Enhancing Organizational Transformation Effectiveness, Ministry of Finance Designs Change Agents Program

PROBLEM

The Ministry of Finance (Kemenkeu) of the Republic of Indonesia faces significant challenges in implementing bureaucratic reform and institutional transformation (RBTK). One of the fundamental issues is the difficulty in promoting the internalization of change across all work units, considering the vast scale of the organization that is spread across various regions of Indonesia. The challenge lies in aligning the vision of change with the specific needs of each work unit to ensure the success of the transformation program.

The Ministry of Finance encounters two main problems in implementing the Change Agents Program:

1. Difficulty in creating a shared perception of the vision and goals of the transformation. With over 226 equivalent echelon II units and more than 800 implementing teams, ensuring that each unit understands and executes the transformation vision in a consistent and effective manner is a significant challenge.
2. Limitations in implementing outcome-based change projects. Many change projects within the Ministry of Finance are still activity-based rather than outcome-based. This often results in projects failing to achieve the expected impact, making it difficult to accurately measure the success of the projects.

SOLUTION

To address these challenges, Maxima collaborated with the Ministry of Finance through a series of workshops and intensive assistance for Change Agents and Lighthouse Teams as part of the Change Agents program. Maxima provided strategic solutions through a Design Thinking and System Thinking-based approach, enabling program participants to identify specific problems in their units and design solutions that meet local needs.

Some strategic steps implemented by Maxima to enhance the effectiveness of the Change Agents Program included:

1. Outcome-Based Skill Improvement: Maxima helped design workshops focusing on skill enhancement for designing and implementing outcome-based projects. Participants were taught to focus not only on the number of activities but more on the impact generated from the change projects they carried out.
2. Change Project Assistance: Maxima provided intensive assistance to 226 Change Agents in drafting change project proposals. This assistance included feedback sessions for each proposal and reviews of final project reports, ensuring that each project was conducted according to the timeline and targets set.

PROJECT RESULTS

The implementation of solutions provided by Maxima has had a significant impact on the success of the Change Agents program. Here are some key results achieved:

1. Increased Project Success Rate: Based on monitoring and evaluation results, 84% of the 207 change projects carried out by the Change Agents succeeded in achieving more than 70% of their targeted implementation.
2. Improvement in Five Main Service Aspects (RATER): The change projects focused on improving services in five main aspects: Reliability, Assurance, Tangibles, Empathy, and Responsiveness (RATER). About 70% of the change projects succeeded in enhancing service reliability, while 67% focused on improving service responsiveness.
3. Widespread Direct and Indirect Benefits: The Change Agents program directly benefited 1,299,402 recipients, including internal Ministry employees and other government agencies. Additionally, the program indirectly impacted over 70 million people, including the general public, MSMEs, and local governments.

With the Design Thinking-based solutions offered by Maxima, the Change Agents Program not only improved the process of internalizing the vision of transformation but also enhanced the overall quality of public services. These results highlight the importance of collaboration in addressing the challenges of bureaucratic reform through innovative and sustainable approaches. Want to design impactful initiatives through a transformation strategy? Consult with Maxima Impact Consulting and find the right solution for your organization!