KEPEMIMPINAN DAN PERUBAHAN SEKTOR PUBLIK MERAIH DAYA SAING GLOBAL

Prof. Dr. Eko Prasojo Fakultas Ilmu Administrasi UI

6 Megatrends 2030 (George Vielmetter and Yvone sell, 2014)

• 1.Globalisasi 2.0. (from west to east)

• 2. Environmental and Energy Crisis (potential war)

• 3. Demographic Change (aging population)

• 4. Digital Era (people always on)

• 5. Technological Convergence (Nano, Bio, Robotic)

• 6. Individualism and pluralism (higher income society)

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Tantangan sektor publik

• -Peran Negara yang semakin kecil

• -Masalah pembangunan yang lebih komplek

• -Keterbatasan sumber daya

• -Masyarakat yang lebih kritis

• - Meningkatnya harapan masyarakat

• - Pemerintahan tanpa batas (globalisasi)

• - Keterlibatan sektor swasta yang lebih besar

• - Kemajuan Teknologi Informasi dan Komunikasi

• Apa yang kita butuhkan? Peningkatan Kapasitas:

• - Level Individu (setiap kita)

• - Level organisasi

• - Level system

3

Mengapa beberapa Negara Makmur,

beberapa yang lain tidak ?

• Natural Ressources (sumber daya alam)

• Human Ressources (sumber daya manusia)

• Institutional Strength (kekuatan sistem)

• Values Strength (kekuatan nilai budaya)

020406080

100

10 13 25

46 55 56 58 66

77 82 96 100

Tahun 2016

Percentile rank among all countries (ranges from 0 (lowest) to 100 (highest) rank)

Government Effectiveness

Kualitas Pelayanan Publik Kualitas Pelayanan Aparatur Tingkat Kemandirian dari Tekanan Politik Kualitas Rumusan Kebijakan dan Implementasinya Kredibilitas komitmen pemerintah

© 2016

RANKING PEMERINTAHAN INDONESIA

Indeks Kemudahan Berusaha

Indeks Daya Saing

Indeks Persepsi Korupsi

Indeks Efektivitas Pemerintah

61,5

4,68

37

46

TARGET

2019

70

5,0

57

69

Sumber: World Bank, Global Governonce Index, Transparency International,2016

Fokus Perubahan Birokrasi:

Sumber : https://www.weforum.org/reports/

0,00

10,00

20,00

30,00

40,00

50,00

60,00

70,00

80,00

90,00

100,00

0 5000 10000 15000 20000 25000 30000 35000 40000 45000 50000 55000 60000

ASN Indonesia: MAHAL DAN KURANG BERKINERJA

TAHUN 2015

Sumber: databank.worldbank.org

New Zealand

South Korea

Singapura Swedia

Malaysia

Thailand

China

Indonesia

Vietnam

Philipina HIGH INCOME

MIDDLE INCOME

IEP Indonesia tertinggal dari Vietnam

$ 12275 $2000

Pemerintahan DALAM PEMBANGUNAN adalah SEBUAH orkestra

1. Dirijen memimpin orkestra pemerintahan

2. Para pemain musik adalah pejabat politik dan birokrasi

3. Alat musik adalah keseluruhan proses, struktur dan nilai

4. Para penyanyi adalah pelayan masyarakat di frontline

5. Partitur (not balok) adalah RPJM dan RKP

6. Para penonton adalah masyarakat dan pemangku lainnya

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Sets of Conditions Leading to Development

Directional Growth System Change Planned or intended

In the direction of

modernity or nation

building and socio-

economic progress

Ability of political

and administrative

system is severally

limited

Planning

commission have to

take compromises

facing the groups or

individual value

Much planned change requires prior basic change in the political and administrative systems. The reasons for failure of planned program is an

adequate administrative system

Tendensi baru ADMINISTRASI PEMBANGUNAN

No longer based on state authority and sanctions of government

But on self-organizing, stable networks between institutions and actors of the state

a shift in the mode of interaction from power and control to information exchange, communication and persuasion

decentralized government and public services

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PROBLEM INDONESIA

Pemerintahan yang AKUNTABEL 15

Beginning

Developing

Performing

Internalizing

Faktor kunci sukses sebuah negara

Komitmen Kepemimpinan

Pembangunan Ekonomi

Birokrasi yang Profesional

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Budaya

Civil Service

Reform

Administrative

Reform

Government Reform

Public Sector Reform

Tingkatan dalam Reformasi Tata Kelola Pemerintahan (Governance Reform)

Kecenderungan untuk menggunakan

kemampuan intelektual sebagai basis

dasar dalam menjalankan tugas

Buruh

Pegawai

Karyawan

SDM (Human Resources)

Manusia Bersumberdaya

(Human Capital)

?

Tinggi

Rendah

Rendah

Tinggi

Kecenderungan menggunakan

kemampuan otot sebagai basis dasar dalam

menjalankan tugas

Kecenderungan menggunakan

kemampuan intelektual

(otak) sebagai basis dasar dalam

menjalankan tugas

Perjalanan Transformasi Paradigma Pengelolaan SDM

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1. Loyalitas pada atasa ; 2. Pola karir urut ka a g / se ioritas ; 3. Kualitas pelayanan tidak terukur;

4. Kinerja = penyerapan anggaran;

1. Loyal pada pencapaian visi dan

pelaksanaan misi;

2. Pola karir ter uka li tas K/L/D; 3. Layanan dengan Standar Pelayanan

Minimum (SPM);

4. Kinerja = Transparan, Akuntabel,

Profesional (TAP)

S ar ity Mentality

e talitas kekura ga

A undan e Mentality

e talitas erkeli paha

PROSES TRANSFORMASI Aparatur Sipil Negara

Birokrasi dalam Konteks Pembangunan 20

BIROKRASI

Kemajuan ICT dan Gaya hidup: Personal computing, internet, telepon seluler, cloud computing, jaringan sosial

Harapan Masyarakat: Transparansi, Akuntabilitas, Partisipasi Masyarakat dalam pengambilan keputusan

Progres Demokrasi dan Pasar: Open Government, Desentralisasi, Kompetisi pasar tebuka

Trends Demograpi: Kelas Menengah yang kuat, masyarakat terdidik, peran wanita yang lebih besar

Perubahan DNA Global Birokrasi

SEBELUM-2000

Single Actor

Fragmented

Centralized

Static

Authority

State

Local

Manual

Public

SESUDAH-2000

Multi Actors

Interconnected

Decentralized

Dynamics

Knowledge

Society

International

Digital

Private

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Perubahan Pola Kerja Birokrasi

OLD FASHION NEW FASHION

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Build Structure Build connectivity

Create Regulations Create Values and Culture

Make Procedure Make Innovations

Control Authority Develop Knowledge

Bagaimana Transformasi Birokrasi Indonesia?

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Rule based bureaucracy

Vision and Performance based bureaucracy

Dynamics Bureaucracy

2013

2018

2025

Kapabilitas, Kultur dan Perubahan (Neo dan Chen, 2007)

Thinking Ahead

Thinking Again

Thinking Across

Capabilities

Able People

Agile Process

Adaptive Process

Change

Adaptive

Policies

Culture: Incorruptibility, Meritocracy, Growth, Prudence, Markets

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Public Organization’s Capacity

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Public Organization's Capacity to Solve Issues

Physical Assets Facilities, Equipment, IT System, Fund

Knowledge Assets (Explicit & Tacit) Strategy, Intellectual Property

Shared Solutions Know-how, Mutual Trust

Members' Capacity Middle & Frontline

Ways of Work/Organizational Institutions

Creative Routines (SECI), Learning Routines

Leaders' Capacity

Local Context

International Trend of Public Sector Reform

• To facilitate the improvement of the performance of public

organizations, many countries have adapted globally

standardized approaches generally dubbed New Public

Management (NPM) .

• They are designed to transform the ways of work of public

organizations in line with those of business organizations.

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Strategic Planning Result Based Management & Key Performance Indicators Job Opening Position Classification & Job Descriptions Contracting Out and PPP E-Government Independent Administrative Agency System, etc.

Popular Reform Solutions

Fakta di Lapangan di beberapa Negara ASEAN

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Common factors found in successful public organizations and

policies are;

1. Management is focused on effectiveness and agility.

2. The middle play critical roles in organizational ways of work.

3. Leadership is transformative and institutionalized.

4. Top leader embodies practical wisdom (phronesis).

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Hypotheses about Organizational Capacity

The effectiveness of an innovative solution to an organizational or

societal issue depends on how deeply it is based on the local

realities and the belief of the frontline (ex: service-providers and

stakeholders).

Capacity of a public organization to innovate solutions depends on

how effectively the middle are animated.

Capacity of a public organization to improve services depends on

how effectively the frontline are animated.

The middle and the frontline are animated in an endogenous

process to find and solve issues. An organization with ways of work

that provide more endogenous space for the middle and the

frontline is assumed to be more effective and agile in solving issues.

Successful organizations have more dynamic creative routine

and more inclusive structure to solve problems than others.

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Compatibility

Organizational Culture

Code of Conduct Prevalent Mental Models

Shared "Real" Values Social Capital

Management Tools

Result -based Management Performance-based Evaluation

PDCA Cycle Management 5S, TQC, Lean Production

IT System "Agile Scrum"

"Blue Ocean Strategy"

Leadership

Ways of Work / Organizational Institutions

Replacement Adaptation/Improvement Transformation

Leadership and Ways of Work

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Leadership Development

A) Leaders of successful public organizations generally embody the concept of Phronetic Leadership . Each country has local variations of the concept based on its own context and values.

B) Every leader who successfully led innovation cherishes exceptionally strong belief in his/her vision and values.

The Six Abilities of Phronetic Leaders Defined by Prof. Nonaka

Abilities Key Words

Judge Goodness Personal Value, Belief, Relentless Pursuit

Grasp the Essence Empathy, Holistic Perspective, Hypothesis,

Create Shared Contexts Ba , Team Work, Mutual Learning

Communicate the Essence Narrative, Rhetoric, Dialogue

Exercise Political Power Dialectic, Coordination, Motivation, Demotion

Foster Practical Wisdom in Others

Leadership Distribution, Mentoring

kita bisa membangun jutaan gedung, ribuan kilometer jalan dan jembatan, kecuali anak cucu kita kelak dapat mengatakan

bahwa indonesia adalah negara yang lebih baik untuk bertempat tinggal, sejatinya kita tidak mencapai apapun

dalam pembangunan itu”

Terima kasih

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