DIGITAL TRANSFORMATION OF ARCHIVAL RECORDS MANAGEMENT IN PT BANK MANDIRI TBK: AN ANALYSIS OF READINESS, MATURITY, AND CRITICAL SUCCESS FACTORS
Keywords:
digital transformation, digital archives, digital maturity level, People–Process–Technology (PPT), DREAMY, CSFAbstract
The rapid growth of digitalization projects and increasing operational complexity at PT Bank Mandiri Tbk have significantly expanded digital archive volume. However, the absence of a comprehensive transformation strategy for archival management remains a major challenge for building efficient, integrated, and sustainable information governance. Previous studies and consultant recommendations have largely focused on technological solutions, overlooking organizational readiness, digital maturity, and critical success factors.
This study employs an exploratory sequential mixed methods design, beginning with qualitative interviews to identify perceptions, challenges, and readiness for digital archival transformation, followed by a quantitative survey to validate and generalize the findings. Three analytical frameworks are integrated: People–Process–Technology (PPT) to assess readiness, the DREAMY Framework to evaluate digital maturity, and Critical Success Factors (CSF) to identify determinants of successful implementation.
Findings reveal that transformation efforts at PT Bank Mandiri Tbk are strongly influenced by human resource capability, cross-unit process alignment, system integration, and regulatory and leadership support. Based on these results, an integrative PPT–DREAMY–CSF model is proposed to connect readiness, maturity, and implementation factors.
This study contributes a new integrated framework for evaluating and designing digital archival transformation in the banking sector a context that remains underexplored in existing literature. Unlike prior studies that analyze readiness, maturity, or CSFs separately, this research synthesizes all three into a unified diagnostic and strategic tool that can be replicated by other large financial institutions.
Short-term recommendations emphasize strengthening foundational readiness and refining CSF indicators for non- ERP archival contexts, while long-term priorities focus on culture, leadership, and organizational change to position
digital archives as strategic corporate assets.
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