Stakeholder Engagement Level for Project Success - A Case Study of the Embedded Team at PT XYZ

Sep 11, 2026

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This study examines the Stakeholder Engagement Level (SEL) and how it contributes to project success in the Embedded Team at PT XYZ Fintech, a fast-growing Indonesian financial-technology firm. The research analyzes collaboration, communication, and decision ownership among internal stakeholders to improve the effectiveness of partner onboarding. A qualitative-descriptive design is supported by quantitative scoring from questionnaires to Sales Partnership, Sales Administration, and Credit Review Analyst teams. Root-cause analysis uses a Fishbone Diagram across Communication, People, Tools, and Process, concluding that missing standardized SOPs and overlapping responsibilities drive inefficiency. The study proposes a cross-functional SOP integrated with JIRA to increase transparency, coordination, and accountability.

LanguageEnglish

CategoryGeneral

FormatPDF

Pages7

Reading Time3 min

AccessFree to download

I. INTRODUCTION

II. LITERATURE REVIEW

A) Stakeholder Theory

B) Social Exchange Theory

C) Stakeholder Engagement Level (SEL) Model

Original Article Stakeholder Engagement Level for Project Success: A Case Study of the Embedded Team at PT XYZ 1Akhmad Yunani, 2Uruqul Nadhif Dzaky, 3Riko Riza Maulana 1,2,3Faculty of Economics & Business, Telkom University, Bandung, Indonesia. Received Date: 28 October 2025 Revised Date: 18 November 2025 Accepted Date: 20 November 2025 Published Date: 23 November 2025 Abstract: This study examines the Stakeholder Engagement Level (SEL) and its contribution to project success within the Embedded Team of PT XYZ Fintech, a rapidly growing financial-technology company in Indonesia. The research focuses on understanding how collaboration, communication, and decision ownership among internal stakeholders influence the effectiveness of the partner onboarding process. Using a qualitative-descriptive approach supported by quantitative scoring, data were collected through questionnaires distributed to Sales Partnership, Sales Administration, and Credit Review Analyst teams. Root-cause analysis was conducted using a Fishbone Diagram to identify bottlenecks across four dimensions: Communication, People, Tools, and Process. The study found that the absence of standardized Standard Operating Procedures (SOPs) and overlapping responsibilities were the main causes of inefficiency. As a solution, the research proposes implementing a cross-functional SOP integrated with Project Management Software (PMS) specifically JIRA to improve transparency, coordination, and accountability. The proposed framework enhances stakeholder engagement and strengthens project delivery performance, providing a scalable model for digital transformation initiatives in fintech organizations. Keywords: Stakeholder Engagement, Project Management Software, Digital Transformation, Fintech, Fishbone Analysis. I. INTRODUCTION Digital transformation has become a strategic imperative for fintech companies, requiring efficient project execution and seamless coordination among stakeholders. PT XYZ Fintech established the Embedded Team in 2023 to expand its B2B ecosystem through partnerships with corporate clients. Unlike PT XYZ’s traditional microfinance model that targets rural entrepreneurs, the Embedded Team integrates the company’s financing platform directly into partners’ digital ecosystems. Despite strong growth, the team faces challenges in the partner-onboarding process. Delays, redundant approvals, and limited cross-functional visibility have hindered operational efficiency and slowed financing disbursements. These issues reveal a deeper organizational problem insufficient stakeholder engagement and unclear process accountability. This study aims to assess the level of stakeholder engagement (SEL) in the onboarding process, identify the root causes of inefficiency, and propose a structured solution leveraging Project Management Software (PMS) . The research contributes to both theory and practice by demonstrating how stakeholder-engagement metrics can guide digital-project optimization in fintech environments. II. LITERATURE REVIEW A) Stakeholder Theory Stakeholder Theory, first conceptualized by Freeman (1984), posits that organizations must consider the interests and influences of all parties affected by their actions, not just shareholders. In project management, stakeholders are defined as individuals or groups who can affect or are affected by the project’s objectives and outcomes. Effective stakeholder engagement ensures alignment of goals, resource allocation, and communication, which directly contribute to project success. Research Aaltonen et al,. (2024) demonstrated that project performance in technology-driven organizations is significantly enhanced when stakeholder relationships are well-managed and decision-making processes are inclusive. Within PT XYZ Fintech’s context, multiple stakeholder groups Sales, Operations, Credit, and Technology interact throughout the onboarding process. Ensuring clear role definition and engagement

FAQs

What problem does the study address in PT XYZ Fintech’s partner onboarding process?

The study addresses delays, redundant approvals, and limited cross-functional visibility that reduce operational efficiency and slow financing disbursements.

Which factors does the research use to quantify stakeholder engagement?

It uses the SEL model dimensions: Frequency of Participation (FP), Quality of Contribution (QC), and Decision Ownership (DO) derived from PMI PMBOK 7th Edition.

What root causes are identified for inefficiency?

The Fishbone analysis points to the absence of standardized SOPs and overlapping responsibilities as the main causes across communication, people, tools, and process.

Sep 11, 2026

Upload by Tawan