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Usaha Mikro, Kecil, dan Menengah (UMKM) memegang peranan strategis dalam perekonomian Indonesia, dengan kontribusi signifikan terhadap Produk Domestik Bruto (PDB) dan penyerapan tenaga kerja. Namun, UMKM menghadapi berbagai tantangan, seperti keterbatasan akses permodalan, rendahnya kualitas sumber daya manusia, kurangnya pemanfaatan teknologi, serta kendala dalam pemasaran produk. Penelitian ini bertujuan untuk mengidentifikasi permasalahan utama yang dihadapi UMKM, mengevaluasi efektivitas program pemberdayaan yang telah dilaksanakan oleh pemerintah dan sektor swasta, serta merumuskan strategi pengembangan yang aplikatif dan berkelanjutan. Metodologi yang digunakan adalah pendekatan kualitatif deskriptif dengan teknik pengumpulan data melalui observasi, wawancara mendalam, dan studi dokumentasi. Analisis data dilakukan menggunakan model Miles dan Huberman yang meliputi reduksi data, penyajian data, dan penarikan kesimpulan. Hasil penelitian menunjukkan bahwa program pemberdayaan yang mencakup pelatihan, pendampingan, serta fasilitasi akses pasar dan teknologi dapat meningkatkan kapasitas dan daya saing UMKM secara signifikan. Selain itu, peningkatan proses pembelajaran dalam UMKM sangat penting untuk mendorong inovasi produk dan perbaikan kinerja usaha. Penelitian ini menyimpulkan bahwa strategi pengembangan UMKM harus terintegrasi dengan pemberdayaan sumber daya manusia, peningkatan akses permodalan, dan pemanfaatan teknologi digital. Dukungan kebijakan yang memudahkan akses pembiayaan dan regulasi yang ramah terhadap UMKM juga menjadi faktor penentu keberhasilan pengembangan sektor ini. Diharapkan, hasil penelitian ini dapat menjadi acuan dalam perumusan kebijakan dan program pemberdayaan UMKM yang lebih efektif, sehingga UMKM dapat tumbuh dan berkontribusi lebih optimal terhadap perekonomian nasional.

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.

The rise of digital transformation and increasing competition in the Islamic financial sector require microfinance institutions such as KSPPS BMT NU Sejahtera Bumiayu to implement innovative strategies to build competitive advantage. This study aims to analyze the development of innovative services through the Blue Ocean Strategy (BOS) framework, which focuses on value creation and the discovery of untapped market space. A descriptive qualitative method was employed, with data collected through in-depth interviews involving management and active customers. The findings indicate that based on external analysis (PEST and Five Forces) and internal evaluation, the institution holds strong potential to develop service strategies driven by innovation. The application of the ERRC Grid led to several strategic actions, including eliminating administrative fees, simplifying procedures, enhancing service quality and technology, and developing the digital application BMT Mobile. The study concludes that BOS is an effective strategic framework for expanding inclusive, community-based Islamic finance. The results contribute both theoretically and practically to the development of adaptive and competitive Islamic microfinance service models.

This research aims to analyze the strategic position of the Village Unit Cooperative (KUD) Cilongok using the Strategic Position and Action Evaluation (SPACE) Matrix method and formulate development strategies for savings and loan units and supermarket businesses. The research method uses a quantitative-qualitative approach with data collection techniques through observation, interviews, and documentation. SPACE Matrix analysis is carried out by identifying factors of financial strength, competitive advantage, industry strength, and environmental stability. The results show that KUD Cilongok is in an aggressive quadrant position with relatively high values of financial strength and industry strength. The recommended strategies include market penetration, market development, product development, and business diversification. The implementation of these strategies is expected to improve the performance of KUD Cilongok's savings and loan units and supermarket businesses, as well as improve the welfare of members and the surrounding community.

Inovasi sosial dan kewirausahaan sosial telah menjadi strategi utama dalam menciptakan solusi berkelanjutan bagi tantangan sosial dan ekonomi yang tidak dapat diselesaikan oleh pendekatan bisnis konvensional. Makalah ini bertujuan untuk: 1) Menganalisis inovasi sosial dan perannya dalam kewirausahaan sosial; 2) Mengidentifikasi hubungan antara inovasi sosial dan keberlanjutan UMKM dalam konteks ekonomi berbasis dampak sosial; 3) Menjelaskan faktor-faktor utama yang mempengaruhi keberhasilan kewirausahaan sosial. Hasil penelitian menunjukkan inovasi sosial berkontribusi dalam meningkatkan daya saing dan ketahanan UMKM melalui penerapan model bisnis berbasis dampak sosial, ekonomi sirkular, serta digitalisasi bisnis. Keberhasilan kewirausahaan sosial dipengaruhi oleh faktor internal, seperti kepemimpinan yang visioner, strategi pengelolaan sumber daya manusia yang efektif, serta model bisnis yang adaptif dan inovatif. Sementara itu, faktor eksternal yang berperan mencakup dukungan kebijakan pemerintah, akses terhadap pendanaan berbasis dampak sosial, serta kemitraan strategis dengan sektor swasta dan akademisi. Indikator utama keberhasilan kewirausahaan sosial mencakup pengukuran dampak sosial dan ekonomi, keberlanjutan finansial dan operasional, serta efektivitas model bisnis dalam menjangkau masyarakat yang lebih luas. Sebagai implikasi, makalah ini merekomendasikan penguatan kebijakan publik yang mendukung bisnis sosial, peningkatan akses pendanaan berbasis dampak, serta integrasi inovasi sosial dalam strategi pengembangan UMKM. Dengan menciptakan ekosistem yang lebih mendukung bagi kewirausahaan sosial, diharapkan inovasi sosial dapat menjadi pilar utama dalam pembangunan ekonomi yang lebih inklusif dan berkelanjutan.

Micro, Small, and Medium Enterprises (UMKM) play a crucial role in the national economy. However, significant challenges such as limited resources, market access, and inadequate managerial capabilities remain obstacles to enhancing competitiveness. Developing managerial capacity through technological innovation has become a strategic solution for UMKM to survive and grow in the digital era. This study aims to analyze the importance of developing managerial capacity in improving UMKM competitiveness through technology adoption. The research method used is a literature review and analysis of secondary data from various relevant sources. The findings indicate that technological innovation in managerial aspects, such as the use of digital systems for marketing, finance, and operations, positively impacts efficiency and competitiveness. Therefore, appropriate strategies are needed to enhance UMKM managerial capacity in adopting technology to compete globally.