Designing a Strategic Pivot as a Dynamic Capability: An Integrated VFT–AHP Method in Legacy Media

Legacy news organisations face the structural collapse of their advertising-funded model as audiences move to algorithm-driven platforms. This paper asks how such a firm should choose and design a strategic pivot under deep uncertainty and without reliable forecasts. Using a single-case study of an Indonesian online news company (anonymised as SOCA), it develops an integrated and auditable decision process: Value-Focused Thinking elicits the leadership's decision criteria, the Analytic Hierarchy Process ranks three candidate operating models for a pivot toward a creative hub, and the choice is implemented through an ambidextrous structure, a sequenced change roadmap, and a Balanced Scorecard. The whole process is read as a dynamic capability, the sensing, seizing and transforming routine the firm can re-run for future shifts. Across a three-member senior leadership panel the method selects a hybrid lean-core-plus-partners model (aggregated priority about 0.50), unanimously at the individual level and robustly under sensitivity analysis; an independent demand-side cross-check reaches the same result. The contribution is methodological and practical: it shows how a high-stakes structural choice can be made transparently from leadership values rather than from assumption, and, more importantly, how that choice can be embedded as a repeatable sensing, seizing and transforming routine the firm can re-run for the next disruption.