108 Chapter IV Research Process IV.1 Introduction To recall the origin of this research, Indonesia is currently being bombarded by many innovative startups in meeting the needs of its users, but not many large companies in Indonesia can be as dynamic, as innovative as they are. Many transformation efforts have been made, and one of them is to learn and gain insights that can be used to shape the workings and new cultural policies so that large companies can be more dynamic and innovative in this digital age. This study generally examines ways of working that can encourage employees to do activities repeatedly so that it becomes a habit and has a cultural pattern. The culture to be identified is a culture that was commonly seen in the previous period where the VUCA era had not yet occurred, but the way of working and from consumer adoption. The culture also not only utilizes technology but also culture that encourages employees to improve their ability to use the technology itself in order to improve their performance. Therefore, this research will use a case study on PT Telkom, a technology-based holding company in Indonesia undergoing digital transformation. As a holding company, Telkom group has divided its 58 business units into eight consolidated units, further categorized into Customer Facing Units (CFUs) and Facing Units (FUs). In total, there are 23.024 employees in the Telkom group. This case study will use a cross- sectional way of research by gathering data at a single point in time and creating a “snapshot” of the digital transformation process in PT Telkom to examine a particular phenomenon. As explained in the previous section, the storytelling (Prusak, 2001) and machine learning (Hasan et al., 2016) can use the snapshot data to predict future behavior. The research flow can be described in Figure IV.1. 109 Figure IV .1 Research flow IV.2 Determine variables from Focus Group Discussion Evaluating the overall state of the organization is crucial to ensure it is in harmony with individual perspectives, as highlighted by (Dunham et al., 1989). This study, informed by focus group discussions, has also pinpointed several challenging areas for State-Owned Enterprises (SOEs) in the context of digital transformation. Digital transformation introduces rapid and significant changes and disruptions to companies, presenting both risks and opportunities. For digital transformation to effect positive change, it is essential for a company to ensure its employees are prepared for these changes. SOE companies recognize the importance of employee readiness. Further details about each identified code will be elaborated upon, supported by relevant literature and references. Initial group discussions indicate that transforming employee mindsets is crucial for the success of digital transformation in State-Owned Enterprises (SOEs). These enterprises foster a way of thinking and behavior that supports digital transformation, with a focus on agility and sustainability. Key terms identified from these discussions include: (1) Humans; (2) Mindset; (3) Culture; (4) Enjoying synergy; and (5) Digital maturity.