By: Edi Jatmiko) *
Challenges as well as opportunities in the industrial revolution era 4.0 is how the agility of our country can respond to pieces of science, technology and innovation united in a bureaucratic factory that has an agile and nimble character for prime stewards, thus making the investment climate more passionate going forward. Bureaucratic innovation becomes fresh blood in the pulse of the country’s economic growth.
Systematic reform has been carried out gradually by the state in making the present bureaucracy, reflected in the acceleration of e-government (the speed of data and service concept integrated) and currently accelerated aspects of e-leadership (the ability of leaders in the process and function of technology) that are bundled with government policies simplify the concept of integration. bureaucracy ranging from echelon four to three, which so far has been seen as slowing down service performance in decision making. The targets to be achieved are agile and agile bureaucracy.
It is important to understand that the government’s efforts towards bureaucracy based on technological innovation are a transformative process that leads to bureaucratic social change in a nimble and agile context. Through this process, it is expected that changes in mindset, values and perspective of innovation in the long term will occur. Especially if you look closely, the bureaucracy is still having difficulty following the increasingly fast millennial steps. A real example, from the macro aspect, is the difficulty of investors when investing from obtaining data availability and even taking care of licensing that is very multi-layered. For example, the micro, is very slow and complicated in terms of the management that we often encounter between one table to another even separated by function.
All technology and service-based branding in the industrial revolution era 4.0 always guarantees the most super-fast service to consumers according to millennial-based characters. The most difficult task of the government today is how to harmonize the philosophical transformation of the private-based sector into the realm of public agencies so that all innovation actors in the bureaucracy can be more creative and fast in terms of service.
Technological developments are so fast not so quickly responded by public agencies. The root of the problem is not the dry state in terms of funding. But on the readiness of human resources who have specific competencies in technology mastery to innovate, leadership is still weak in public organizations that have a vision and mission of technology.
The long road to pioneering Indonesian bureaucracy from e-gov to e-leadership touches on the bureaucratic simplification that continues to be carried out by the government, but bureaucratic reform can be said to be quite successful when it can present the coloring of innovating technology put together in one slice of service speed.
) * Researcher on Political Economy of Regional Development