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The study analyzes the business strategy of UPC Pegadaian Pasar Bumiayu using the SERVO approach (Strategy, Environment, Resources, Values, Organization). The findings indicate that Pegadaian has developed adaptive and innovative strategies through service digitalization, sharia-based products, as well as public education and strategic partnerships. Both internal and external environments are managed responsively, utilizing human resources and technology effectively. Organizational values promote a collaborative work culture and inclusive leadership. The evaluation shows that the SERVO approach helps Pegadaian remain competitive and relevant in the modern financial industry.

This paper provides a comprehensive examination of the concept and implementation of skill management as a cohesive set of competencies encompassing technical, interpersonal, conceptual, and strategic skills within organizational and entrepreneurial contexts. The background highlights the critical role of skill management in addressing the challenges posed by a highly competitive and rapidly evolving business environment, where mastery of these competencies determines both individual and organizational effectiveness in planning, organizing, leading, and controlling resources to achieve collective objectives. Grounded in a literature review of seminal works by Robbins & Coulter, Katz, Drucker, Mintzberg, Armstrong, and Barney & Hesterly, this study adopts a structured approach that covers definitions, classification of skill types, their roles in organizations, development strategies, implementation challenges, and applications in entrepreneurship. The findings indicate that: (1) technical, human, and conceptual skills are complementary across different managerial levels; (2) skill development requires a blend of formal education, field practice, mentorship, and technology utilization; (3) primary challenges include technological adaptation, complexity of decision-making, and limitations in training resources; and (4) in entrepreneurial ventures, effective skill management is fundamental to planning, finance, human resources, innovation, and communication. In conclusion, skill management should not be viewed as a static competency but as a strategic asset that must be continuously enhanced through lifelong learning, enabling both individuals and organizations to sustain growth and resilience in the era of globalization and digital transformation.

Entrepreneurship education in Islamic boarding schools (pondok pesantren) plays a strategic role in equipping students (santri) with relevant skills amidst the challenges of the global economy, particularly in addressing the persistently high unemployment rate in Indonesia, which reached 5.86% in 2023. This article explores how Pondok Pesantren Assuniyyah Kencong Jember taps into the creative potential of its students through an entrepreneurship education approach. The research employs qualitative methods to understand the dynamics of the entrepreneurship learning process. Through in-depth interviews and participatory observations, it was found that the integration of entrepreneurship education into the curriculum not only enhances technical and managerial skills but also encourages students to think creatively and innovatively in response to economic challenges. The findings indicate that a supportive environment, along with guidance from mentors and local entrepreneurs, significantly contributes to fostering an entrepreneurial spirit among the students. These findings are expected to contribute to the development of entrepreneurship education models in other Islamic boarding schools and strengthen efforts to reduce poverty through the creation of ethical and competitive new entrepreneurs.

This study aims to apply the concepts of ISAK 35 to the field of education. This study aims to determine the implementation of school financial management from the prespective of ISAK 35. This study also uses descriptively presented qualitative data types, uses primary and secondary data sourses, and uses data collection techniques in the form of interview and concluded that SMPN 32 Gresik’s management and financial records remained rudimentary, limited to recording school financial income and expenditure, and did not comply with ISAK 35 financila reporting.