Program konversi sepeda motor listrik yang diinisiasi pemerintah Indonesia menghadapi kesenjangan antara target dan realisasi, mengindikasikan adanya tantangan implementasi yang mendasar. Penelitian ini bertujuan menganalisis bagaimana collaborative platforms memengaruhi implementasi program tersebut di Provinsi Jakarta. Dengan pendekatan kualitatif yang menggunakan kerangka kerja empat dimensi dari Ansell dan Gash (2018), data dikumpulkan melalui wawancara mendalam bersama pemangku kepentingan kunci dari Kementerian Energi dan Sumber Daya Mineral (ESDM), Kementerian Perhubungan, bengkel pelaksana konversi, dan Institute for Essential Service Reform (IESR). Hasil penelitian menunjukkan bahwa platform kolaborasi yang ada belum berfungsi secara optimal karena berbagai hambatan struktural dan operasional. Hambatan utama meliputi mekanisme subsidi dengan skema reimbursement yang melumpuhkan arus kas bengkel pelaksana , proses sertifikasi kelaikan jalan (SUT dan SRUT) yang sangat lambat sehingga menjadi bottleneck program, serta fragmentasi kewenangan antar kementerian tanpa adanya perantara strategis yang efektif untuk mengharmoniskan kebijakan. Disimpulkan bahwa kegagalan program ini berakar pada ketidakselarasan fundamental antara logika platform yang berpusat pada pemerintah yang memprioritaskan akuntabilitas prosedural dan minimalisasi risiko fiskal dengan kebutuhan operasional dan finansial para aktor di lapangan yang memerlukan kecepatan, fleksibilitas, dan dukungan modal kerja yang memadai.

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The electric motorcycle conversion program initiated by the Indonesian government faces a gap between its targets and realization, indicating fundamental implementation challenges. This research aims to analyze how collaborative platforms influence the program's implementation in Jakarta Province. Using a qualitative approach that employs the four-dimensional framework of Ansell and Gash (2018), data were collected through in-depth interviews with key stakeholders from the Ministry of Energy and Mineral Resources (ESDM), the Ministry of Transportation, implementing conversion workshops, and the Institute for Essential Service Reform (IESR). The research findings show that the existing collaborative platform is not functioning optimally due to various structural and operational obstacles. Major obstacles include a subsidy mechanism with a reimbursement scheme that cripples the cash flow of implementing workshops, a roadworthiness certification process (SUT and SRUT) that is extremely slow and has become a program bottleneck, and fragmented authority among ministries without an effective strategic intermediary to harmonize policies. It is concluded that the program's failure is rooted in a fundamental misalignment between the platform's government-centric logic—which prioritizes procedural accountability and fiscal risk minimization—and the operational and financial needs of the actors on the ground who require speed, flexibility, and adequate working capital support.