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THE ROLE OF INNOVATION AND STRATEGIC MANAGEMENT IN
SUPPORTING THE READINESS OF HUMAN RESOURCES TO
ENTER THE WORLD OF WORK AND BUSINESS IN THE ERA OF
GLOBALIZATION - TECHNOLOGICAL REVOLUTION 4.0
Introduction
The rapid development of technology in the age of globalization called the era of the
technological revolution 4.0, an all-digital age, the world of work and human resources (HR)
business has become a phenomenal momentum, due to the limited level of education, skills
and even HR competence. Job destination companies also want IT and digitalization
competent human resources as the main requirement for their applicants. The competence of
these human resources is the most strategic basic aspect of every company to be an absolute
requirement because the existence and success of the company by human resources and its
performance is of high quality, competitive, innovative and highly competitive. performance
and quality of productivity of its human resources, both individually and in teams. It is
indicated that with the important role and function as well as the strategic management of a
company's human resources in order to always be conducive and grow and develop in
stabilizing, advancing the company's production demands to be more responsive in order to
continue to exist and develop. Along with this, changes in the scope of business, both non-
business and business, are also increasingly complex and competitive, which today is growing
and developing very dynamically, requiring an effective and efficient HR and product
management system, easy to change or adjust and can accommodate any changes that are and
have occurred quickly, precisely and directed at a low cost. However, the dilemmatic
employment problem of the prolonged impact of Covid19 limits almost all aspects of life and
community movement. It is alleged that the relatively weak motivation of human resources to
fight to enter the world of work and business today, the impact of the rampant info on
downsizing the workforce and even layoffs and bankruptcy of a number of companies both
large and small.
This paper aims to comprehensively address the role and influence of innovation and
strategic management on the readiness of human resources to enter the world of work and
business in the era of globalization - technological revolution 4.0, interpreted with a
qualitative descriptive method of reviewing various literature and study results to enrich the
insights of the paper. The COVID-19 pandemic has had a huge and significant impact on all
aspects of human life. This is very clear in its impact on all government
institutions/organizations/companies that exist in all countries in the world, both in the
economic, social, political, and other fields, and will be a history that will never be forgotten
for all people living in the era of the industrial revolution 4.0.
Research Methods
This paper is a desk study by reviewing various literature and research results related to
the role and influence of innovation and strategic management on HR readiness in entering
the world of work and business in the era of globalization - technological revolution 4.0 in a
qualitative descriptive manner. It does not rule out possibility to express appreciation and
criticism as well as input suggestions for improvement and improvement. HR empowerment
related to novelty as the newness of HR capacity in the current era of digitalization to prepare
themselves both independently and through training and improvement knowledge and other
skills.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
Results And Discussion
The rapid progress of all aspects in the era of globalization is accelerating due to the
rapid development of technology to become all digital and increasingly sophisticated, so it is
called the era of technological revolution and industry 4.0. The rapid development of this
technology certainly has a major effect on industries, companies, organizations / institutions,
all types of businesses, markets and especially human resources implementers, resulting in
increasingly fierce competition. The occurrence of various technological changes requires
entrepreneurs and various other involved actors to increase their innovation and creativity in
managing strategies to face it. Even successful and long-established companies will
experience difficulties. Difficulty in developing new products when the company fails to link
technology as part of its management strategic. This technological change does not
necessarily bring goodness to entrepreneurs. Consumers or customers will demand changes in
the company's products and services, so that if the company is not able to understand and
fulfill customer desires, then the company will not be able to fulfill customer desires
customers will be disappointed and will eventually move to another company that can fulfill
their desires. The following figure presents the threats and opportunities for companies,
organizations, business fields, industries and human resources, as follows:
Threats:
Globally, the digitalization era will eliminate 1-1.5 billion jobs between 2015 and 2025
due to the replacement of human positions with automated machines (Gerd Leonhard,
Futurist);
It is estimated that in the future, 65% of the world's elementary school students will
work in jobs that do not exist today (U.S. Department of Labor Report).
Opportunities:
The digitalization era has the potential to provide a net increase in the workforce of up to
2.1 million new jobs by 2023;
There is potential to reduce carbon emissions by approximately 26 billion metric tons
from three industries: electronics (15.8 billion), logistics (9.9 billion), and automotive
(540 billion) from 2015-2025 (World Economic Forum).
Being responsive and qualified in accessing all the information and technology needed
is inseparable from the smooth and strong internet signal and having an adequate quota to be
able to access it, which certainly depends on the funds owned and their sources, namely jobs
that generate income, one of which is salary or wages. Therefore, companies must be able to
link technology as part of the company's strategic management in order to be able to access
information and technology to deal with these changes and also to deal with its competitors.
The era of industrial revolution 4.0 is principally about empowering the role of
digitization of manufacturing and supply networks that involve the integration of information
from various sources and locations. The demands in facing the challenges in this industrial
revolution change have systematically become a great need to face industry 4.0 as a tool to
show maturity company. The maturity model used is a model that targets employees to have
comprehensive competencies in all fields. The employee competency maturity model needs to
be done because this is the position and relevance of humans as a central component in the
industrial era 4.0. Currently, recruitment by organizations managing (HR management /
HRM) as one of the important areas of a company is no longer seen as a closed-system, but an
open-system that must be able to respond and accommodate various external changes quickly,
effectively and efficiently.
Various HR strategies and responses to face the era of the all-digital technological
revolution:
Commitment to increased investment in digital skills development.
Always try and implement the latest technology prototypes, Learn by doing?
Explore new forms of collaboration for certification or education models in the realm of
improving digital skills.
Collaboration between industry, academia, and the community to identify the demand and
availability of skills for the future digital era.
Develop an education curriculum that includes materials related to human-digital skills.
As competition intensifies and product development cycles accelerate, R&D (research
and development) is critical to a company's success. In this case, strategic managers need to In
this case, strategic managers need to generate adequate returns on their R&D investments, so
that R&D is not seen as a cost, but is seen as an investment in the future. Awareness of the
importance of technology and innovation should be emphasized more on top management
because if top managers ignore this issue then managers below them will follow suit. In
addition, top managers are not only obliged to develop new products, but also to develop a
system that ensures the effectiveness of the technology to fit the customer's mind.
Science and technology today are developing rapidly. Various studies and breakthroughs
have resulted in findings that indicate there are no longer any aspects and processes of
business management that are not managed by technology touched by technology, which is
evident by highlighting two facets of business management, namely functional areas and
various organizational processes. Reality shows that the application of technology in the
functional area is increasingly widespread. In the field of production, for example, there is an
increasingly widespread application of technology. One clear example is the robotization of
production, which is now increasingly perceived as an absolute necessity in order to improve
work efficiency and product quality. It cannot be denied that in the fields of marketing,
finance, and human resources, technology is becoming more widespread communication and
information play an increasingly important role. In terms of the business world, the industrial
revolution 4.0 has brought a paradigm shift in the production industry so that it has a major
impact on the industrial value chain (Sallati et al., 2019).
"Innovation is the early commercialization of an invention by producing and selling a
new product, service, or process." In relation to a specific technology base, innovation is
meant to realize the potential to change the business game with the aim of competitive
advantage, which is not to be a follower, but to be a leader. This means that innovation is
changing what should be implemented with what is routinely implemented now.
Here are some characteristics of innovation, among others:
The outcome of an innovation process is inherently uncertain and cannot be known from
the start of the process.
Innovation is increasingly dependent on scientific progress. This can be seen in the
increasing science output from companies.
Technical solution-seeking activities have changed over time towards searching through
formal organizations.
Most innovations are the cumulative result of informal learning processes.
Technological change is a cumulative activity and technological competence built over a
long period of time.
Innovation also has 4 characteristics, namely having: (1) distinctiveness/specificity in
the sense of ideas, programs, arrangements, systems, including the possibility of expected
results; (2) characteristics or elements of novelty, must have characteristics as a work and
thought with originality and novelty; (3) the program is carried out in a planned manner,
carried out through a process that is not hasty, carefully prepared, clear and planned in
advance; (4) The innovations that are rolled out have goals and directions to be achieved,
including directions and strategies to achieve these goals.
Strategy Framework for Strengthening the Innovation System
The readiness of human resources to respond to competition and the difficulty of
entering the world of work in the era of digitalization - the era of the technological revolution
4.0, including: meeting the criteria for being able to: (1) Communicate regularly; (2)
Appreciate work (3) Spending time together outside the office; (4) Creating regular mentoring
sessions.
Some illustrations related to the priorities of the generation of human resources in the
era of digitalization 4.0 to enter and in the world of work, among others: (1) having the belief
that they are able to take control of their own careers; (2) most of them choose to take part in
the business world compared to previous generations; (3) However, there are several
millennial generation human resources who are able to prove their success with billions of
dollars in income at the age of 23, one of them is Mark Elliot Zuckerberg, the creator of
Facebook. It is identified that there are at least 4 characteristics (3C+1D) that need to be
developed by human resources to enter the workforce and become effective leaders in the 4.0
era - the era of digitalization, including: (1) Connector (being a relationship builder); (2)
Coach (being a mentor); (3) Challenger (being a challenger); (4) Digital Skill (reliable digital
skills).
And last but not least, an HR person who will enter the world of work in the era of
globalization that is all digitalized, to be able to understand the work ethic in all generations to
collaborate and encourage collaboration. By collaborating will certainly form a solid team,
which is optimistic, honest, and innovative; and understand and apply the 4 dimensions of
adaptive performance in running businesses, organizations and companies in the era of
globalization 4.0, namely being able to: (1) Navigate the business environment, navigate the
business environment master the uncertainty and adopt new approaches if you still
want to exist in turbulent conditions; (2) Leading with empathy creates a sense of having a
common goal and manages it through influence rather than through command and control; (3)
Learning through self-correction encourages / urges new experiments, if it fails, from
failure to get improvement; (4) Creating win-win solutions focuses on continuous success for
the organization and its stakeholders or service users.
On the other hand, an understanding and familiarity with digitalization technology is
needed in this era of globalization and in the future. Digital transformation is the process of
using information and communication technology that brings changes to the activities of
society, the business world, and the government in the future conduct business processes, so
as to meet needs more quickly, easily, and practically. It takes at least five ways to form a
digital mindset in the era of digital transformation, which also thinks about "how" to be able
to carry out successful digital transformation and generate added value. This kind of mindset
needs to be changed. Digital mindset, a digital mindset is something that needs to be formed
and owned, hand in hand with digital transformation with the transformation itself.
"Companies that successfully transition to digital are led by individuals who have a strong
belief and understanding of the power of technology to deliver growth and opportunity." A
digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and
behaviors that enable people and companies to predict all possibilities.
Company,after all, is about people. Therefore, for a company to succeed, it must have
the right people; people with a digital mindset, characterized by the ability to: (1) Understand
the power of technology to democratize teams and processes; (2) Adapt to scale output and
accelerate every form of interaction and action; (3) Understand the impact of
interconnectedness; (4) Take shifts and disruptions in stride. It is important to understand that
being digitally savvy is not the same as having a digital mindset. Being digitally savvy simply
indicates one's ability to use certain technologies and allows them to develop a digital mindset
more easily, if they are willing to do so. In the digital age, however, choosing not to develop a
digital mindset is detrimental. The importance of understanding the role and function of
innovation management and its definitions, characteristics and strategies for achievement, is
closely related to the ability to plan and formulate innovation management strategies. Strategy
to carry it out.
Strategic management has a main objective, namely: To combine the company's
internal variables to provide unique competencies so that the company has a sustainable
competitive advantage that generates profits for the company. "The remote environment
comprises factors that originate beyond and usually irrespective of any single firm's
operating situation are economic, social, political, technological, and ecological factors"
(Pearce and Robinson. 2013: 87). Strategic management is basically a process of: (1)
formulating a strategy, (2) implementing the formulation, and (3) evaluating the strategy
formulation that has been implemented. Before carrying out these three processes, the
company needs to conduct an environmental analysis to determine the strengths, weaknesses,
opportunities, and threats that may be utilized by the company to formulate an effective
strategy to develop its business and face its competitors, namely:
(1) Internal Factors, comprising the variable strengths and weaknesses that exist within the
organization, but are usually not within the short-term control of top management, which
influence the atmosphere at work; comprising factors viz: (i) structure, (ii) culture, and (iii)
resources (Hunger and Wheelen, 2001: 11); (2) External Factors, consisting of variables of
opportunities and threats outside the organization, which consists of 4 factors, namely: (i)
economic considerations; (ii) political factors; (iii) social factors; and (iv) technological
factors (Siagian, 2008: 65); with technological factors being very important to consider in
corporate strategy management.
After obtained the results of analyzing the external and internal environment, business
fields, organizations, and companies formulate appropriate strategies, carried out by SWOT
analysis. The qualitative approach of the SWOT matrix as developed by Kearns displays eight
boxes, namely the top two are boxes of external factors (opportunities and challenges) while
the two left boxes are internal factors (strengths and weaknesses). The other four boxes are
strategic issues that arise as a result of the intersection of internal and external factors.
Description:
Cell A: Comparative Advantages, is the confluence of two elements of strengths and
opportunities that provide the possibility for an organization to grow faster.
Cell B: Mobilization, is an interaction between threats and strengths, efforts are made to
mobilize resources as an organizational strength to Comparative Advantage
Divestment/Investment Damage Control Mobilization soften the external threat, and then
turn the threat into an opportunity.
Cell C. Divestment/Investment, is an interaction between organizational weaknesses and
external opportunities, applied based on utilizing existing opportunities to minimize
existing weaknesses.
Cell D: Damage Control, is the confluence of organizational weaknesses with external
threats, and hence wrong decisions can be catastrophic for the organization (the weakest
of cells A, B, C), is based on defensive activities and seeks to protect the organization
minimize existing weaknesses and avoid threats.
Some of the most important criteria include the ability of the proposed strategy to
address the specific strategic factors developed earlier through the SWOT analysis. Another
important consideration in selecting a strategy is the ability of each alternative strategy to
meet the objectives with the least resources and the least side effects. After that, strategy
execution/strategy implementation is carried out which is defined through 3 perspectives,
namely: (1) Process Perspective, where strategy implementation is a series of carefully
planned consecutive steps; (2) Behavior Perspective. considers strategy implementation as a
series of actions and assesses the actions taken by those who carry out strategy execution from
a behavioral science point of view; (3) Hybird Perspective, views strategy implementation as
a combination of the strategy implementation process and the behaviors that execute the
strategy; so that it is concluded Strategy implementation is a dynamic, iterative, and complex
process, which is comprised of a series of decisions and activities by managers and
employees-affected by a number of interrelated internal and external factors to turn strategic
plans into reality in order to achieve strategic objectives."
Thus, the most important stage of implementing innovation and strategic management is
monitoring and evaluation. In the evaluation process, there are three fundamental activities:
reviewing the external and internal factors that form the basis of the current strategy,
measuring achievements, and taking corrective action. Evaluation is carried out to achieve
goals in accordance with the object of evaluation. Controlling and evaluating innovation and
strategy is the stage of the innovation and strategy management process where top managers
try to improve the effectiveness of innovation and strategy. Ensure that the strategies they
choose are implemented appropriately and achieve company goals. Managers will compare
and assess the results obtained with the level of achievement of company goals. "Evaluation
research is a systematic application of social research procedures in assessing the
conceptualization and design, implementation, and utility of social intervention programs."
(Peter H. Rossi & Howward E. Freeman; in: Wirawan, 2011).
Conclusion
A large company in the field of technology continues to innovate within the company,
both personal, process, and product innovations produced. The innovations formed come from
internal and external companies, and are implemented through an open innovation strategy.
A company that pays more and more attention to its innovation management in
competition is predicted to be more competitive, and the growth of an alliance strategy that
can be realized in a company program and create various concepts of technology products that
aim to improve the quality of its products increase the speed of data access, facilitate the
learning process, turn imagination that was previously only a picture into a reality, and
facilitate retail stores that were previously offline stores into online stores. The goal is to
provide more and ultimate benefits in sales, marketing, and technical solutions.
The company's R&D functions to support the company's process in developing products
and making products that have more value for consumers.
The occurrence of various technological changes requires entrepreneurs and various
other involved actors to increase their innovation and creativity in managing strategies to deal
with it. Even successful and long-established companies will experience difficulties in
developing new products when the company fails to link technology as part of strategic
management.
This technological change does not necessarily bring goodness to entrepreneurs.
Consumers or customers will demand changes in products and services company services, so
that if the company is unable to understand and fulfill customer desires, customers will be
disappointed and will eventually move to another company that can fulfill their desires.
Being digitally literate is not the same as having a digital mindset. Being digitally savvy
only shows the ability a person to use certain technologies and enable them to develop a
digital mindset more easily, if they are willing to do so.
