<![CDATA[Digital transformation has become a strategic priority in the banking industry, yet its success depends not only on technological readiness but also on employees’ willingness to adapt and remain engaged during organizational change. At Bank XYZ Area Bekasi, increasing employee turnover despite consistently high engagement scores indicates a gap that cannot be fully explained through conventional survey-based approaches. This study aims to explore how employees perceive digital transformation, identify the social factors influencing employee engagement, and formulate strategies to strengthen engagement during organizational change. A qualitative design employing Soft Systems Methodology (SSM) was adopted to investigate this complex organizational issue. Data were collected through in-depth interviews, observations, and document analysis involving eight purposively selected informants representing management, Human Capital, supervisors, relationship managers, and operational staff. The findings reveal that employee engagement is shaped not only by digital competence but also by leadership support, change communication, collaborative culture, employee voice, workload management, and technological support. Based on the SSM analysis, the study proposes integrated strategies that combine continuous digital capability development, improved communication, leadership involvement, balanced workload management, and regular engagement evaluation. These findings highlight that successful digital transformation requires simultaneous attention to technological and human dimensions.]]>
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