Digital transformation has become a strategic imperative for incumbent companies facing digital disruptions, regulatory changes, competition from digital-born firms, and evolving customer behavior. However, many organizations fail to fully realize its potential due to governance-related challenges. Traditional information technology (IT) governance mechanisms are often seen as insufficient in the digital era, prompting the need for more agile and adaptive approaches. This research investigates how ambidextrous IT governance mechanisms influence digital transformation and organizational performance, focusing on large Indonesian banking and insurance companies. The study offers five main contributions: (1) identifying IT governance mechanisms that influence digital transformation through a systematic literature review; (2) validating and contextualizing these mechanisms for the Indonesian financial sector through expert consensus, a case study, and surveys; (3) demonstrating the positive influence of ambidextrous IT governance mechanisms on organizational performance, fully mediated by digital transformation; (4) providing seven key ambidextrous IT governance mechanisms for successful digital transformation, drawn from the case of a leading Indonesian bank; and (5) proposing a framework of prioritized actions to help Indonesian banking and insurance companies establish IT governance mechanisms that support successful digital transformation. Together, these contributions enrich the knowledge base by identifying essential ambidextrous IT governance mechanisms that influence digital transformation and organizational performance. Additionally, the study offers practical implications for banking and insurance companies embarking on digital transformation journeys.

Digital Transformation (DT) has become a strategic imperative for Small and Medium Enterprise (SME) banks, including for Bank Perekonomian Rakyat (BPRBCo) in Indonesia, which often face constraints in infrastructure, technology adoption, and regulatory compliance. While prior research has underscored the importance of DT strategy and architecture for success in large banking institutions, how these insights apply to smaller-scale banks remains underexplored. This paper develops an Enterprise Architecture (EA) blueprint for BPRBCo, an SME-scale bank, following a Design Science Research approach that encompasses problem explication, requirement specification, design and development, demonstration, and evaluation. Data was collected through semistructured interviews and triangulated with internal documents. By employing the latest best practice TOGAF Standard 10th Edition from preliminary planning to migration, the study proposes an integrated architecture featuring core banking enhancements and loan management automation. The resulting blueprint, incorporated into BPRBCo's DT Strategy, provides a replicable roadmap for aligning technology investments with business objectives. This research contributes both theoretically by extending EA discourse to smaller-scale banking contexts— and practically by offering actionable guidance for BPR-scale organizations seeking to achieve successful DT despite limited resources.

Många organisationer försökte påskynda sin digitala transformation, men några av dem misslyckades, möjligen på grund av dålig styrning. Tidigare påverkan av tvåsidiga IT-styrningsmekanismer på digital transformation och organisatoriska prestationer studerades. Det finns dock ett behov av att undersöka vad som är de viktigaste ambidextrous IT styrningsmekanismer som leder till en framgångsrik digital transformation och hur de implementeras. En fallstudie var genomfördes vid BRI för att komma till rätta med problemet. BRI är en etablerad bank som nyligen vunnit många utmärkelser. Fallstudien var valt att undersöka en instans i detalj för att upptäcka kontextuell förståelse som kanske inte har blivit uppenbar tidigare. Data samlades in genom semistrukturerade intervjuer triangulerade med interna dokument tills datamättnad. Därefter genomgick den insamlade datan tematisk analys. Resultaten avslöjade sju viktiga ambidextrous IT-styrning mekanismer, som omfattar styrelse och ledning, strategi och arkitektur, talang och kultur, data och information, utveckling och drift, interna och externa samarbeten samt risk och revision. Studien undersökte också hur BRI digitala transformationsdimensioner (digital transformationsstrategi, strategisk anpassning, digitala och IT-tillgångar, kunskap och förmåga och innovationskultur) påverkade organisationens resultat. Slutligen, BRI:s organisatoriska prestation prestationer undersöktes med användning av operationell excellens, kundupplevelse, branschnärvaro och ekonomisk avkastning mått. Den här studien erbjuder värdefulla forskningsinsikter genom att utforska de viktigaste tvivelaktiga IT-styrningsmekanismerna som påverkar digital transformation och organisationsprestanda. Studien ger också de praktiska konsekvenserna av hur att implementera viktiga dubbelsidiga mekanismer mot en framgångsrik digital transformation, inklusive dess organisatoriska prestationsprestationer.

Many organizations tried to accelerate their digital transformation, but some of them failed, possibly due to poor governance. Previously the influence of ambidextrous IT governance mechanisms on digital transformation and organizational performance were studied. However, there is a need to investigate what are the key ambidextrous IT governance mechanisms that lead to a successful digital transformation and how they are implemented. A case study was conducted at BRI to address the problem. BRI is an incumbent bank that recently won numerous awards. The case study was chosen to investigate one instance in detail to discover contextual understanding that might not have become apparent priorly. The data was collected by semi-structured interviews triangulated with internal documents until data saturation. Subsequently, the collected data underwent thematic analysis. The findings revealed seven key ambidextrous IT governance mechanisms, encompassing board and executive, strategy and architecture, talent and culture, data and information, development and operation, internal and external collaborations, as well as risk and audit. The study also examined how BRI digital transformation dimensions (digital transformation strategy, strategic alignment, digital and IT assets, knowledge and capability, and innovation culture) impacted organizational performance. Lastly, BRI’s organizational performance achievements were examined using operational excellence, customer experience, industry presence, and financial return dimensions. This study offers valuable research insights by exploring the key ambidextrous IT governance mechanisms that influence digital transformation and organizational performance. The study also provides practical implications on how to implement key ambidextrous mechanisms toward a successful digital transformation, including its organizational performance achievements.

Att accelerera digital transformation är absolut nödvändigt för etablerade organisationer som står inför tekniska störningar, hård konkurrens och förändrat kundbeteende. Styrningsutmaningar inom digital transformation har dock hindrat framgång i många fall. Med utgångspunkt i tidigare studier finns det fortfarande ett behov av att identifiera och mäta inflytandet av viktiga ambidextra (agila-adaptiva och traditionella) IT-styrningsmekanismer på digital transformation och organisatorisk prestanda. En undersökning genomfördes med 389 respondenter i den indonesiska bank- och försäkringsbranschen, och data analyserades med hjälp av SEM-PLS. Studien har visat att styrelser och ledningar, strategi och arkitektur, data och information samt interna och externa samarbeten i hög grad påverkar digital transformation, medan utveckling och drift, risk och revision samt talang och kultur visar ett måttligt inflytande på digital transformation. . Medan digital transformation starkt påverkar organisationens prestanda. Dessutom ger denna studie praktiska insikter för att vägleda organisationsledare att fatta välgrundade resursbeslut genom att använda de 34 validerade indikatorerna.

Accelerating digital transformation is imperative for incumbent organizations facing technological disruptions, fierce competition, and shifting customer behavior. However, governance challenges in digital transformation have hindered success in many cases. Building on prior studies, there is still a need to identify and measure the influence of key ambidextrous (agile-adaptive and traditional) IT governance mechanisms on digital transformation and organizational performance. A survey was conducted with 389 respondents in the Indonesian banking and insurance industry, and the data was analyzed using SEM-PLS. The study has revealed that boards and executives, strategy and architecture, data and information, and internal and external collaborations, strongly impact digital transformation, while development and operations, risk and audit, and talent and culture, are showing a moderate influence on digital transformation. Whereas digital transformation strongly influences organizational performance. Moreover, this study provides practical insights to guide organizational leaders in making informed resource decisions by using the 34 validated indicators.

På grund av störningar från digital teknik, konkurrens, beteendeförändringar, regleringar och pandemier måste etablerade organisationer påskynda sin digitala transformation. Men många investeringar i digital transformation har misslyckats på grund av dåliga styrning. Tidigare studier har identifierat de hybrida IT-styrningsmekanismer som påverkar digital transformation, bestående av agil-anpassade och traditionella metoder. Att mäta i vilken utsträckning mekanismer påverkar digital transformation och organisationsprestanda är viktigt. Därför har en undersökningsstrategi använts för att samla in online frågeformulärdata från 338 respondenter i den indonesiska bank- och försäkringsbranschen, och sedan analysera den med SEM-PLS-metoden. Resultaten indikerar att även om både agil-adaptiva och traditionella IT-styrningsmekanismer har ett måttligt inflytande på digital transformation, har transformationen ett starkt inflytande på organisationens prestanda. Resultaten bidrar till forskningen genom att undersöka omfattningen av hybrid IT-styrningsmekanismers inflytande på organisationens prestanda, som helt förmedlas av den digitala transformationen. Det finns också en praktisk implikation från denna studie genom att tillhandahålla mätobjekten för båda hybrida IT-styrningsmekanismer, viktiga för att vägleda praktiker i deras digitala transformationsresor.

Due to disruption from digital technologies, competition, behavioral shifts, regulations, and pandemics, incumbent organizations need to expedite their digital transformation. However, a lot of investments in digital transformation have failed because of poor governance. Prior studies have identified the hybrid IT governance mechanisms that impact digital transformation, consisting agile-adaptive and traditional approaches. Measuring the extent to which mechanisms influence digital transformation and organizational performance is important. Therefore, a survey strategy has been used to gather online questionnaire data from 338 respondents in the Indonesian banking and insurance industries, and then analyze it using the SEM-PLS method. The findings indicate that while both agile-adaptive and traditional IT governance mechanisms have a moderate influence on digital transformation, the transformation has a strong influence on organizational performance. The results contribute to research by investigating the influence extent of hybrid IT governance mechanisms on organizational performance, which is fully mediated by the digital transformation. There is also a practical implication from this study by providing the measurement items for both hybrid IT governance mechanisms, essential for guiding practitioners in their digital transformation journeys.

The emergence of the latest technological disruption, high competition from digital competitors, changes in consumer behavior towards digital, and the COVID19 pandemic have disrupted many incumbent companies and forced them to carry out digital transformation (DT). However, many companies experience DT failure due to poor governance. Previous research has shown the importance of IT governance (ITG) in improving organizational performance (OP). However, the effectiveness of this traditional ITG is doubtful to support DT. Recent studies show the influence of hybrid, traditional, and agile/adaptive governance on DT. However, there is a need further to validate the impact of hybrid ITG on DT and identify the effect of DT on OP. Therefore, research has been carried out using the case study method on bank A which was disrupted by fintech. Data was collected using semi-structured interviews of 11 essential roles related to DT by triangulation of internal bank documents. Whereas the data is processed using thematic analysis. This study succeeded in validating all hybrid ITG mechanisms at bank A, even adding several others, and identifying the influence of the hybrid ITG to DT dimension, and DT dimensions to organizational performance (OP), including their achievements. The research results can be helpful as an implementation reference for practitioners and further deepen similar research or extend it to a different industry.

Perubahan perilaku masyarakat saat ini ke arah digital, pesatnya teknologi terkini, serta adanya pandemi COVID19 tela hmengganggu banyak perusahaan incumbent dan memaksa transformasi digital (TD). Tetapi, banyak perusahaan yang mengalami kegagalan TD akibat tata kelola yang kurang baik. Penelitian sebelumnya sudah membuktikan pentingnya tata kelola TI (TKTI) untuk meningkatkan kinerja organisasi (KO). Namun, TKTI tradisional ini diragukan keefektifannya untuk mendukung TD. Oleh karena itu, terdapat kebutuhan untuk memvalidasi pengaruh TKTI hibrida terhadap TD lalu terhadap KO. Studi kasus diambil pada Asuransi B yang dipilih karena industri asuransi sangat terpengaruh oleh teknologi dan Indonesia mempunyaipotensi ekonomi digital yang besarmelalui TD. Pengumpulan data dilakukan dengan wawancara semi-terstruktur dengan triangulasi dokumen internal, lalu dianalisis secara tematik. Hasil dari penelitian ini memvalidasi pengaruh mekanisme TKTI tradisional dan TKTI agile/adaptif terhadap TD serta KO dengan 4 perspektif balanced scorecards (BSC), melalui temuan 40 kode, 20 sub-tema, dan 4 tema. Penelitian ini dapat menjadi referensi basis pengetahuan untuk penelitian lanjutan serta acuan bagiparapraktisi asuransi.

De etablerade företagen måste påskynda sin digitala transformation på grund av störningar från digital teknik, konkurrens, beteendeförändringar, reglering och pandemier. Ändå har många investeringar i digital transformation misslyckats på grund av dåligt styre. Tidigare forskning har identifierat hybriden av traditionella och smidiga anpassningsbara IT-styrningsmekanismer som påverkar digital transformation. Det är dock viktigt att mäta omfattningen av mekanismernas inflytande på organisationens prestanda. Därför har onlineundersökningsdata från 338 indonesiska bank- och försäkringsrespondenter samlats in och analyserats med hjälp av SEM-PLS. Resultaten visar att hybrid IT-styrningsmekanismer har måttlig inverkan på digital transformation, och digital transformation starkt påverkar organisationens prestanda. Studien bidrar till forskning genom att analysera effekten av hybrida IT-styrningsmekanismer på organisationens prestanda, helt förmedlad av digital transformation. Rent praktiskt kan mätobjekten från hybrid IT-styrningsmekanismerna, digital transformation och organisatoriska prestationsdimensioner vara användbara för att vägleda digitala transformationsresor.

Incumbent businesses need to accelerate their digital transformation due to disruption from digital technologies, competition, behavioural changes, regulation, and pandemics. Nevertheless, many digital transformation investments have failed due to poor governance. Previous research has identified the hybrid of traditional and agile-adaptive IT governance mechanisms that influence digital transformation. However, it is important to measure the extent of mechanisms’ influence on organizational performance. Therefore, online survey data from 338 Indonesian banking and insurance respondents have been collected and analysed using the SEM-PLS. The results show that hybrid IT governance mechanisms have moderate influences on digital transformation, and digital transformation strongly influences organizational performance. The study contributes to research by analysing the effect of hybrid IT governance mechanisms on organizational performance, fully mediated by digital transformation. In practical terms, the measurement items from the hybrid IT governance mechanisms, digital transformation and organizational performance dimensions can be useful for guiding digital transformation journeys.

The rapid advancement of digital technology causes fierce competition from digital-born companies to the incumbent ones, so they need to accelerate their digital transformation (DT). Prior research has found the influence of IT governance (ITG) mechanisms on organizational performance. (OP), mediated by DT. However, there is a need to identify the prioritized IT services management initiatives to support their DT. This case study is performed in BankCo using Design Science Research (DSR) and the latest ISACA’s framework of COBIT 2019 Governance & Management Objectives (GMO). The solution and implementation roadmap results are analyzed and designed based on interviews data and documents triangulation. There are three important initiatives BankCo namely DSS05 Managed Security Service, BAI06 Managed IT Changes, and BAI04 Managed Availability and Capacity. The estimated solution implementation increased BankCo’s maturity to 3.XY. This research contributes to the knowledge base regarding IT service management prioritization and provides practical implications for BankCo to enhance their DT, and the banking industry in general.

Perkembangan teknologi digital yang sangat pesat telah meningkatkan kompetisi yang ketat dari perusahaan born-digital terhadap incumbent, sehingga mereka perlu mempercepat Transformasi Digital-nya (TD). Penelitian sebelumnya telah menemukan pengaruh mekanisme Tata Kelola TI (TKTI) terhadap Kinerja Organisasi (KO), dimediasi oleh TD. Namun, terdapat kebutuhan untuk mengidentifikasi manajemen layanan TI prioritas untuk mendukung TD mereka. Studi kasus ini dilakukan pada BankCo menggunakan Design Science Research (DSR) dan kerangka kerja ISACA terkini yakni COBIT 2019 Governance & Management Objectives (GMO). Solusi dan roadmap implementasi dianalisis dan dirancang berdasarkan data wawancara dan triangulasi dokumen. Terdapat tiga inisiatif penting BankCo yaituDSS05 Managed Security Service, BAI06 Managed IT Changes, dan BAI04 Managed Availability and Capacity. Implementasi solusi tersebut diestimasi meningkatkan kematangan BankCo menjadi 3.XY. Penelitian ini berkontribusi terhadap basis pengetahuan mengenai manajemen layanan TI prioritas serta menyediakan implikasi praktis bagi BankCo untuk meningkatkan TD-nya, serta industri perbankan secara umum.

Along with the influence of the latest technology, the change in the character of stakeholders towards digital, as well as the Covid-19 outbreak has directed various organizations to carry out digital transformation (TD). However, there have been many failures in the implementation of the transformation, which are suspected to be due to a lack of governance. Previous studies have identified the influence of traditional and agile/adaptive TKTI on the success of TD in the private sector. Therefore, testing the model of TKTI's influence on TD and organizational performance (KO) in the public sector was carried out. This research takes a case study of ministry A's TD which received many TD awards. The survey was conducted by distributing e-questionnaires to 50 respondents, then analyzing the survey results using Structural Equation Modeling. The results show that the agile/adaptive and traditional TKTI mechanisms have a positive and significant effect on TD, as well as TD on KO. This research contributes to being a reference for the implementation of the hybrid TKTI mechanism for the public sector and research knowledge base

Sammanfattning— Utvecklingen av informationsteknologi sker snabbt inom nästan alla områden av livet. Alla företag måste omedelbart genomföra en affärsomvandling efter utvecklingen av informationsteknologi för att överleva i allt hårdare konkurrens. En av nycklarna till denna affärstransformations framgång är en företagsarkitektur som används som referens vid planering, utveckling, drift och övervakning av företagsinformationsteknologi. Implementering av tjänsteförvaltningspraxis i statligt ägda företag måste översättas till IT Services Management Architecture Design, som matchar IT Governance Principles enligt mandat i PER-03/MBU/02/2018. Denna forskning fokuserar på att förbereda en företagsarkitekturdesign i IT-tjänsthantering genom att hänvisa till ITIL 4 bästa praxis. Lösningen är en målarkitekturdesign inom affärsdomänen, data och applikationer ordnade enligt TOGAF-ramverket. Det genomfördes i fyra steg: scope identifiering, som definierar praxis; preliminär fas, som resulterade i 11 arkitekturprinciper; arkitekturvision som producerar en värdekedja för IT-tjänsteleverantörsorganisationer; en företagsarkitektur som resulterade i en företagstjänst/funktionskatalog bestående av 13 företagsfunktioner och 43 företagstjänster; och en informationssystemarkitektur som producerar en konceptuell datamodell för de tre huvudsakliga prioriterade processerna för IT-tjänsthantering och ett applikationsdiagram som beskriver förhållandet mellan de fyra aktörerna (användare, servicechefer, servicedesk och supportgrupper) med deras roller i ansökningar. Företagsarkitekturen har utformats enligt omfattningen av IT-tjänstehanteringsmetoder som vanligtvis används som referens för alla stora och medelstora företag.

Abstract— The development of information technology occurs rapidly in almost all areas of life. All companies must immediately carry out a business transformation following the development of information technology to survive amid increasingly fierce competition. One of the keys to this business transformation's success is an enterprise architecture that is used as a reference in planning, developing, operating, and monitoring company information technology. Implementation of service management practices in state-owned enterprises needs to be translated into IT Services Management Architecture Design, which matches the IT Governance Principles as mandated in PER-03/MBU/02/2018. This research focuses on preparing an enterprise architecture design in IT service management by referring to ITIL 4 best practices. The solution is a target architecture design in the business domain, data, and applications arranged according to the TOGAF framework. It was carried out in four stages: scope identification, which defines practices; preliminary phase, which resulted in 11 architecture principles; architecture vision that produces a value chain for IT service provider organizations; a business architecture which resulted in a business service/function catalog consisting of 13 business functions and 43 business services; and an information system architecture that produces a conceptual data model on the three main priority processes of IT service management and an application use-case diagram that describes the relationship between the four actors (users, service managers, service desks, and support groups) with their roles in applications. The enterprise architecture has been designed following the scope of IT service management practices commonly used as a reference for all large and medium-sized companies.