APMI, a non-profit organization for multimedia industry, served as a platform that associated communications among the industry stakeholders such as vendors, academics, and the government. These stakeholders were convinced that the industry would have grown faster if there were more facilities to encourage the creation of the content.

Hence Brata T. Hardjosubroto who acted as the chairman of APMI together with a government body, initiated to form a community (called MIKTI) to encourage the production of information technology-based multimedia contents. At the same time he carried out concepts into action by building a render farm facility to encourage the digital content creations.

On September 2008, the render farm facility was ready to operate, and MIKTI was due to launch. Hardjosubroto and APMI realized that they needed to stick back to their vision and mission, and let the development of the content advances through MIKTI. Together with some political and technical situations, Hardjosubroto and his team must decide on who would run the render farm facility.

Rahmat Ismail sat in his seat on flight from Honolulu to Jakarta. His mind was racing and filled with the images of various scenes of his meetings and encounters in the past few months. As senior management of Bukaka Teknik Utama (Bukaka), the contractor awarded the contract to provide and install the passenger boarding bridges for Terminal II project at Cengkareng International Airport, Jakarta, he was very uneasy about the latest predicament concerning Bukaka’s technical partner, Jetway Systems (Jetway). Jetway provided engineering design and consultation for building forty-four passenger boarding bridges for new Terminal II at Cengkareng airport. In a recent meeting, Jetway’s and Bukaka’s management sat down to renegotiate fees and division of work between the two companies for the project. The meeting went sour, Jetway management decided to pull-out from the project, leaving Bukaka with no design and a looming deadline.

Having no partner, design, nor the experience of building passenger boarding bridges, Rahmat Ismail knew that there was no way Bukaka could meet project deliverables. Pressured by time, Rahmat Ismail realized that he had several options; including acquiring a new strategic partner or acquired the technology. The latter option of course was more rewarding for company, but more difficult and riskier due to the fact that Bukaka did not have engineering experience in building passenger boarding bridges. In his seat, Rahmat Ismail weighed his options, the credibility and future of Bukaka as an engineering company depended on his decision.