The world Is greatly polarized and is borne with changing thoughts and prejudices in an arena of diverse explicative management systems. Post liberalization in 1990 when the world was fighting with changing technological revolution the birth of newer industry 4.0 lead to newer organizational hierarchy with knowledge management functionalities which made it necessary for business professionals to think rapidly and innovate with the speed of thunderstorm. In such drastic times, the global economy saw several financial booms and crashes which made it necessary to reinvent disruptive innovation at its core and greatly circumscribe the way organizational commitment to change its course of action. The Hayekian philosophy of dialects in knowledge transfer mechanism with institutional leadership saw newer innovation funnels which were more agile to crashes and recovery phase was quite small. In such cirmcumstance,the new pandemic like Covid-19 saw economists jump to multidisciplinary approach of organizational commitment with a moving away from traditional Schumpeterian philosophy and a disruptive invisible hand wherein multicretria technical models of sustainable business practices saw rising needs top fill the research gap in international scientific discourses. This aim is widely necessary as top reinvent the age old business models and create more resilient industry 4.0 model of innovation.

Statement of the Problem: Members of the Indonesian Migrant Worker named PERTAKINA in Blitar District, East Java Indonesia were challenged to redefine their business plan in the post pandemic situation. During the Covid 19 Pandemy, they experienced the decrease of production and sales for their individual enterprises. Customers were not able to visit their product outlets and gallery. On the other hand, they were not capable in doing virtual transaction. The purpose of this study was to describe model of their business plan in the post pandemic situation. Methodology & Theoretical Orientation: This was a qualitative research with single case embedded unit design. This used participative observation, in depth interview, and focused group discussion. Data were analyzed by using interactive analysis with triangulation of methods and sources as well as check recheck technique. Findings: There were 68 active individual enterprises. 80 others were just starting. Their products were collected in a business house of product outlets and gallery. During the covid19 pandemy, the numbers of visitors decreased significantly. The demand on virtual buying and delivery increased. They lacked of virtual sale skills. They discovered a model of new business plan covering the following: (1) clustering their products into three clusters, which were culinary business, Bakery, and Dyeing Cloths; (2) organizing them into three community factories led by three managers; (3) employing The SIPOC Model of Management Plan comprising management of Supplier, Input, Process, Outputs, and Customers. The marketing and sale processes were planned by using digital marketing with the business house of product outlets and gallery as sale center; (4) digitalizing promotion and sale system. There existed educational and technological training supports from the government of Blitar Disgtrict, East Java, Indonesia and Balitar Islamic University. They also had financial support from Bank Indonesia located in Kediri district, East Java Indonesia.