89 Chapter V Conclusion and Recommendation As we reflect on the comprehensive analysis presented in Chapter IV, it becomes evident that PT. Indonesia Solar Global stands at a pivotal juncture. Despite the inherent challenges posed by price disparities with imported PV modules, the company possesses the potential to redefine its competitive edge and market stance through strategic interventions. The Causal Loop Diagram (CLD) utilized in our research illuminated the intricate web of factors influencing market dynamics and the company's operational efficacy. It was through this systemic thinking approach that we could identify not just the challenges but also the leverage points that can propel the company forward. The implementation plan formulated subsequently is not merely a roadmap for navigating current market conditions but a strategic blueprint that aims to harness the company's strengths and mitigate its limitations. From lean implementation to fostering government relationships, the initiatives detailed are designed to build a resilient and adaptive business model that can thrive in the face of both present and future industry fluctuations. As we approach the culmination of this study, it is paramount to acknowledge that the journey ahead for PT. Indonesia Solar Global is not without its obstacles. However, the strategies proposed, if executed with precision and adaptability, promise to usher in an era of growth and sustainability. Thus, the forthcoming conclusion and recommendations are crafted with a vision to equip the company not just to compete but to excel in an evolving energy sector. We aim to encapsulate the essence of our findings and provide actionable guidance that resonates with the company's aspirations and the industry's trajectory. It is in this spirit that we proceed to the final chapter of this academic endeavor, confident that the insights gleaned will serve as a catalyst for transformation and success. 90 V.1 Conclusion This study was initiated to address the strategic challenges faced by PT. Indonesia Solar Global in the competitive PV module industry. Through qualitative analysis and systems thinking by employing Causal Loop Diagrams (CLD), we have identified and clarified the complex interconnections between various factors affecting the company's competitiveness. Addressing Research Questions and Objectives, the key findings are: 1. Systems Thinking and Competitive Challenges Systems thinking has been instrumental in delineating the multifaceted challenges of competing against imported PV modules. It has allowed us to understand that the company's current market strategy must evolve, taking into account the systemic impact of internal processes and external market forces. This approach has met our first objective, offering a holistic understanding of PT. Indonesia Solar Global’s position within the market ecosystem. 2. Emergence of Competitive Strategies Through the lens of systems thinking, several strategic initiatives have been identified. These include leveraging lean manufacturing, establishing strategic partnerships, and engaging in policy advocacy to create a diversified customer base. The study has thus achieved its second objective, pinpointing actionable strategies that can be employed to enhance the company's market share and operational efficiency. 3. Operational Efficiencies Informed by Systems Thinking The application of systems thinking has facilitated the identification of key operational areas where efficiencies can be improved. It has been found that streamlining production processes and investing in automation are critical steps towards cost reduction. This satisfies our third objective, which was to leverage systems thinking to recommend improvements in operational activities. 91 4.