Ep 11 Part 3/4 | Heru Pambudi - Perubahan Budaya dan Cara Pandang. Kunci Keberhasilan

Summary

This transcript covers a conversation about the leadership and transformation of the Indonesian Directorate General of Customs and Excise (Bea Cukai). It highlights the organizational challenges, cultural changes, and leadership experiences under Pak Heru, focusing on continuous improvement, balancing technical reforms with cultural transformations, and the impact of leadership during crises like the COVID-19 pandemic. The narrative also touches on the importance of adapting quickly to change, decision-making during times of uncertainty, and how these lessons can serve as valuable guidance for young professionals in government service.

Takeaways

• 😀 Continuous improvement in organizations is essential, and it should never stop at a certain point.
• 😀 A balance must be maintained between technical transformation and cultural change within organizations.
• 😀 The leadership in Customs (Bea Cukai) needs to embrace and drive both technical reforms and cultural transformations.
• 😀 Customs plays a critical role in the Ministry of Finance and should align with international standards while maintaining its uniqueness.
• 😀 The transformation at Customs must be supported by strong leadership and cultural values to ensure long-lasting change.
• 😀 Public trust in institutions, like Customs, is built on strong leadership and transparent, consistent operations.
• 😀 During crisis times, such as the COVID-19 pandemic, quick and strategic decision-making is essential for protecting and supporting employees and society.
• 😀 The Ministry of Finance, under the leadership of key figures like Sri Mulyani, was pivotal in handling the reforms during the pandemic, ensuring resources and guidance for both staff and the public.
• 😀 Customs' approach to leadership was transformed into a model for the Ministry of Finance, emphasizing the importance of commitment to change and transformation.
• 😀 During the pandemic, Customs quickly adapted to new challenges by converting facilities into isolation spaces and providing necessary medical supplies and support for staff.

Q & A

What is the main takeaway from the speaker's message about improvement in organizations?

The speaker emphasizes that organizations must continuously improve. Improvement should not stop at any point but should be a continuous process. Additionally, the balance between technical and cultural improvements is crucial for effective transformation.

How does the speaker describe the challenges of leading an organization like the Customs Department?

Leading the Customs Department is described as challenging due to its unique position in the government, its semi-military structure, and the critical role it plays in national revenue. The task is complicated by its need to meet international standards while simultaneously maintaining a strong internal structure.

What role did leadership play in the successful reforms at the Ministry of Finance?

The leadership, particularly the Finance Minister, played a pivotal role in driving reforms. Their focus and integrity in reforming bureaucracy, especially during difficult times like the economic crisis, were crucial to the success of these changes.

What does the speaker mean by the importance of balancing technical improvements with cultural changes?

The speaker highlights that while technical improvements and process reforms are visible and immediate, lasting transformation requires a shift in organizational culture and values. Without cultural change, technical improvements may not sustain over time.

How does the speaker view the evolution of the Customs Department under the leadership of Pak Heru?

Pak Heru's leadership is seen as monumental, as he helped foster a culture of change within the Customs Department. His efforts in reforming the department were focused not just on technical aspects but also on embedding strong cultural values, which were crucial for long-term success.

What was the significance of the Customs Department's transformation in the context of broader governmental reforms?

The transformation within the Customs Department was part of a larger reform initiative within the Ministry of Finance. The department's success in adapting to new policies and integrating them into its operations played a critical role in the overall success of the Ministry's reform agenda.

What were some of the key challenges faced during the COVID-19 pandemic, according to the speaker?

During the pandemic, the speaker discusses challenges such as ensuring the health and safety of employees, adapting to new business processes, and rapidly implementing government policies to handle the crisis. Key decisions included converting facilities into isolation centers and ensuring quick response to medical needs.

How did the Ministry of Finance respond to the COVID-19 crisis, according to the speaker?

The Ministry of Finance responded swiftly by providing healthcare support for its staff, ensuring operational continuity, and making quick policy decisions to protect the economy. For example, converting dormitory spaces into isolation centers and managing healthcare supplies for employees.

What was the speaker's view on the relationship between leadership and organizational success during times of crisis?

The speaker views leadership as essential in navigating crises. Effective leadership during the COVID-19 pandemic helped the Ministry of Finance make timely decisions, ensure the safety of employees, and continue to drive the necessary reforms despite the challenges.

How did the COVID-19 pandemic affect the Ministry of Finance's financial strategies?

The COVID-19 pandemic led to a significant drop in tax revenues, which required the Ministry to rethink its financial strategies. The government had to implement emergency policies, such as adjusting fiscal targets and increasing spending, to address the immediate needs of the public and economy.