The Parenting Strategy of Bri Ultra Micro Subholding: From Functional Leader to Value Integrator

Muhammad Candra  Utama; Andrie  Wiratama; Joni Phangestu

doi:10.17358/brcs.7.2.175

Authors

Muhammad Candra Utama Sekolah Tinggi Manajemen PPM, Jln Menteng Raya no 9 – 19, Jakarta, 10340 Indonesia
Andrie Wiratama Sekolah Tinggi Manajemen PPM, Jln Menteng Raya no 9 – 19, Jakarta, 10340 Indonesia
Joni Phangestu Sekolah Tinggi Manajemen PPM, Jln Menteng Raya no 9 – 19, Jakarta, 10340 Indonesia

DOI:

https://doi.org/10.17358/brcs.7.2.175

Abstract

Background: This paper examines how BRI, as a state-owned bank, exercises its parenting role in the Ultra Micro Subholding (BRI, Pegadaian, and PNM) to support Indonesia’s financial inclusion agenda using a corporate-level strategy lens.
Purpose: To assess the effectiveness and pattern of BRI’s parenting strategy across key value-creation levers and to identify strengths and gaps in how the parent adds value to its ultra-micro subsidiaries.
Design/methodology/approach: The study adopted an explanatory single-case design, combining a survey of 35 managers from BRI, Pegadaian, and PNM with six semi-structured interviews, and operationalized Pidun’s Parenting Advantage Web as the main analytical framework. Quantitative data were analyzed using descriptive statistics and Parenting Advantage Web profiling, while qualitative interview data were examined through thematic analysis.
Findings/results: BRI was perceived as a strong financial and synergy parent but showed weaker performance in corporate functions and operational engagement, resulting in an asymmetrical parenting profile that created value yet left coordination and implementation risks.
Conclusion: BRI currently fits a Functional Leader archetype and needs to evolve toward a more balanced Value Integrator role through stronger functional integration, faster governance, and deeper operational support. This shift is also relevant for state-owned enterprise policymakers seeking to design holding structures that create not only financial synergies but also integrated capabilities across entities.
Originality/value: This paper extends parenting-strategy theory to an emerging-market SOE subholding, offers an empirically grounded Parenting Advantage Web profile, and links parenting design to the broader agenda of SOE holdingization and digital integration in ultra-micro finance.

Keywords: parenting strategy, state‑owned enterprise, ultra micro finance, parenting advantage web, emerging markets