM FEB UI
âDigital Transformation for Sustainability: Crafting a Digital Strategy to Create a Sustainable Business.â
Master of Management Faculty of Economics and Business Universitas Indonesia (MM FEB UI) holds the 15th Global Network Week (GNW). This year, we have 75 participants, and 9 of them come from 5 different business schools, such as UCT Cape Town, Hitotsubashi Japan, IIM Bangalore India, UNSW Australia, and our students from MM FEB UI.
GNW UI March 2023 has the main theme, âDigital Transformation for Sustainability: Crafting a Digital Strategy to Create a Sustainable Business,â In this opportunity, we hold the event in 2 cities, Jakarta and Semarang, to explore companies and have a discussion with the experts in both cities. This event could not have been conducted without the support of our partners: PT Bank Rakyat Indonesia, PT Bank Mandiri, PT Permodalan Nasional Madani, PT Industri Jamu Dan Farmasi Sido Muncul, PT Pegadaian, Tanoto Foundation, PT ASDP Indonesia Ferry, PT Telkom Indonesia, PT Blue Bird, PT Phapros, and Arwana Ceramics.
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This event started with the opening remarks from the Vice Dean of FEB UI, Mr. Arief Wibisono Lubis, Ph.D. In the session after, we had a keynote by Deputy Entrepreneurship in Vice Ministry of State-Owned Enterprise, Mr. Kartika Wirjoatmodjo, entitled âThe Policy and Strategy in Fostering Digital Transformation of Businesses in Indonesia.â
2nd Session: Digital Transformation in Transportation Industry
In the second session of Day 1, Ira Puspadewi, President Director of PT ASDP Indonesia Ferry, presented a story about the transformation of the ferry RORO industry. At this time, Putu Geniki Lavinia Natih, S. E., M.Phil., D.Phil. moderated this session. In her presentation, Ira explained the strategic framework of PT ASDP Indonesia Ferry from 2020-2024, which solidifies the foundation, strengthening and optimizing value and sustainability. She also mentioned business expansion and operational excellence as the mission of PT. ASDP Indonesia Ferry.
Business expansion can be done by optimizing value through the main business, creating value through business development, connectivity development, and optimizing funding structure. Meanwhile, operational excellence will be obtained by optimizing vessel operation, improving safety management, environment, and service, digitalizing operational process and facility support, and infrastructure reliability. PT. ASDP Indonesia Ferry, at the forefront of connecting people and trade through crossing service – port integration and tourist destination, has 221 vessels, 2 subsidiaries, 299 routes, 34 ports, and 29 branches in 4 regions. In addition, there are two waterfront ASDP projects, Bakauheni Harbour City and Meruorah Labuan Bajo. In the last five years (2017-2022), the financial performance showed Net Profit is always achieved even in the pandemic situation.
3rd Session: Digital Transformation Measurement: We canât Manage What We Canât Measure
In the third session, Putu Geniki Lavinia Natih, S. E. M. Phil., D. Phil was still the moderator for this session. The speaker, Mr. On Lee as CEO & CTO of GDP Labs and CTO of GDP Venture, provides information about Digital Transformation Measurement with the tagline âWe Canât Manage What We Canât Measure.â The paper has become a problem in the digital era because it is costly, inefficient, insecure, and not ESG-friendly. There are different technology roles and mindsets between the past and the present. In the past, technology was perceived as support, cost center, and indirect impact. Still, the technology mindset has recently changed, becoming a strategic growth engine and direct effects.
Last year, GDP Venture made hyper-automation using ABCDX Technology which consists of artificial intelligence (AI), blockchain, cloud, data, mobile, security, and the web. He also informed us that paperless gives us benefits, such as digital knowledge workers, 24×7 fast access, increased productivity, reduced cost and the growth engine, contactless, safe, ESG-friendly, and easy backup and restore. To illustrate this, CATAPA.com is a paperless payroll platform that helps a company to :
- Save more than 25 business days per year
- Potential saving of billion rupiahs per year in running monthly payroll
- Paperless payroll
He also reminds us that there is a higher cost for the initial investment when we apply digital transformation and go paperless. Still, if we donât adopt a paperless immediately, a lot of money will be spent in the future.
4th Session: Building Corporate Digital Transformation Infrastructure: Case Study of April Group
In this session, Mr. Sihol Aritonang, President Director of PT Riau Andalan Pulp and Paper, presented how April Group (RAPP) faces digital transformation. April Group is one of the worldâs largest technologically advanced and efficient makers of pulp and paper products. As a company producing pulp and paper, Mr. Sihol gives us an example of what they face in this digital era and how they embrace and adapt to the transformation. Dr. Yasmin Nasution, the lecturer of MM FEB UI, moderated this session.
April Group created APRIL2030 as the sustainability commitment and target. APRIL2030 has four main commitments: Sustainability Growth, Inclusive Progress, Thriving Landscape, and climate positivity. Aprilâs strategic plan focuses on grabbing the opportunities to create significant positive impacts on climate, nature, and the human race while also expanding the company sustainably. The first commitment is positive climate goals. The company tries to reduce its carbon emissions and plans to achieve zero emissions from the land it uses for manufacturing. The second commitment is a thriving landscape. April believes building a thriving landscape will utilize the land to achieve social, economic, and environmental goals. The third commitment is inclusive progress. April is committed to supporting their people and community by creating community development in healthcare, education, and gender inclusion. The fourth commitment is sustainable growth. This commitment goal is promoting the good use of resources through reducing, reusing, and recovering resources.
APRIL gets lessons learned from the digital transformation that has impacted their company. First, senior management support is critical. Second, business justification must be either strategic or measurable from the Quality, Productivity, or Cost Reduction perspective. Third, do not underestimate organizational change management, as digital transformation involves people, processes, and technology. Last, to ensure an ongoing process, it is necessary to actively collaborate with business divisions. This collaboration includes designing the best platform and continually updating it using the newest digital.
