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This study aims to analyze the role of organizational culture in optimizing employee performance in Lebak Bulus Village, South Jakarta. A strong organizational culture is considered to have a significant contribution in improving the effectiveness of government officials and the quality of public services to the community. This study uses a qualitative descriptive approach with a phenomenological method, which emphasizes an in-depth understanding of the experiences, views, and behaviors of employees in carrying out their duties in their work environment. The research focuses on actors (employees), social situations, and activities that occur within the village environment. Data collection techniques were carried out through observation, in-depth interviews with key and primary informants, and documentation. Data validity was tested through triangulation of sources and techniques to increase the validity of the research results. The results show that the organizational culture in Lebak Bulus Village has strengths in the aspects of innovation and risk-taking, orientation towards results, orientation towards people, and stability. However, several weaknesses were still found, such as low individual initiative, lack of attention to detail, weak team orientation, minimal levels of aggressiveness, and limited employee experience and accuracy. Opportunities for improvement can be pursued through ongoing training and the digitalization of public services, although challenges remain, including a passive work culture and resistance to policy change. Overall, organizational culture plays a crucial role in supporting employee performance improvement, but a sustainable strategy is needed to strengthen professionalism and build a more adaptive and progressive work culture. Efforts to address identified weaknesses, such as improving communication between employees, developing leadership skills, and enhancing discipline in carrying out tasks, are essential for the continued development of a positive organizational culture. Furthermore, awareness of the importance of collaboration across organizational divisions must be instilled to create a more productive and efficient work environment.

Entrepreneurial management is a process that involves the ability of individuals to create, manage, and develop businesses effectively in order to survive and compete in the midst of dynamic market changes. In this context, interest, creativity, and connections are important factors that can drive the success of a business, especially in the Micro, Small, and Medium Enterprises (MSMEs) sector. This study aims to analyze the influence of interest (X1), creativity (X2), and connection (X3) on business success (Y) in food MSME actors in Sumberejo Village. This study uses a quantitative approach with a survey method. The main instrument used in data collection is a questionnaire that has been tested for validity and reliability. The number of respondents in this study was 77 people, who were selected using purposive sampling techniques based on certain criteria such as the length of business and the type of food products produced. Data analysis was carried out using multiple linear regression with the help of statistical software. The results of the study show that the variables of interest, creativity, and connection simultaneously or partially have a positive and significant effect on the success of MSME businesses. Thus, MSME actors who have a high interest in entrepreneurship, are able to create product innovations, and have a wide network of relationships, tend to have a greater chance of achieving business success. This research suggests the need for entrepreneurship training that not only focuses on the technical aspects of production, but also the development of soft skills and social networks. Thus, the empowerment of MSMEs in rural areas will be more optimal and sustainable. These findings are expected to be a reference for village governments, training institutions, and other related parties in formulating strategies to strengthen MSMEs in rural areas.

MSMEs play a crucial role in the economy, yet many still struggle to adopt technology. This engagement aims to support the development of Toko Kue Aminah through digital marketing and product innovation. The activities were conducted through observation, interviews, and documentation during May 2025 in Oimbo Village. The results show that strategies such as utilizing Facebook and WhatsApp Business, adding product variations, and improving packaging and logo successfully enhanced the appeal and reach of the business. Furthermore, partnerships with local coffee shops have started to form, expanding product distribution. The synergy between digital marketing and product innovation has proven essential in boosting the business's competitiveness

Marketing strategies are crucial for effectively and efficiently marketing products, especially for egg-laying duck breeders in Sebalik Village, located in one of the water areas in South Sumatra. A SWOT analysis is used to examine both external and internal factors in Sebalik Village, including strengths, weaknesses, opportunities, and threats. This research employs descriptive qualitative methods. According to the SWOT analysis, the duck egg marketing business is positioned in quadrant IV, indicating that a turnaround strategy focused on WO (weakness-opportunity) is the most appropriate. The WO strategy highlights the importance of surviving by addressing existing weaknesses and capitalizing on as many opportunities as possible. Steps that can be taken in this strategy include: 1) Increasing the Knowledge and Capabilities of Business Actors, namely providing training and education to business actors to increase their capacity in running a business. 2) Product and brand innovation, namely developing innovations in products, brands and packaging that reflect the characteristics of the product to make it more attractive in the market. 3) Use of social media and influencers such as using social media and influencers as a promotional tool to expand consumer reach. And 4) Selecting a strategic distribution location, namely determining distribution channels that are close to consumers to facilitate access and increase sales.