Change management in initial stage is an important part of organizational change because it becomes the starting point of a series of subsequent stage change programs. In fact, starting a change program is not easy and requires extra energy. This phenomenon is interesting to study but unfortunately the studies focuses on this topic have not been done much. So, this is the reason behind the selection of this article. This article purposes to find out how the implementation of the change management of PT Kereta Api Indonesia (Persero) in the initial stage so that it can encourage the success of the company in changing passenger services.This research uses a qualitative method with an explanatory descriptive approach. Key informants were selected as many as 12 staffs from the passenger services section who were directly involved in the change process. Primer data collection is done through in-depth interviews. While supporting data obtained through qualitative observations and literature studies.Results showed that change management was implemented by instilling employee's awareness of change through understanding the importance of change and its consequences. Furthermore, change management closes by reinforcing the desire to change from resistance to acceptance to change by growing motivation for employees.

Gap of Indonesia universal access on safe drinking water is still wide in 2017, which is big challenge for Local-government Owned Companies on Drinking Water (PDAMs) as main suppliers.  Unfortunately, in 2018, around 26% of PDAMs were ‘less healthy’ and 14% were 'unhealthy'. Among the problems of PDAMs are productivity level as fundamental factor correlated with production capacity and the efficiency. This research used the Cobb-Douglas Production Function Model to measure its productivity, by using 261 PDAMs in Indonesia. The result show that the production elasticity of PDAMs in Indonesia is 1.19 (more than 1) or 'increasing return to scale' in character. This means that PDAM has the potential to use more efficient production factors, potential capital accumulation to increase number of customers, source of profit as well as attractive for investors. As many as 61.6% PDAMs (133) were classified as 'productive' and 48% of PDAMs (112) were classified as 'sub-productive'. This information is very important for revitalization of PDAMs by the Ministry of Public Works and Public Housing in order to achieve universal access of safe drinking water in Indonesia and for the self-evaluation of all  PDAMs in Indonesia.  Gap capaian Universal Akses Air Minum Aman masih sangat  lebar pada Tahun 2017, yaitu sebesar 72,04%. Hal ini menjadi tantangan besar bagi Perusahaan Daerah Air Minum (PDAM) sebagai penyedia utama akses air minum aman. Namun demikian, pada Tahun 2018 sebanyak 26% PDAM di Indonesia tergolong ‘kurang sehat’ dan 14% tergolong ‘sakit’. Diantara masalah yang dihadapi oleh PDAM yaitu tingkat produktivitas air, sebagai faktor mendasar yang berkaitan dengan kapasitas pelayanan dan efisiensinya. Studi ini menggunakan Fungsi Produksi Cobb-Douglas untuk mengukur produktivitasnya, menggunakan data 261 PDAM. Hasil studi menunjukkan bahwa elastisitas produksi PDAM di Indonesia sebesar 1,19 (lebih dari 1) atau bersifat ‘increasing return to scale’. Artinya PDAM memiliki potensi penggunaan faktor produksi yang lebih efisien, potensi daya akumulasi kapital untuk penambahan jumlah pelanggan dan berpotensi menjadi sumber profit serta menarik bagi investor. Dari 261 PDAM yang diteliti, sebanyak 61,6% PDAM (133) tergolong ‘produktif’ dan 48% PDAM (112) tergolong ‘sub-produktif’. Informasi ini sangat penting bagi upaya penyehatan PDAM oleh Kementerian Pekerjaan Umum dan Perumahan Rakyat dalam rangka pencapaian universal akses air minum aman di Indonesia dan bagi evaluasi diri seluruh PDAM di Indonesia.