Blog

Management Study Program, Faculty of Economics and Business (FEB), Universitas Sebelas Maret (UNS), organized a Guest Practitioner Lecture for the Strategic Management course entitled “Strategy Evaluation: Measuring Performance and Conducting Strategic Revision” on Thursday, 4 December 2025. This occasion featured Dr. Didiek Hartantyo, M.B.A., a strategic management practitioner who shared empirical experience related to Dynamic Strategic Evaluation and its implementation at PT Kereta Api Indonesia (Persero).

In his presentation, Dr. Didiek emphasized that recently, organizations operate within a hyper-dynamic environment, characterized by rapid change and uncertainty arising from political and geopolitical conditions, global and domestic economic factors, disasters, and shifts in customer behavior. These conditions require companies to conduct strategy evaluation that is no longer static and periodic, but dynamic, continuous, and adaptive. To address these challenges, six approaches were presented.

First, Dynamic Strategic Evaluation, which refers to strategy evaluation conducted continuously and in real time, rather than relying solely on annual cycles. Second, Data-Driven Strategic Review emphasizes the use of big data, data analytics, and artificial intelligence as the basis for decision-making, enabling strategy evaluation to be more accurate and predictive. The third approach is Adaptive Permanent Evaluation, which assesses organizational capabilities through sensing, seizing, and transforming capabilities to ensure the organization can detect change, capture opportunities, and adapt structurally. Fourth, Strategic Ambidexterity Evaluation refers to an organization’s ability to maintain operational efficiency and stability while simultaneously pursuing innovation and transformation amid policy dynamics and global economic conditions.

Furthermore, ESG-Integrated Strategic Evaluation positions environmental, social, and governance aspects as core components of strategy evaluation to ensure sustainability and stakeholder trust. Finally, Scenario-Based Strategy Evaluation (SBSE) is applied to assess organizational readiness in facing various future possibilities, particularly under conditions of extreme uncertainty such as during a pandemic.

In the implementation session, PT Kereta Api Indonesia (Persero) was presented as a concrete example of the application of these six approaches from 2016 to 2025. The transformation began with strengthening organizational foundations and revising the Corporate Work Plan and Budget (RKAP) during 2016–2017, followed by the achievement of an AAA rating from Pefindo in 2017. KAI also issued bonds in 2017 and 2019 as a form of transparency and cost-efficient financing, while gaining public trust through its involvement in financing the Jabodebek LRT project.

During the COVID-19 pandemic period (2020–2021), KAI implemented crisis management through service adaptation, reinforcement of health protocols, and operational efficiency. Although the company experienced losses for two consecutive years, it successfully recovered and recorded a profit of IDR 444 billion in 2022. Entering the 2020–2025 period, KAI continued to develop dynamic strategic evolution through continuous strategy evaluation to maintain performance, safety, efficiency, and service quality.

This practitioner lecture reaffirmed that dynamic, adaptive, and data-based strategy evaluation is a key requirement for the sustainability of modern organizations. The six strategic evaluation frameworks presented were not only academically relevant but also demonstrably applicable in national corporate practice.

This lecture support SDG 8 (Decent Work and Economic Growth) through the strengthening of corporate performance and sustainability, SDG 9 (Industry, Innovation, and Infrastructure) through strategic transformation and innovation in the transportation sector, as well as SDG 12 (Responsible Consumption and Production) and SDG 16 (Strong and Accountable Institutions) through the integration of ESG principles and transparent governance.

Management Study Program, Faculty of Economics and Business (FEB), Universitas Sebelas Maret (UNS), organized a Guest Practitioner Lecture for the Business Ethics course entitled “Marketing Ethics and Consumer Protection” on Saturday, 13 December 2025. The activity, conducted virtually via Zoom Meeting, was attended by students of the Management Study Program as part of efforts to enhance practice-based learning, and featured Hersi Rosilani, S.E., M.Si., Vice President of Bio Farma Group, as the invited speaker.

In her presentation, the speaker delivered practical insights into the application of marketing ethics in the pharmaceutical industry, highlighting honesty, transparency of information, regulatory compliance, and corporate responsibility in protecting consumers. Hersi Rosilani explained that the pharmaceutical industry carries a strong social function; therefore, marketing strategies should not be oriented solely toward profit but must also prioritize patient safety and public interest.

The promotion of pharmaceutical products is required to be conducted responsibly, based on scientific evidence, non-misleading, and in accordance with regulations established by the National Agency of Drug and Food Control (BPOM) and the Indonesian Pharmaceutical Code of Ethics. In addition, mechanisms for consumer protection in the pharmaceutical sector were discussed, including consumers’ rights to safety, quality, and accurate information as stipulated in Law Number 8 of 1999 on Consumer Protection.

The speaker also illustrated the supervisory role of BPOM in ensuring drug safety through registration processes, distribution monitoring, and product recalls when violations of quality, safety, or labelling standards are identified.

Through this lecture, students are expected to gain a more comprehensive understanding of ethical business practices, particularly in the context of marketing and consumer protection within strategic industries such as pharmaceuticals. This Practitioner Lecture also served as a platform to enhance contextual learning by presenting real-world practices from industry. The implementation of the activity aligns with efforts to achieve the Sustainable Development Goals (SDGs), particularly SDG 4 (Quality Education) through the enhancement of practice-based learning, SDG 3 (Good Health and Well-Being) through attention to safety and consumer protection in the pharmaceutical sector, and SDG 12 (Responsible Consumption and Production) through the application of responsible business and marketing ethics.

Management Study Program, Faculty of Economics and Business, Universitas Sebelas Maret (FEB UNS), organized a Business Communication Practitioner Lecture in collaboration with PT Kereta Api Indonesia (Persero) as an industry partner on Saturday, 29 November 2025. This activity formed part of the Management Study Program’s efforts to enhance the connection between academic theory and professional practice. The practitioner lecture, entitled “Digital Communication and Service Transformation: Building Customer Experience through the KAI Access Application and Social Media,” featured Erni Sylviane Purba, Vice President of Public Relations at PT KAI, as the keynote speaker.

The session was conducted virtually and attended by students of the Management Study Program. It was moderated by Dr. Intan Novela Qurrotul Aini, S.E., M.Si., a lecturer at FEB UNS. During the session, the speaker outlined her career journey, which began in the fields of technology and social media before she joined KAI in 2013 as Manager of CRM and Digital Media. During this period, KAI began implementing social media listening integrated with operational systems, enabling the company to distinguish authentic customer feedback from public opinion and comments generated by non-customer accounts.

The speaker emphasized that social media has become a critical channel for identifying service-related issues. “Every criticism and appreciation must be analyzed. We utilize a 24-hour command center connected to the contact center and CCTV analytics across all stations,” she explained.

She further elaborates that this system enables KAI to detect potential service crises, including the handling of harassment cases in station areas. “Do not expect perpetrators of sexual violence to be able to board trains, particularly in the Jabodetabek area. Our system monitors passenger movement to ensure collective safety,” she stated firmly.

KAI also employs social media listening to accurately identify passenger needs. Feedback concerning the comfort of economy-class trains, toilet facilities, and requests for supporting travel amenities has resulted in tangible service improvements. “From simple comments about seat backrests to requests for separate male and female toilets, all are addressed through innovation,” she explained.

Even investment strategies, such as the provision of water stations, are determined based on customer feedback as part of efforts to reduce plastic waste while improving passenger comfort. In one semester of 2025, KAI recorded more than six million mentions related to railway services; however, after analysis, only 1.58 million were identified as genuine customer feedback. “This is where filtering becomes essential. We must satisfy customers, not merely follow the dynamics of online discourse,” she added.

The speaker also described the management of viral issues, such as the so-called “Tumbler” case. According to her, KAI chose to release clarification at night after observing high levels of discussion during the day. She clarified that temporary removal from duty does not constitute dismissal, but rather serves as a protection mechanism for employees during the clarification process. In addition, she reported that KAI has recovered more than 12,000 lost passenger items valued at over IDR 12 billion, demonstrating the company’s integrity in safeguarding customer property.

KAI currently serves more than 400 million passengers annually, with projections reaching 500 million passengers by the end of 2025. These figures indicate the substantial economic impact of railway services on society. “Railways do not merely transport people; they drive economic activity. Hotels, culinary businesses, and other sectors move in parallel,” she noted.

At the global level, KAI is preparing to offer International Operation and Management Services, including opportunities to operate in Abu Dhabi and other countries. Digitalization, electrification, and long-term strategic development constitute the main focus areas for future growth.

Concluding the session, the speaker expressed her appreciation for the opportunity to participate at UNS as part of public education efforts. Several KAI communication case studies have become references for undergraduate and postgraduate students. “KAI seeks to demonstrate transparency and readiness to contribute to Indonesia’s economic transformation and global engagement,” she stated.

This public lecture further enhanced collaboration between KAI and the academic community in developing studies on communication, digital transformation, and data-driven public services. This occasion aligns with the achievement of the Sustainable Development Goals (SDGs), particularly SDG 4 (Quality Education) through practice-based industry learning, SDG 9 (Industry, Innovation, and Infrastructure) through the presentation of digital transformation and service innovation in the transportation sector, and SDG 11 (Sustainable Cities and Communities) through the development of safe, inclusive, and sustainable public transportation systems.