Strategies for developing the organization into a high-performance organization of the 11th Infantry Division

Abstract

This qualitative study aimed to 1) analyze the internal and external environment of the 11th Infantry Division (11th ID), 2) examine knowledge management and public sector management development under the PMQA 4.0 framework, and 3) formulate strategies to develop the 11th ID into a high-performance organization. Data were collected through documentary analysis, participatory observation, focus groups, and in-depth interviews with executives and personnel, then analyzed collected data using content analysis. Findings showed that the division's strengths included a flexible structure, skilled personnel, and the use of modern technology. Weaknesses included limited readiness of some units, budget constraints, and dependency on individuals rather than systems. Opportunities included technological advancements and collaboration with external agencies, while threats involved political scrutiny and cyber risks. Regarding knowledge management, personnel exhibited specialized expertise and share knowledge, but challenges remained in building a shared vision, systems thinking, and realistic perspectives. Under PMQA 4.0, the division has progressed in leadership, strategic planning, personnel development, stakeholder focus, and performance orientation. Yet, issues such as unclear vision and uneven resource allocation persist. The study proposed strategic directions to be aligned with the High Performance Organization (HPO) model, emphasizing result-based management, adaptability, leadership cultivation, effective personnel utilization, and an organizational culture that supports continuous development and resilience to change.