<![CDATA[Indonesia’s transition toward a renewable-based electricity system has positioned PT PLN (Persero) at the center of an ambitious utility-scale solar program mandated by the Electricity Supply Business Plan (Rencana Usaha Penyediaan Tenaga Listrik [RUPTL]) 2025–2034. The program targets an increase in solar and wind capacity from 5 GW to 27 GW by 2034, contributing to the broader national target of 100 GW of solar power capacity. This study conducted a qualitative strategic analysis of PLN’s readiness to implement the program using the Strategic Management Process framework developed by Hitt, Ireland, and Hoskisson. Data were collected through document analysis of government regulations, PLN corporate and sustainability reports, and strategic planning documents, complemented by primary insights obtained through discussions with PLN personnel involved in renewable energy planning, investment, and corporate strategy. External analysis using PESTEL, Porter’s Five Forces, and competitor analysis indicated a policy environment that strongly supports solar deployment but remains constrained by high capital requirements, a concentrated global supplier base, and limited domestic manufacturing capacity. Internal analysis using the Resource-Based View (RBV), VRIO framework, and value chain analysis identified four sustainable core competencies: corporate and national strategic planning; electricity system planning and renewable energy integration; transmission and distribution operations; and stakeholder, regulatory, and partnership management. The SWOT–TOWS synthesis generated twelve strategic initiatives across four strategic quadrants. At the corporate level, PLN is recommended to pursue a related constrained diversification strategy supported by shared land resources, financing capabilities, and engineering activities across PLN Holding and its generation subsidiaries.]]>
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