Wakhid Slamet Ciptono(1*), Budi Wiryawan(2)

(1) Faculty Economics and Business
(2) Universitas Gadjah Mada
(*) Corresponding Author


Memasuki era transformasi (reformasi) nasional dan otonomi daerah, organisasi publik dan bisnis Indonesia dituntut untuk mampu mengembangkan daya saing, efisiensi, dan keefektifannya guna melakukan proses perubahan secara kreatif dan berkesinambungan (sustainable). Setiap organisasi perlu membangun strategi perubahan secara proactive dan interactive (real-time strategic) untuk menjadi the leader of crisis. Studi ini menjelaskan penerapan real-time strategic dengan memotret praktik manajemen aset bangunan perusahaan (corporate real-estate asset management or CREAM) di Indonesia. Dengan menggunakan cluster analysis—dari 97 perusahaan yang menjadi responden—44 perusahaan (45%) berada dalam kelompok pasif, 37 perusahaan (38.10%) berada dalam kelompok selektif, dan 16 perusahaan (16.50%) berada dalam kelompok aktif. Hal ini menunjukkan potret perusahaan di Indonesia belum efisien dalam mengelola aset bangunannya. Dalam kondisi krisis multidimensional saat ini, berbagai kesalahan tipe I dan tipe III (mismanagement creates high level of inefficiency and high cost economy) menjadi suatu budaya yang harus segera dilakukan pembenahan secara sistematik, total, dan beorientasi pada program. Studi ini memberikan gambaran bagaimana bangsa Indonesia hijrah dari belenggu KKN (inactive and reactive strategic) menuju Indonesia Baru (a good corporate and government governance; proactive and interactive or real-time strategic) melalui corporate real estate asset management (CREAM).


Corporate Real Estate Asset Management (CREAM), Real-Time Strategic, Cluster Analysis

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