Knowledge Management (KM) is important because of the many benefits it can bring to organizations such as better productivity, quality, profitability, and innovation. Knowledge Management in the Hospital and healthcare industry is essential because of its role as an important business. KM assessment is needed to find out which strategy is most suitable. Indonesia's Leading Hospital Group Network is the subject of this paper. This network is one of the largest Group Hospital Networks in Indonesia. The GWI of 40 Hospital Units varies from one another. To verify assumptions, an assessment is carried out to determine the current performance of KM, its gaps, and what strategies are needed to reach full maturity. The assessment was carried out using a mixture of quantitative and qualitative methods collected from employees working in the QNT directorate of the Hospital Group. Quantitative data was collected and analyzed using the APO KM Maturity Framework and qualitative data by interviewing employees using a standard set of questions. The study confirmed that the organization has not yet reached full maturity and is still in the refinement stage with a score of 161 out of 210. The challenges faced are the massive geography of the Hospital Unit, the culture and ability of different employees from each hospital, frequent changes, unclear career paths, and the absence of a special KM department. To improve the performance of KM Hospital Group, the author has provided 10 strategies and business solutions for the Hospital Group that focus on People, Process, Technology, and Governance. In addition to these 10 strategies, the author has created 38 practical KM strategies that other Hospital Groups in their organization must have implemented.

The onboarding program has been acknowledged as beneficial to help new employees reach the onboarding levers. The onboarding levers consist of Self-efficacy, Role Clarity, Social Integration, and Knowledge of the Culture (Bauer, 2010). It helps new employees have an emotional connection with the organization, so it could decrease leavers under three months. But after almost a year after its grand launch, the completeness rate of the onboarding program has remained at less than 40%. It might be because the organization is not ready to implement the program yet. This research uses using descriptive analysis method. The data was collected by taking a survey to 741 participants, using Likert Scale with a scale 1 (Strongly Disagree) to 6 (Strongly Agree) and open-ended questions. And interviewed 6 participants to get a deeper understanding of why the onboarding program did not implement as expected. The result of the research is 75% ready to implement the onboarding program. they have awareness, desire, knowledge, and ability to implement the program. But there are some other factors not mentioned in the ADKAR concept that makes the program did not go as expected. Not prioritizing to complete the program is one factor that makes the implementation rate remain low. It could be aligned with the managers who didn’t pay enough attention to their team to complete the tasks. Besides, technical issues of the program such as duration, administration process, competencies of the buddy, out-of-date material, and application issues can also make the employee not do it properly.

The banking industry, previously recognized as a traditional sector, has evolved into a new stage within the digital era.The exponential growth of Information Technology (IT) has resulted in increased customer demands for financial services that are not only secure, but also seamless, simple to use, and unconstrained by location and time.Banks need to execute digital transformation to make essential enhancements to their business plans.To facilitate digital transformation, each company attempts to hire their most skilled digital professionals to support the company’s vision and mission by establishing Management Trainee IT program.The issue emerged when trainees completed their training program, resulting in the leaving of a lot of trained people who were prepared to become future leaders in the field of IT. The company has invested significant resources in cultivating digital talent from the ground up and equipping them for key leadership roles.However,once the service bond expires,trainees tend to leave from companies that have built in their expertise and experience since the beginning.The study draws on an explanatory sequentialmixedmethodscasestudyofoneoftheleadingdigitalBankinIndonesia.Theresearchfindingsindicate that job burnout and quiet quitting have a substantial influence on the intention to leave among graduates. According to the findings of the conducted data analysis, it is advised that the program implements regular project rotation, aspiration sessions, and mentorship in order to decrease the intention to leave of trainee graduates.

This study delves into PT Takenaka Indonesia's approach to Knowledge Management (KM) amid the rapid digitalization landscape, aiming to bolster organizational performance. Recognizing KM's pivotal role in gaining competitive edges, the organization grapples with challenges in kickstarting KM practices and selecting appropriate tools. Their response involves merging KM and Organizational Learning across vital departments like construction, design and MandE to adapt to evolving information dynamics. Initial surveys and interviews uncover performance gaps, leading to a comprehensive analysis that integrates survey data and diagrams. PT Takenaka Indonesia's KM readiness evaluation reveals strengths in 'Technology' but underscores the necessity for enhancing 'People' aspects, positioning their readiness at 160.61, indicating a 'Refinement' stage in KM implementation. This emphasizes the need for bolstering employee development to uplift KM execution and company performance. Recommendations encompass leveraging the Kaizen methodology for incremental changes and adopting a five-step KM framework for innovation. The proposal to establish Communities of Practice (COP) stands out as vital for continuous employee learning in an era dominated by digital advancements. Ultimately, this study underscores KM's pivotal role amid digitalization, advocating strategic adaptations within PT Takenaka Indonesia to fortify KM practices and overall organizational performance.

This research explores the correlation between knowledge management practices, incidents in digital products at BNI, and the role of IT Quality Assurance (QA) in maintaining product quality. Focusing on the digital products of BNI, the study investigates incidents reported over the past three years, aiming to identify patterns and root causes. This research employs a comprehensive approach, utilizing the APO Knowledge Management Assessment tool for Knowledge Management (KM) assessment within the IT Testing and Quality Assurance department at BNI. The study combines quantitative data from the APO KM Assessment with qualitative insights gathered through thematic analysis to determine the current knowledge management maturity level within the department. The culmination of the research involves providing recommendations to address the identified knowledge management challenges within the IT Testing and Quality Assurance department. The proposed solutions offer a holistic approach to enhancing knowledge management practices. The findings contribute to the broader goal of optimizing digital product quality and fortifying BNI's competitive position in the digital landscape.

PT Bank Sunray is a private bank that has implemented a remote working policy for several of its employees even though the COVID-19 pandemic in Indonesia is considered to be over with the aim that its employees can balance their work and personal life better and that the level of employee engagement will increase. It is known that in 2023, the employee engagement score in the Branch Banking Support department was the lowest compared to other departments, while this Branch Banking Support department is the only department that implements remote working in the Branch Banking division. This research using both quantitative and qualitative methods. The primary data were collected by using questionnaire to the Branch Banking Support employee and also from Forum Group Discussion result, analysis using descriptive and also SEM-PLS method. The secondary data used was coming from internal data of Bank Sunray. The results showed that Structural Factors such as Clarity of Job Criteria and Work Independence and Relational Factors such as Interpersonal Trust and Social Isolation had a statistically significant relationship to employee engagement, while Contextual Factors such as Change in Work Location and Perceived Disruption, had no statistical influence on employee engagement. The authors recommend that the current remote working policy needs to be evaluated by adding improvements in terms of communication between employees, relationships between employees and clarity of job criteria so that employee engagement in Branch Banking Support can be improved.

Maintaining sustainable business sales performance is essential for a company to meet its business strategy and perform profitability. This highlights the vital role of the sales department in the company’s success, as the sales team is the primary revenue driver. This research explores the sales staff productivity optimization through a comprehensive case study of Bank Oranye’s wealth management business division, aiming to address the challenges faced by the institution where the sales productivity declined consecutively in the last few years inlining with the declines of business sales revenues. These research objectives are figuring the causes of decline in sales productivity and identifying tools to improve the sales productivity. The research scope was limited in wealth management business, wealth products, sales revenues, and Bank Oranye’s internal sales management. Utilizing a comprehensive study approach, the research delves into the multifaceted aspects of a productivity and encompassing both internal and external factors that influence sales productivity in achieving sales revenue performance.  This research uses a qualitative methods research design with insights gathered from interviews and observations with key stakeholders, relationship managers, and sales managers. It also examines the challenges faced by the bank among the industry. The findings of the research reveal factors such as low sales effectiveness, low sales efficiency, manual transaction process are crucial factors in improving the sales productivity in wealth management business. The research identifies critical bottlenecks and inefficiencies in the existing sales transaction process. Based on the insights gathered from the analysis, it reveals that the role of digital tools and technology which integrated with the wealth system could streamline the sales process and is crucial in improving the sales productivity. This research provides valuable insight for the bank and similar industry in emphasizing the need to align digital sales strategies with the sales process model. The insight not only answers current sales productivity issues, but also improves customer satisfaction and operational services in digital customer engagement. The research findings offer a digital implementation strategy for Bank Oranye to improve their sales productivity