By : Veritonaldi )*
The transformation of governance of State-Owned Enterprises (SOEs) is a major concern in the national economic reform agenda. Concrete steps are realized through the establishment of the Daya Anagata Nusantara Investment Management Agency (Danantara), which now officially manages 844 SOEs, including parent companies to grand children. This step is not only a milestone in state asset management, but also marks the government’s strong commitment to improving corporate governance as a whole, in line with the principles of good corporate governance and the spirit of the constitution.
In carrying out its duties, Danantara carries a great responsibility as the manager of strategic state assets. The challenges faced are not easy, considering the complexity of the BUMN structure which consists of various sectors and business entities. Therefore, improving governance is not merely an administrative agenda, but a strategic need to ensure that BUMN is able to function as a driving force for development and a fortress of national economic resilience.
President Prabowo emphasized that Danantara Indonesia as a state wealth management institution has a strategic role and must be managed with the principles of transparency and strong governance. He expressed his belief that Danantara’s potential can drive the revival of the national economy.
Danantara Chief Executive Officer, Rosan Roeslani, emphasized that all BUMN entities have officially joined the Danantara management framework since March 21, 2025. Danantara’s leadership does not stop at collecting assets, but focuses on managerial transformation that demands accountability, transparency, and sustainability as basic principles. This step makes Danantara the investment management agency with the greatest responsibility in the history of the Indonesian economy.
In the Danantara 2025 Townhall Meeting, Rosan revealed that the mandate given by President Prabowo Subianto was very firm, namely to transform all BUMN into world-class entities. Not only required to pursue profitability, BUMN is also expected to contribute to creating global competitiveness, sustainable innovation, and high operational efficiency. This is in line with the grand vision of national development which is not only oriented towards economic growth, but also on the equitable distribution of development results for all Indonesian people.
The presence of Danantara is also a concrete manifestation of the implementation of Article 33 of the 1945 Constitution. In this context, the national economic structure is not entirely left to market mechanisms, but rather emphasizes the active role of the state in maintaining a balance between economic efficiency and social justice. Therefore, Danantara does not merely carry out the function of managing investment, but also carries an ideological mission in strengthening the foundation of the people’s economy.
The evaluation process conducted by Danantara is not only internal, but also involves professional partners from within and outside the country. This step shows the government’s seriousness in prioritizing integrity and objectivity in assessing the performance and prospects of each BUMN. The comprehensive evaluation covers three main pillars: character, competence, and commitment. All three are important foundations in building synergy between BUMNs within the framework of Indonesia Incorporated.
This transformation certainly cannot be separated from the current turbulent global geopolitical and geoeconomic momentum. Amid increasingly complex external pressures, including supply chain disruption and global market fluctuations, Indonesia cannot rely solely on the strength of the international market. A strong national economic independence is needed, and in this context, BUMN is an important support. Danantara’s timely presence is a strategic tool to strengthen domestic economic capacity as the basis for national independence.
In addition to improving governance, Danantara is also expected to be a catalyst in encouraging industrial downstreaming and increasing added value. Through professional and performance-based management, Danantara opens up opportunities to encourage SOEs to be more innovative, adaptive, and efficient. There is no more room for corrupt practices, structural inefficiencies, and conflicts of interest that have so far been the main obstacles to the performance of some SOEs.
This policy also has major implications for the quality of public services and the provision of equitable infrastructure. With good management, SOEs are expected to be the spearhead in providing inclusive economic access, opening up employment opportunities, and encouraging the growth of domestic industries based on local resources. In the long term, this reform will strengthen the resilience of the national economy from global pressures while strengthening Indonesia’s position as a new economic power in the region.
The transformation carried out by Danantara also reflects a paradigm shift in managing state assets. If previously the bureaucratic approach was more dominant, now the modern corporate approach with a strict and open supervision system is the new standard. This change requires all stakeholders, including BUMN leaders, to adapt to a more professional, accountable, and competitive work culture.
Overall, the presence of Danantara as a state investment management institution reflects the government’s seriousness in restructuring the pillars of the national economy. This is not just an institutional restructuring, but a management revolution that aims to create clean, professional, and globally competitive BUMN. If implemented consistently and with integrity, this step will not only improve BUMN performance, but also strengthen the foundation of Indonesia’s economic sovereignty in the future.
)* Researcher at the Indonesian Strategic Studies Institute
