Analisis Penerapan Analisis Penerapan Model Perubahan Lewin dalam Transformasi Organisasi di Era Digital

Abstract

The rapid development of digital technologies such as artificial intelligence,

cloud computing, and automation has reshaped global business competition. Yet,

nearly 70% of manufacturing firms in Indonesia continue to face digital

transformation failures due to employee resistance and rigid organizational

culture. PT Nusantara Digital experienced a 15% decline in operational efficiency

in 2024 because of reliance on manual processes, reflecting a national trend in

which only 30% of firms successfully implemented hybrid operations. This study

examines the application of Lewin’s Change Model unfreezing, changing, and

refreezing in PT Nusantara Digital’s 2025 transformation to identify success

factors, resistance patterns, and productivity outcomes.

Using a qualitative single-case study, data were collected through

interviews with 15 managers and supervisors, training observations, FGDs with

operational staff, and internal document reviews. Thematic analysis mapped

findings across Lewin’s stages. Results show that data-driven town hall meetings

reduced resistance from 65% to 20% in one month. Six months of training and a

cloud-based ERP pilot increased efficiency by 83% and employee engagement by

40%. Refreezing through digital KPIs, updated SOPs, and real-time dashboards

stabilized new behaviors, raising productivity by 25%.