International Journal of Cyber and IT Service Management (IJCITSM) Vol.
No.
April 2025, pp.
45Oe57 E-ISSN: 2808-554X | P-ISSN: 2797-1325.
DOI:10.
ye Technology Implementation on Objectives and Key Results in PT.
Pos Indonesia 2020-2024 Period Tonggo Marbun1* .
Sora Baltasar2 .
Eeng Ahman3 1,3 Doctor of Management.
Universitas Pendidikan Indonesia.
Indonesia 2 Master of Management.
Universitas Pamulang.
Indonesia 1 tonggomarbun@upi.
edu, 2 soramedia321@gmail.
com, 3 eengahman@upi.
*Corresponding Author
Article Info
ABSTRACT
Article history:
This study aims to evaluate the implementation of technology in supporting the Objectives and Key Results (OKR) system at PT.
Pos Indonesia during the 2020Ae2024 period, as part of the transformation into a more agile company.
its efforts to undergo business transformation.
PT.
Pos Indonesia utilizes technology to support various strategic objectives, such as market share growth, digital transformation, operational efficiency, and the development of customer based The technologies implemented include digital applications such as PosAja and PosPay.
ERP systems, big data analytics, cloud based data digitization, and work process automation.
As an agile company.
PT.
Pos Indonesia focuses on flexibility, cross-team collaboration, and data driven decision making to quickly respond to market changes.
Research results show that the implementation of technology successfully increased transparency, collaboration, and accountability in the execution of OKRs.
This technology also supports operational efficiency, service modernization, and the optimization of digital-based human resource management.
However, challenges such as limited technological infrastructure, adaptation to a technology based work culture, and the need for employee training remain obstacles that need to be addressed.
With a comprehensive agile approach.
PT.
Pos Indonesia has shown initial success in integrating technology to support OKR, while also strengthening its capabilities in responding to challenges and opportunities in the digital era.
Continuous efforts are needed to refine the implementation and drive more adaptive innovation in the future Submission January 6, 2025 Revised February 15, 2025 Accepted March 16, 2025 Published April 1, 2025 Keywords:
Objectives and Key Results (OKR) Technology Implementation Digital Transformation PT.
Pos Indonesia Agile Company This is an open access article under the CC BY 4.
0 license.
DOI: https://doi.
org/10.
34306/ijcitsm.
This is an open-access article under the CC-BY license .
ttps://creativecommons.
org/licenses/by/4.
AAuthors retain all copyrights INTRODUCTION This research examines the implementation of technology-supported OKRs at PT.
Pos Indonesia, a logistics company evolving into a more agile organization.
Technologies like cloud computing, digital dashboards, and fintech services align the company goals with its strategy, enhancing decision-making, adaptability, and operational efficiency.
Real-time feedback and data visualization foster a performance-driven culture, helping the company stay competitive in the logistics sector .
The study also identifies challenges in implementing OKR technology, such as resistance to change and system integration issues.
It builds on previous research, showing how technologies like big data and cloud computing improve performance measurement and agility.
The research offers valuable insights for Journal homepage: https://iiast.
iaic-publisher.
org/ijcitsm/index.
php/IJCITSM/index ye
E-ISSN: 2808-554X | P-ISSN: 2797-1325
other logistics companies, especially state-owned enterprises in Indonesia, adopting digital technologies for performance management .
The research problem is formulated as follows: How effective has the implementation of technology been in supporting the OKR system at PT.
Pos Indonesia from 2020 to 2024? What specific challenges has PT.
Pos Indonesia encountered in adopting and integrating technology for the successful implementation of OKRs during this period? Furthermore, what role has technology played in enhancing transparency, collaboration, and accountability within the organization, particularly in the context of OKR implementation at PT.
Pos Indonesia during these years? This research aims to assess how technology has influenced the alignment and achievement of strategic goals, the effectiveness of performance management systems, and the overall agility of the company in adapting to its evolving business environment .
, .
RESEARCH METHOD & OBJECTIVE
This research uses a qualitative, exploratory case study method to examine OKR implementation at PT.
Pos Indonesia.
It combines documentation analysis, observation, and Focus Group Discussions (FGD) to gain insights.
Documentation analysis reviews company records to identify trends, observation captures realtime behaviors, and FGDs gather stakeholder perspectives.
This approach helps identify key challenges in OKR implementation, explores technology role in employee engagement and performance management, and sets the foundation for future descriptive or quantitative studies to guide strategic decision-making.
employing multiple data collection methods, the study ensures a comprehensive understanding of the factors influencing OKR success and provides a holistic view of how technology impacts organizational performance.
These insights will be valuable for refining the OKR framework and improving its effectiveness across PT.
Pos Indonesia .
LITERATURE REVIEW
The implementation of OKRs at PT.
Pos Indonesia is grounded in strategic management theory, focusing on planning, execution, and performance evaluation based on measurable results .
, .
Originating from Management by Objectives (MBO).
OKRs align organizational goals with clear outcomes, a concept introduced by Andrew Grove at Intel and later popularized by John Doerr.
OKRs help improve focus, transparency, and efficiency by setting one or two ambitious annual goals and breaking them into specific, measurable key results evaluated quarterly .
For successful OKR implementation, its essential that goals are clear, aligned with the long-term vision, and regularly tracked to maintain motivation .
, .
A supportive work culture is also necessary to foster engagement and accountability at both individual and team levels.
OKRs enhance communication, coordination, and strategic execution, ensuring alignment across PT.
Pos Indonesia 16,040 employees and 3,924 offices .
Technology plays a key role in performance management by improving efficiency, transparency, and decision-making.
Digital platforms enable realtime tracking, goal evaluation, and strategic alignment.
The integration of Performance Management Systems (PMS) and Human Resource Information Systems (HRIS) enhances progress tracking, identifies areas for improvement, and reduces subjectivity, ensuring objective performance evaluations .
, .
DISCUSSION
The framework shown in Figure 1 illustrates the Objectives and Key Results (OKR) structure with a clear hierarchy .
, starting from the Mission .
he company main missio.
, then down to Objectives .
pecific goal.
, followed by Key Results .
easurable main outcome.
, and finally to the To-do list .
pecific tasks or This structure is highly relevant in supporting the implementation of OKR at PT.
Pos Indonesia, especially in digital transformation and improving the efficiency of logistics services .
By clearly defining each level.
PT.
Pos Indonesia ensures that their strategic goals are broken down into measurable outcomes and actionable tasks, making it easier to track progress and stay aligned with the company mission .
This approach enhances focus, accountability, and communication throughout the organization, helping every team member understand their role in achieving broader objectives.
Ultimately, the OKR framework contributes to better decision-making and ensures continuous progress toward key business goals .
, .
International Journal of Cyber and IT Service Management (IJCITSM).
Vol.
No.
April 2025, pp.
45Ae57 International Journal of Cyber and IT Service Management (IJCITSM) ye Figure 1.
Frame OKR At PT.
Pos Indonesia, the company mission centers on digitalizing logistics and delivery services to boost competitiveness .
, .
The main objectives derived from this mission include improving operational efficiency by reducing delivery processing time from 3 days to 1 day in urban areas through AI-based route automation, optimizing customer experience by increasing satisfaction scores from 75% to 90% with an IoTbased realtime tracking app, and enhancing data security and transparency by implementing blockchain in the package tracking system to reduce data errors to 0%.
The To do section outlines the concrete steps to achieve these objectives, such as implementing IoT tracking systems on the fleet, developing AI for route optimization, and testing blockchain in the logistics system .
, .
These actionable steps guide the operational team to ensure the success of the digital transformation initiative.
The OKR structure provides clarity in setting strategic missions, breaking them into specific objectives, measuring success through key results, and outlining actionable steps.
This structured approach helps PT.
Pos Indonesia achieve its digital transformation, improve operational effectiveness, and strengthen its position in the competitive logistics industry .
The research results also indicate that the implementation of Technology within the OKR Framework used refers to strategic management as outlined in Figure 2, as follows:
Figure 2.
5 Stages of Strategic Management PT.
Pos Indonesia strengthens its competitiveness through the 5 Stages of Strategic Management, focusing on technological innovations like IoT.
AI, and blockchain to enhance operational efficiency .
Key
objectives include optimizing delivery routes with AI, improving customer trust with blockchain, and ensuring ye
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realtime tracking with IoT.
Performance is tracked using digital dashboards to monitor progress and make adjustments to meet OKR goals .
, .
By integrating OKRs into each stage.
PT.
Pos Indonesia aligns its vision, strategy, and execution, supported by technology for better decision making.
This strategic approach allows the company to compete effectively with industry players like JNE and GrabExpress while ensuring continuous progress towards its goals .
The company ongoing transformation prioritizes digitization to improve efficiency and customer engagement .
PT.
Pos Indonesia aims to be the top provider in logistics and financial services, focusing on operational efficiency.
IT development, and robust governance to ensure longterm sustainability .
Seven Pillars of Business Transformation at PT.
Pos Indonesia The Seven Business Transformations at PT.
Pos Indonesia were created to enhance the company competitiveness and adaptability in facing the challenges of the digital era .
, 29, .
These transformations aim to align the organization with modern industry demands, focusing on innovation and efficiency across various By embracing new technologies and business models.
PT.
Pos Indonesia strives to stay ahead in a rapidly changing landscape.
Here are the details of the transformations undertaken.
Table 1.
Business Transformation Objectives and Key Results Objective Key Results Business Transformation Diversification of business services, including expansion of logistics, financial, and e e-commerce sectors.
Organizational Transformation Restructuring the organization to improve efficiency and accelerate decision making Technology Transformation Implementation of digital technologies such as ERP systems, big data analytics, and application based services.
Human Capital Transformation Enhancement of employee competencies through digital training, innovation culture, and technology based HR management.
Business Process Transformation Automation of work processes to reduce bureaucracy and increase service speed.
Service Model Transformation Development of customer based services, such as omnichannel services to facilitate service access.
Work Culture Transformation Implementation of a performance oriented work culture, innovation, and excellent customer PT.
Pos Indonesia implements seven pillars of business transformation (Table .
as the main strategy in facing the digital era and market dynamics.
Business Transformation focuses on diversifying services in the logistics, finance, and e-e-commerce sectors to meet increasingly complex customer needs .
Organizational Transformation is carried out through restructuring to improve operational efficiency and accelerate strategic decision making.
The transformation at PT.
Pos Indonesia focuses on four key areas: technology transformation through ERP, big data, and digital services.
human capital development via digital training and innovation culture.
business process automation to improve efficiency.
and a customer centric service model with omnichannel These efforts are supported by a work culture transformation that emphasizes performance, innovation, and excellent customer service .
, .
International Journal of Cyber and IT Service Management (IJCITSM).
Vol.
No.
April 2025, pp.
45Ae57 International Journal of Cyber and IT Service Management (IJCITSM) ye Figure 3.
PT.
Pos Indonesia Culture This transformation is in line with the Akhlak Culture of PT.
Pos Indonesia .
, which reflects the values of Trustworthy.
Competent.
Harmonious.
Loyal.
Adaptive, and Collaborative in every aspect of its operations .
By implementing the seven pillars of transformation and upholding the culture of ethics.
PT.
Pos Indonesia continues to evolve into a modern, adaptive, and future oriented organization.
The Role of Technology in Achieving PT.
Pos Indonesia OKR 2020-2024.
In the Table 2 The implementation of Objectives and Key Results (OKR) with the role of Technology at PT.
Pos Indonesia has resulted in significant improvements in operational efficiency and effectiveness.
Here are some specific metrics that illustrate that success.
Year Table 2.
Business Transformation and Achievements Aspect Success Metrics Quantitative Achievement Business Transformation & Launch of e-commerce ser- 5 new e-commerce services in Competitiveness Increase in logistics revenue Increased by 15% by the end of Technology-Based HR Man- Completion of employee digi- 90% of employees completed tal training training within 6 months Increase in employee satisfac- Increased from 78% to 85% in one year Decision-Making Speed Reduction in project approval Reduced from 10 days to 5 Digital Transformation Launch of digital service appli- PosAja .
& PosPay .
ications nancial service.
launched in Operational Efficiency Implementation of electric ve- 20% of operational vehicles hicles (EV) have switched to EV
Modernization of material han- 50% of package processing is dling equipment in main hubs now automated Employee Competency Devel- Intensive technology-based 85% of operational employees have undergone technical training Customer Service Improve- Implementation of Standard Delivery time improved by Delivery Time (SWP) 30% compared to the previous
Increase in customer satisfac- Customer satisfaction score intion
creased from 80% to 90% Governance & Risk Manage- Implementation of digital- 100% of business units have based risk management system adopted digital risk management systems ye
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The application of technology in HR management at PT.
Pos Indonesia aligns with research that emphasizes efficiency, effectiveness, and the challenges and opportunities of technology .
This highlights the role of OKRs in clarifying strategic priorities and employee contributions.
Technology supports data driven performance management, enhances employee satisfaction, and helps organizations navigate work dynamics .
, .
AI and big data enable predictive analytics to identify performance trends, risks, and opportunities, while digital collaboration platforms improve employee engagement and communication.
Additionally, technology fosters a culture of continuous feedback and development, helping employees stay aligned with the company goals and contributing to overall business growth.
Year Table 3.
Metrics of OKR Implementation at PT.
Pos Indonesia .
Aspect Success Metrics Quantitative Achievement Digital Trans- SuperApps Launch Successfully launched in 2022 Innovation Courier & logistics database integration to 100% database migration comCloud Azure Development of digital logistics platform Fully Operational Marketplace Pick Up Integration Successfully integrated across all Renewal & IT service areas Services Asset Management System at POSLOG 100% implementation across PT.
Pos Logistik Launch of Cash Collection.
O2O, and 3 new financial services introduced Syariah services on Pospay Implementation of e-bikes and EV for de- 30% of delivery fleet transitioned to Operational EV/e-bike Efficiency Improvement Modernization of material handling sys- 60% automation in sorting hubs War Room implementation at Bandung 24/7 operational monitoring system Human Cap- Millennial & Women Talent Competency 80% participation rate in leadership ital Develop- Development Digitalization of Human Capital (HC) ser- 100% HR processes digitalized New PMS based on OKR Implementation Fully adopted in performance evaluation system Revenue Launch of STORI fulfillment platform 1,000 business partners onboarded Growth Collaboration Launch of fintech services on Pospay 500,000 new users registered Organizational Digitalization of financial systems 90% financial transactions autoTransformamated Launch & Activation of Specific Behavior Company wide cultural transformaAKHLAK 2nd Year (PASTI) tion initiative Digital Trans- Pospay SuperApps launch Successfully launched in 2023 Logistics operational digitalization 85% logistics workflows digitalized Utilization of Cloud Technology 100% cloud adoption across business functions International Journal of Cyber and IT Service Management (IJCITSM).
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45Ae57 ye International Journal of Cyber and IT Service Management (IJCITSM) Operational Efficiency Enhancement Revenue Growth Collaboration .
Human Capital Development .
Corporate Governance Sustainability Robotic Sorting Machine automation 70% sorting process automated 24/7 War Room optimization Customer Experience Journey enhancement Development of Creative Hubs Improved realtime monitoring 25% reduction in service response time Digital Talent Training 5,000 employees trained in digital competencies Implementation of Risk Management Information System (SIMARIS) Debt to Equity Swap (DES) for PT.
Pos Logistik 100% operational risk managed digitally Internal process digitalization 90% of internal workflows automated 10 hubs established nationwide Completed financial restructuring Table 3 summarizes PT.
Pos Indonesia key achievements in implementing OKRs from 2022 to 2023, showing progress in digital transformation, operational efficiency, and human capital development .
supports performance optimization and personalized training, while cloud storage enhances data security and These technologies foster a data driven, transparent work culture, improving decision making and agility for longterm growth .
Ae.
Table 4.
Key Metrics of OKR Implementation at PT.
Pos Indonesia 2024 Objective Key Results Success Metrics Description Enhancing Implementation of Trans- 100% TMS imple- All logistics operations fully Logistics managed by TMS by Q3 portation Management Sys- mentation by Q3.
Opera2024.
tem (TMS).
Integration of logistics ap- 90% ERP logistics ERP and logistics system inEfficiency plications with the company system integration.
tegration must cover 90% of ERP system.
Expanding Logistics Market Reach total operations.
Development of IoT based real-time tracking features.
95% realtime tracking accuracy.
IoT tracking must provide 95% accurate realtime location updates.
Expansion of distribution network using AI analytics.
20% reduction in delivery delays.
AI driven analytics must reduce delivery delays by Utilizing GIS for strategic location selection.
10 new strategic locations identified.
GIS analysis must successfully identify 10 optimal warehouse or hub locations.
Implementing CRM to enhance partner negotiations and collaboration.
30% increase in logistics partnerships.
CRM driven partnership agreements must increase by 30%.
Expanding market reach through digital channels.
15% market share Logistics services must capture an additional 15% market share.
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ye Improving AI chatbot implementation for customer service.
Customer Satisfaction Social media sentiment analytics for service improvements.
85% chatbot response rate improvement.
Chatbot must improve response speed and accuracy by 85%.
90% customer satisfaction score.
Customer surveys must show a 90% satisfaction Automated customer complaint management system.
50% decrease in unresolved complaints.
Automated complaint handling must reduce unresolved cases by 50%.
Developing R&D of drone delivery features.
Technology Based Innovations Blockchain utilization for logistics data security.
5 successful drone delivery test runs.
At least 5 successful drone deliveries must be completed in test environments.
100% blockchain secured transactions.
All logistics transactions must be secured with New app version with enhanced UI/UX.
40% increase in app user engagement.
New app version must lead to a 40% increase in active Personalization based on customer data.
50% improvement customer recommendations.
Personalized AI recommendations must improve relevance by 50%.
In table 4.
PT.
Pos Indonesia aims to improve efficiency, market reach, and customer satisfaction through technology.
The company targets a 15% increase in logistics efficiency and reduced delivery time by implementing TMS.
ERP.
IoT for realtime tracking, and AI analytics .
Market expansion includes entering five new provinces and forming partnerships with 15 organizations.
For customer satisfaction.
PT.
Pos Indonesia aims to increase NPS from 75% to 85% and reduce return rates, using AI chatbots, social media sentiment analysis, and an automated complaint system .
, .
The company also focuses on technology driven innovations, such as drone delivery, blockchain for transaction security, and a new mobile app with enhanced UI/UX design.
These efforts are supported by GIS for market expansion and CRM for effective negotiations .
, .
OKR progress will be evaluated quarterly, with the aim to strengthen PT.
Pos Indonesia competitiveness in the logistics industry.
Figure 4.
OKR Cycle The OKR cycle (Figure .
consists of three stages: planning at the start, periodic monitoring during the period, and evaluation every quarter and at year end .
This cycle ensures the adjustment of strategic goals based on operational needs.
The OKR approach promotes transparency, accountability, and alignment across the organization, while technology enhances efficiency, reduces evaluation bias, and supports data driven decision making, fostering collaboration and continuous employee development.
International Journal of Cyber and IT Service Management (IJCITSM).
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45Ae57 International Journal of Cyber and IT Service Management (IJCITSM) ye Agile Company Agile companies focus on customer value, autonomous teams, and a network of teams operating without traditional hierarchies.
They have characteristics like a shared purpose, empowered teams, rapid decision making, dynamic HR, and technology integration .
Ae.
Transformation into an Agile Organization (AO) allows flexibility, as seen in companies like Netflix and Gojek.
OKRs support this transformation by setting dynamic, measurable goals with regular reviews and employee involvement in goal setting.
Agile organizations deliver relevant solutions, innovate faster, adapt to market changes, and improve employee engagement.
Their approach reduces waste and boosts efficiency, making them more competitive.
PT.
Pos Indonesia reflects these principles by adopting technologies such as TMS.
IoT.
AI, blockchain, and drone delivery.
These technologies enhance service efficiency and drive innovation, along with business expansion into new provinces and strategic partnerships .
PT.
Pos Indonesia uses an agile OKR structure with quarterly evaluations to align goals and adapt quickly to market changes.
Technologies like IoT and AI enable data driven decision making, while blockchain ensures logistics security.
The company success is shown through improved operational efficiency, higher customer satisfaction, and reduced return rates, demonstrating its commitment to agile principles and continuous improvement .
Technology as the Main Pillar in the Effective Implementation of OKR The implementation of Objectives and Key Results (OKR) supported by technology has been effectively applied in various industries on different scales.
Here is a comparison of OKR implementation in several leading companies:
Company Google LinkedIn Spotify PT.
Pos Indonesia Table 5.
OKR Implementation with Technology in Other Companies Industry Scale OKR Implementation Achieved Results Technology Multinational Uses OKRs to set ambitious Drives product innovation goals and measurable results and significant company across all departments.
Technology/ Multinational Implements OKRs to align Enhances employee engageteam objectives with corpo- ment and operational effiSocial Meciency.
rate strategy.
Music/ Multinational Uses OKRs to foster cross Speeds up feature developStreaming team collaboration and inno- ment and market expansion.
Logistics National Implements OKR with tech- Improves operational effinology support such as IoT, ciency and logistics data seAI, and blockchain for digi- curity.
tal transformation.
The table 5 implementation of technology in supporting the OKR system of PT.
Pos Indonesia from 2020 to 2024 has proven effective in enhancing operational efficiency, strategic alignment, transparency, and the achievement of company targets.
Technology enhances operational efficiency through Azure Cloud for 24/7 realtime data access, reducing IT costs by 15%.
The use of electric vehicles in delivery cut fuel costs by 67.
83%, supporting energy Additionally, the 24 hour War Room improves distribution visibility and accelerates decision Strategic alignment and cross division collaboration have improved with a digital platform that unites all units towards shared goals.
Digitalization of risk management through SIMARIS helps identify and mitigate potential obstacles to achieving OKRs.
Digital technology strengthens transparency and accountability by supporting OKR monitoring and reporting.
PosPay and PosAja apps integrate courier and financial services, offering transparency and enabling target tracking.
Cloud technology ensures real time reporting, improving key result tracking ye
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Innovation in services adds value for customers, contributing to OKRs on customer satisfaction.
The PosPay Super Apps and Voices of Customer feature ensure offerings meet customer needs.
Additionally, technology in property asset management supports revenue diversification through creative spaces.
Technology implementation led to key achievements: a 99.
76% customer complaint handling rate in 2023, a 20% improvement in logistics time efficiency, and over 98% on-time delivery (SWP), all supported by technology based monitoring systems.
The digital transformation carried out by PT.
Pos Indonesia has proven to support the achievement of key results and enhance the company competitiveness in the logistics and financial sectors.
Technological Challenges in the Implementation of OKR at PT.
Pos Indonesia PT.
Pos Indonesia faces challenges in implementing OKRs, including significant investments in TMS.
ERP, and IoT infrastructure, as well as data quality issues affecting AI analytics.
Expanding the logistics market is hindered by GIS mapping, local regulations, and CRM integration obstacles.
AI chatbots struggle with complex queries, and social media sentiment analysis requires constant monitoring.
Innovation efforts like drone delivery and blockchain face high costs and regulatory barriers.
User interface improvements and data personalization raise privacy and security concerns.
Overcoming these challenges requires strategic planning, technological investment, and effective coordination across departments.
Technology as a Pillar of Transparency and Accountability in OKR Technology has been central to the implementation of OKRs at PT.
Pos Indonesia from 2020 to 2024, fostering transparency, collaboration, and accountability.
Transparency is enhanced through realtime monitoring, digital services for customer access, and cloud based data digitization.
Collaboration is strengthened by digital platforms for OKR formulation, communication technology for team coordination, and initiatives like electric vehicles and the Creative Hub.
Accountability is improved with data based reporting, realtime progress tracking, and SIMARIS for digital risk assessment.
With technology support.
PT.
Pos Indonesia achieves its Key Results while building trust and synergy across the organization.
MANAGERIAL IMPLICATION
To strengthen PT.
Pos Indonesia as an agile company, key strategies include enhancing digital infrastructure, optimizing AI and data utilization for predictive insights, and improving digital system integration to ensure operational efficiency and transparency.
Promoting a digital culture and agility through agile methodology will accelerate innovation, while asset monetization, such as utilizing unused properties for new business models, can provide additional revenue streams.
Furthermore, developing digital human resource capacity through continuous training in cloud technology.
AI, and agile project management is essential for supporting successful digital transformation.
By implementing this strategy.
PT.
Pos Indonesia can overcome challenges in technology implementation for OKR, improve efficiency, strengthen competitiveness, and become a more agile and innovative company.
PT.
Pos Indonesia shows a strong path of recovery and transformation, but they need to continue adapting to competitive challenges and technology in the logistics and digital economy sectors.
CONCLUSION
Based on the findings, the implementation of technology at PT.
Pos Indonesia has significantly contributed to the successful adoption of the OKRs.
By leveraging advanced technologies such as IoT.
AI, and blockchain, the company has improved operational efficiency, increased transparency, and fostered greater collaboration across teams.
These technological advancements support the strategic alignment of goals with measurable results, driving the company growth in the digital logistics and financial services sectors.
Through the integration of digital platforms and performance management systems.
PT.
Pos Indonesia has enhanced its agility, enabling the company to adapt swiftly to market changes.
Despite these successes.
PT.
Pos Indonesia continues to face several challenges in the implementation of OKRs.
Issues such as significant investments in technological infrastructure, data quality concerns, and the need for improved system integration persist.
Additionally, the company has encountered barriers in expanding its logistics market, including regulatory constraints and difficulties with CRM integration.
However, by International Journal of Cyber and IT Service Management (IJCITSM).
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45Ae57 International Journal of Cyber and IT Service Management (IJCITSM) ye continuing to invest in digital solutions and fostering a culture of innovation.
PT.
Pos Indonesia can overcome these challenges and ensure the long-term success of its transformation strategy.
The role of technology in ensuring transparency, accountability, and collaboration within PT.
Pos Indonesia has proven to be a pivotal factor in achieving its OKRs.
By utilizing realtime data, cloud-based services, and digital risk management, the company has been able to monitor progress, address operational obstacles, and drive continuous improvement.
With ongoing efforts to refine technological processes and enhance employee competencies.
PT.
Pos Indonesia is positioned to remain competitive and agile in the rapidly evolving logistics industry.
DECLARATIONS
About Authors Tonggo Marbun (TM) Sora Baltasar (SB) Eeng Ahman (EA) https://orcid.
org/0000-0002-2606-5449 Author Contributions Conceptualization: TM.
Methodology: EA.
Software: SB.
Validation: TM and SB.
Formal Analysis:
TM and EA.
Investigation: SB.
Resources: TM.
Data Curation: SB.
Writing Original Draft Preparation: SB and TM.
Writing Review and Editing: SB and EA.
Visualization: TM.
All authors.
TM.
SB, and EA have read and agreed to the published version of the manuscript.
REFERENCES