Strategi Akselerasi Transformasi Digital Industri Bank Perekonomian Rakyat (BPR): Kajian Pada BPR Besar

Abstract

Industri Bank Perekonomian Rakyat (BPR) memiliki peran strategis dalam mendukung inklusi keuangan, pembiayaan usaha mikro, kecil, dan menengah (UMKM), serta penguatan ekonomi daerah. Perubahan perilaku dan ekspektasi nasabah yang menginginkan layanan cepat, personal, dan dapat diakses kapan saja secara real-time. Selain itu, perkembangan pesat teknologi finansial (fintech) dan kebutuhan efisiensi operasional turut memaksa industri perbankan konvensional untuk bertransformasi agar tetap kompetitif. Disisi lain, hadirnya Undang-Undang Pengembangan dan Penguatan Sektor Keuangan (UU P2SK) membuka ruang lebih besar bagi BPR untuk memanfaatkan teknologi informasi. Penelitian ini bertujuan mengidentifikasi kondisi transformasi digital BPR pada BPR – BPR dengan modal inti yang besar (> Rp 50 miliar), merumuskan strategi akselerasi transformasi digital, serta menetapkan prioritas strategi dan roadmap implementasinya. Penelitian menggunakan pendekatan mixed methods melalui analisis dokumen, wawancara terstruktur, dan penilaian ahli. Hasil wawancara dipetakan ke dalam kerangka Strategic Implementation Roadmap (SIR), kemudian diprioritaskan menggunakan Analytic Hierarchy Process (AHP). Validasi dilakukan melalui triangulasi, member checking, dan pengujian konsistensi penilaian. Hasil penelitian menunjukkan bahwa transformasi digital BPR selama ini masih parsial dan belum merata. Sebagian BPR telah mengembangkan layanan digital, tetapi integrasi proses, pemanfaatan data, otomasi, dan pembaruan model bisnis belum berjalan kuat. Penelitian ini merumuskan strategi akselerasi yang mencakup tata kelola digital, eksekusi lintas fungsi, layanan bernilai tinggi, tata kelola data, pembaruan model bisnis, integrasi proses, budaya kerja berbasis sistem dan data, penguatan kompetensi, manajemen risiko, kolaborasi ekosistem, indikator kinerja, serta evaluasi berkelanjutan. Hasil AHP menunjukkan bahwa kepemimpinan dan tata kelola menjadi pengungkit utama, diikuti kesiapan sumber daya manusia dan penciptaan nilai bagi nasabah. Prioritas tersebut diterjemahkan ke dalam roadmap tiga fase, yaitu fondasi kendali, percepatan terkontrol, serta konsolidasi dan optimasi model bisnis. Perbandingan dengan BPR yang telah bertransformasi digital menunjukkan bahwa roadmap penelitian sejalan dengan praktik empiris, karena keberhasilan digitalisasi ditentukan oleh layanan yang relevan, integrasi proses, keamanan, pengukuran dampak, dan kesiapan organisasi.

The People’s Economic Bank (BPR) industry plays a strategic role in supporting financial inclusion, financing micro, small, and medium-sized enterprises (MSMEs), and strengthening the regional economy. Changes in customer behavior and expectations now demand fast, personalized services that are accessible anytime in real time. Furthermore, the rapid development of financial technology (fintech) and the need for operational efficiency are forcing the conventional banking industry to transform in order to remain competitive. On the other hand, the enactment of the Law on the Development and Strengthening of the Financial Sector (P2SK Law) opens up greater opportunities for BPRs to leverage information technology. This study aims to identify the status of digital transformation among BPRs with large core capital (> IDR. 50 billion), formulate strategies to accelerate digital transformation, and establish strategic priorities and the implementation roadmap. This study employs a mixed-methods approach through document analysis, structured interviews, and expert assessments. Interview results were mapped into the Strategic Implementation Roadmap (SIR) framework and then prioritized using the Analytic Hierarchy Process (AHP). Validation was conducted through triangulation, member checking, and consistency testing of the assessments. The research findings indicate that digital transformation at BPRs has so far been partial and uneven. While some BPRs have developed digital services, but process integration, data utilization, automation, and business model updates have not been effectively implemented. This research formulates an acceleration strategy that encompasses digital governance, cross-functional execution, high-value services, data governance, business model renewal, process integration, a system- and data-driven work culture, competency building, risk management, ecosystem collaboration, performance indicators, and continuous evaluation. AHP results indicate that leadership and governance are the primary drivers, followed by human resource readiness and value creation for customers. These priorities are realized in a three-phase roadmap: control foundation, controlled acceleration, and business model consolidation and optimization. A comparison with BPRs that have undergone digital transformation shows that this study’s roadmap aligns with empirical practices, as the success of digitization is determined by relevant services, process integration, security, impact measurement, and organizational readiness.