prof. dr. eko prasojo fakultas ilmu administrasi ui · • - level organisasi • - level system 3...
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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)
2
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
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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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?
23
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.
26
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
27
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).
28
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
30
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