<![CDATA[The transformation of Islamic banking in the digital 5.0 era demands a paradigm shift toward value-based institutions capable of integrating business performance, technological innovation, and Maqasid al-Shariah principles. This study aims to formulate an Islamic bank management strategy to optimize the functions of funding, financing, and service in accordance with Law Number 21 of 2008 concerning Islamic Banking through an approach centered on public welfare (maslahah) and sustainability. The research method employs a descriptive qualitative approach utilizing literature studies through the analysis of literature, regulations, and industry reports, analyzed using the interactive model of Miles, Huberman, and Saldaña. The research results indicate that funding optimization requires product innovation, digitalization, financial literacy, and enhanced customer trust. The financing strategy is directed toward productive financing, strengthening risk management, process digitalization, and supporting the real sector and MSMEs. Meanwhile, the service strategy emphasizes customer experience quality, technological utilization, human resource competence, and trustworthy (amanah) service. The developed strategy model positions Maqasid al-Shariah as the foundation for creating a balance among economic, social, ethical, and spiritual aspects. The research findings confirm that the competitiveness of modern Islamic banks depends not only on profitability, but also on the ability to create sustainable value, enhance financial inclusion, and realize public welfare. This model provides theoretical and practical contributions toward strengthening the strategic management of Islamic banking to be innovative, adaptive, and globally competitive.]]>
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