PT Wijaya Karya (Persero) Tbk. (WIKA) began in the 1970s with a focused business in electrical installations and water pipe work. Over time, it evolved into one of Indonesia’s prominent civil and building contractors, expanding into investment and sustainable engineering, procurement, and construction.
In 2019, WIKA established its Vision and Mission 2030 to prepare for a more complex future. That ambition required the company’s digital presence to evolve as well.
Its website needed to reflect WIKA’s broader capabilities, provide more current information, and offer a simpler experience for public users, investors, stakeholders, and business partners. At the same time, WIKA was advancing its digitalization agenda and needed to support public information responsibilities associated with a state-owned enterprise.
Between 2022 and 2023, Suitmedia partnered with WIKA to modernize its website, improve its content structure, integrate social media, and help internal teams manage the platform more effectively.
A Growing Infrastructure Company Needed a Digital Presence That Could Keep Up
1. WIKA had evolved faster than its website
WIKA’s transformation from a specialist installation company into a diversified engineering, construction, and investment organization created a communication challenge.
The company’s digital presence needed to explain a broader business, more complex capabilities, and a longer-term strategic direction. A website designed for an earlier stage of the company could not automatically communicate the scale and ambition of WIKA’s current role.
Visitors needed to understand what WIKA did, where it operated, how its business areas connected, and how the company contributed to infrastructure and quality of life.
If the website did not make those relationships clear, WIKA’s breadth could become confusing rather than compelling.
2. A modern strategy required a more modern interface
WIKA’s Vision and Mission 2030 reflected a forward-looking organization focused on investment, sustainable EPC, and future challenges.
The website needed to support that message through its own behavior. An outdated interface, unclear navigation, or stale content could create a gap between the company’s stated ambition and the experience users encountered online.
This was not simply a matter of visual preference. The website was part of how WIKA demonstrated its readiness for Industry 4.0 and broader digital transformation.
A modern digital platform could reinforce the company’s image as an organization that was prepared to improve how it worked, communicated, and served stakeholders.
3. Users needed clearer ways to find information
A corporate website serves users with different goals.
The public may want general company information. Investors may look for corporate updates and performance-related material. Potential partners may want to understand WIKA’s capabilities. Media and government stakeholders may need official information and announcements.
These audiences should not have to navigate the website in the same way. The platform needed a structure that could support quick access for users with specific needs while also guiding first-time visitors through WIKA’s broader story.
The challenge was to make the website comprehensive without making it feel difficult to use.
4. The information needed to remain current
A website can lose relevance when its content is not updated consistently.
For a large public enterprise, outdated news, incomplete business information, or disconnected social media activity can weaken stakeholder confidence. Users expect a company of WIKA’s scale to communicate regularly and accurately.
The website needed stronger connections to the company’s wider digital ecosystem so that users could access more current information and see how WIKA’s activities were developing.
This required both better content presentation and more effective internal content management.
5. Public information obligations added another layer of responsibility
As a state-owned enterprise, WIKA also needed to support public access to information through its PPID-related digital initiatives.
This raised the standard for accessibility and clarity. Information had to be available, organized, and understandable for public users, while internal teams needed practical tools to maintain it.
The website therefore had to serve both communication and accountability. It needed to represent WIKA’s brand while also supporting the company’s responsibility to provide reliable information.
6. Internal users needed to manage the platform confidently
A website modernization project does not end when the new interface goes live.
If internal teams cannot manage the CMS effectively, content becomes difficult to update and the website gradually loses the quality achieved at launch.
WIKA needed a platform that internal users could operate with confidence. This included managing content, publishing updates, and maintaining the information users relied on.
The challenge was therefore organizational as well as technical: improve the public experience while making content operations more reliable behind the scenes.
Connecting Design, Content, and Digital Operations
1. We treated the website as part of WIKA’s transformation
Suitmedia approached the project as a broader digital modernization effort rather than a simple visual redesign.
The work focused on how users experienced the website, how information was organized, how social content could be connected, and how internal teams could manage the platform.
This approach was important because user experience depends on the entire system. A strong interface cannot compensate for outdated content. Current content cannot create value if users cannot find it. A well-structured website will decline if internal teams cannot maintain it.
The solution needed to address these elements together.
2. We redesigned the experience around clearer user journeys
The website was rebuilt with a more modern and user-friendly interface.
The design prioritized clarity, logical navigation, and a more understandable structure. Users could explore WIKA’s business and corporate information without facing unnecessary complexity.
The objective was not to reduce the depth of information available. It was to organize that information so visitors could move from a broad overview to more specific content when needed.
This helped accommodate both first-time visitors and stakeholders who already knew what they were looking for.
3. We introduced new menus to reflect WIKA’s wider business
As WIKA expanded into construction, investment, and sustainable EPC, the website needed menu structures that represented these areas more clearly.
New and improved menus helped separate important information while preserving the connection between WIKA’s business units and overall corporate identity.
This gave visitors a clearer way to understand the company’s scope. Instead of encountering a long or disconnected list of activities, they could explore the business through more meaningful categories.
The change also created a stronger foundation for future content. New projects, initiatives, and corporate updates could be placed within an established structure rather than added arbitrarily.
4. We integrated content across WIKA’s digital ecosystem
Suitmedia connected the website with WIKA’s social media platforms.
This integration helped the website reflect more current information and gave users additional ways to engage with the company’s content.
Social media often captures timely updates, project moments, public activities, and company news. Bringing this activity into the wider website experience helped reduce the separation between WIKA’s official platform and its other digital channels.
The goal was not to duplicate every social media post. It was to create a more connected ecosystem in which the website and social channels reinforced each other.
5. We used current content to make the organization feel active
A modern website should not feel like a static archive.
By incorporating more current content and social activity, the updated platform could show WIKA as an active organization involved in ongoing projects, initiatives, and stakeholder communication.
This supported user engagement in two ways. First, visitors had more reasons to return to the website. Second, current content made the company’s capabilities easier to understand through examples of what it was doing now.
The business benefit was greater relevance. Stakeholders could see WIKA as an organization in motion rather than only a company described through historical information.
6. We balanced visual improvement with information depth
The website’s updated design was intended to create a more engaging browsing experience while preserving the information needed by public and professional audiences.
A visually modern platform can attract attention, but it must still help users answer practical questions. The redesign therefore needed to support both visual interest and content comprehension.
Clear layouts, improved hierarchy, and a more coherent presentation made it easier for users to process information without being overwhelmed.
This balance was especially important for a company with a wide business scope. The design had to create energy and confidence without turning complex information into superficial messaging.
7. We supported the website’s role in public information access
WIKA’s digital transformation included the development of a PPID mobile application and broader efforts to improve public access to information.
The website modernization supported this direction by creating a clearer and more accessible digital environment for corporate and public information.
This helped align the platform with WIKA’s responsibilities as a state-owned enterprise. The website needed to communicate the company’s identity while also serving users who needed official and reliable information.
The result was a more connected relationship between brand communication, transparency, and digital service.
8. We improved the internal CMS experience
Suitmedia also focused on helping WIKA’s internal users manage the Content Management System more effectively.
This was a critical part of the project because content quality depends on the people responsible for maintaining it.
A usable CMS can improve operational speed. Internal teams can publish updates more confidently, maintain content more consistently, and respond more quickly when information changes.
This reduced the risk that the website would become outdated after launch and helped WIKA take greater ownership of its digital platform.
9. We designed a foundation that could support continued change
WIKA’s business and digital requirements would continue to evolve.
The updated website needed to accommodate new initiatives, changing stakeholder expectations, and future content needs without requiring a complete rebuild each time.
This meant creating a more flexible structure and improving the relationship between the public interface and internal content management.
The project therefore delivered more than an updated appearance. It created a stronger operating foundation for WIKA’s ongoing digital communication.
A More Current Website Strengthened WIKA’s Public Presence
1. Users gained a clearer and more comfortable browsing experience
The updated website provided a more user-friendly interface and a more understandable structure.
Visitors could navigate through WIKA’s information with less uncertainty and access content through clearer pathways.
This improved experience was important for users with different levels of familiarity. First-time visitors could learn about the company more easily, while returning users could reach specific information more efficiently.
2. WIKA’s digital presence better reflected its current position
The modernized website helped close the gap between WIKA’s corporate ambition and its digital presentation.
The platform more effectively represented a company focused on investment, sustainable EPC, construction, and future development.
The website did not create WIKA’s reputation, but it gave that reputation a more appropriate digital expression. It helped the company appear as current and forward-looking as the strategy it had established for 2030.
3. Corporate information became more current and informative
The addition of improved content and social media integration gave users access to more relevant information.
This helped the website function as an active corporate channel rather than a static company profile.
More current content also strengthened stakeholder engagement. Visitors had more reasons to explore and return, while WIKA could communicate its ongoing activities more effectively.
4. Internal teams became more capable website operators
WIKA’s internal users became more proficient in using the CMS.
This created an important operational benefit. The organization was better positioned to maintain the website, publish updates, and keep information aligned with current business activity.
A website’s long-term quality depends heavily on this internal capability. The more confidently teams can manage the platform, the less dependent the organization becomes on external support for routine content needs.
5. The website and social channels worked more closely together
The integration of content across WIKA’s digital channels helped create a more consistent online presence.
Users could encounter the company through social media and continue to the website for deeper information. The website could also provide a more structured home for content that began on social platforms.
This increased the value of each channel. Social media could support timely engagement, while the website could provide corporate context and more complete information.
6. The platform created stronger support for future digital services
The website modernization created a foundation for additional improvements, including public information services and other stakeholder-facing functions.
This was a meaningful second-order effect. By improving the platform’s structure, design, content operations, and technical foundation, WIKA made future digital initiatives easier to develop and integrate.
The project helped move the organization from isolated digital activities toward a more connected digital ecosystem.
What WIKA Reveals About Enterprise Website Modernization
1. A website should evolve with the organization it represents
Companies change faster than their websites if digital platforms are treated as one-time projects.
WIKA’s transformation showed why the website needs periodic reassessment. When the business expands into new sectors and adopts a long-term digital strategy, the platform must be updated to reflect that reality.
2. User experience depends on content operations
A well-designed website can create a strong first impression, but current information sustains that impression.
Improving the CMS and internal user capability is therefore just as important as improving the public interface. Website modernization should address both sides of the experience.
3. Digital channels should reinforce one another
A corporate website and social media should not operate as disconnected communication streams.
The website provides depth, authority, and structure. Social media provides immediacy, reach, and ongoing interaction. Connecting the two helps the organization communicate more consistently.
4. Public access should be designed as a service
For state-owned enterprises, public information is not only content to be published. It is a service that users need to navigate and understand.
Clear structure, current information, and accessible digital channels can improve both transparency and public confidence.
5. Modernization should create operational independence
The strongest website projects improve the organization’s ability to manage its own digital presence.
When internal teams can confidently operate the CMS, the website becomes more responsive to business needs and less likely to decline after launch.
Strategic Insights for the C-Suite
- Modernize the digital platform when the business strategy changes.
A new corporate vision, expanded business model, or digital transformation agenda should be reflected in the website. If the platform tells an older story, it can weaken confidence in the current one. - Treat content operations as part of customer experience.
Users judge a website by whether its information is current, relevant, and easy to find. Invest in the CMS, governance, and internal capability needed to sustain quality after launch. - Connect channels around user needs, not organizational ownership.
Websites and social platforms serve different purposes, but users experience them as one brand. Make it easy to move between timely updates and deeper official information. - Design public information as an accessible service.
For state-owned enterprises, transparency depends on more than publishing documents. Users need clear pathways to understand, access, and engage with official information. - Build digital platforms that increase internal independence.
A successful transformation should leave the organization more capable of managing its own digital presence. Better tools, clearer structures, and confident internal users create lasting value.
