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"Tesis ini membahas dampak delayering atau penyederhanaan birokrasi di lingkungan Inspektorat Jenderal Kementerian Pendidikan, Kebudayaan, Riset, dan Teknologi Republik Indonesia. Penelitian ini dilatarbelakangi oleh implementasi kebijakan delayering yang dilakukan secara cepat dan masif di lingkungan Kemendikbudristek dengan menjadikan Inspektorat Jenderal Kemendikbudristek sebagai role model dalam penerapannya. Namun demikian, delayering yang diterapkan di Itjen Kemendikbudristek belum sempurna seperti yang diharapkan sehingga menimbulkan berbagai dampak serta reaksi dari pegawai di dalam organisasinya. Berkaitan dengan hal tersebut perlu dilihat lebih dalam bagaimana dampak terhadap pegawai serta organisasi akibat perubahan yang terjadi secara cepat terutama pada struktur organisasi. Reaksi pegawai terhadap dampak akibat perubahan tersebut juga menjadi penting untuk dilihat agar permasalahan yang dapat menghambat proses perubahan seperti resistensi pegawai dapat dikelola dengan baik. Pada akhirnya, peneliti berusaha merumuskan upaya antisipatif untuk mengatasi dampak serta reaksi negatif yang terjadi pasca delayering di Itjen Kemendikbudristek. Metode yang digunakan dalam penelitian ini adalah metode kualitatif dengan pendekatan studi kasus untuk mengeksplorasi suatu fenomena kontemporer. Peneliti melakukan pengumpulan data dengan wawancara mendalam dan studi literatur yang kemudian diolah dengan menggunakan aplikasi NVIVO 12 Plus. Hasil penelitian menunjukan bahwa: 1) dampak ditimbulkan akibat perubahan struktur organisasi di Inspektorat Jenderal Kemendikbudristek pasca delayering yaitu adanya perubahan pada proses bisnis organisasi, proses koordinasi internal organisasi, proses pengambilan keputusan, pemenuhan angka kredit bagi JFT serta jenjang karir pegawai; 2) reaksi SDM terhadap perubahan yang terjadi pada Inspektorat Jenderal Kemendikbud pasca delayering di lingkungan Itjen Kemendikbudristek juga sangat beragam ada yang mendukung, netral, dan resisten; 3) dampak dan reaksi negatif yang ada tentunya memiliki pengaruh terhadap proses kerja individu bahkan mungkin kinerja organisasi sehingga diperlukan berbagai masukan/upaya antisipatif evaluasi dan kajian ilmiah, restrukturisasi, penghapusan koordiantor dan subkoordinator, pembaruan budaya kerja, penguatan JFT, serta pembentukkan pemimpin kelompok.

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This thesis discusses about the impact of delayering or bureaucracy simplification within the Inspectorate General of the Ministry of Education, Culture, Research, and Technology of The Republic of Indonesia. The research was motivated by the implementation of the delayering policy which was carried out quickly and massively within the Ministry of Education, Culture, Research, and Technology by making the Inspectorate General as a role model in its implementation. However, the delayering applied at the Inspectorate General has not been perfect as expected, causing various impacts and reactions from employees within the organization. In this regard, it is necessary to look more deeply into how the impact on employees and the organization due to changes that occur rapidly, especially in the organizational structure. Employee reactions to the impact of these changes are also important to look at so that problems that can hinder the change process such as employee resistance can be managed properly. In the end, the researcher tried to formulate anticipatory efforts to overcome the negative impacts and reactions that occurred after delaying at the Inspectorate General. The method used in this research is a qualitative method with a case study approach to explore a contemporary phenomenon. Researcher collected data by in-depth interviews and literature studies which were then processed using the NVIVO 12 Plus application. The results of the study show that: 1) the impact caused by changes in the organizational structure at the Inspectorate General of the Ministry of Education, Culture, Research, and Technology after delayering, namely changes in organizational business processes, organizational internal coordination processes, decision-making processes, fulfillment of credit scores for certain functional positions and employee career paths; 2) HR reactions to changes that occur in the Inspectorate General of the Ministry of Education, Culture, Research, and Technology after delaying within the Inspectorate General are also very diverse, some are supportive, neutral, and resistant; 3) The existing negative impacts and reactions certainly have an influence on individual work processes and maybe even organizational performance so that various inputs/anticipatory efforts are needed for scientific evaluations and studies, restructuritation, eliminating coordinators and sub-coordinators, reform the work culture, strengthening certain functional positions, and forming group leaders."

"Salah-satu tahapan yang sering diabaikan oleh organisasi adalah membuat perencanaan strategis terkait SI/TI. Kebanyakan organisasi hanya mengikuti tren atau hanya sekedar ikut-ikutan tanpa perencanaan yang jelas dalam menggunakan SI/TI. Padahal seharusnya penggunaan SI/TI harus sesuai atau selaras dengan rencana strategis dan proses bisnis organisasi. Sekretariat Jenderal Kementerian Pendidikan, Kebudayaan, Riset, dan Teknologi merupakan unit organisasi yang memiliki tugas memberikan dukungan administrasi kepada seluruh unsur organisasi di Kemendikbudristek dan saat ini sedang menjalankan program reformasi birokrasi yang salah satu quick winnya adalah menyiapkan rencana terkait solusi teknologi informasi, namun belum memiliki rencana strategis SI/TI yang sistematis. Penelitian ini menjawab bagaimana melakukan perencanaan strategis SI/TI pada organisasi yang sedang menjalankan reformasi birokrasi dengan menggunakan metode Ward and Peppard dengan unsur analisis pada bisnis internal maupun analisis pada bisnis eksternal, analisis SI/TI internal dan analisis SI/TI pada eksternal, sehingga didapatkan gap atau kesenjangan untuk digunakan sebagai bahan dalam membentuk rencana strategis SI/TI bagi organisasi. Metode analisis yang digunakan antara lain value chain, SWOT, CSFs, MacFarlan Strategic Grid, analisis tren teknologi terkini dan analisis gap atau kesenjangan. Penelitian ini menggunakan pendekatan kualitatif deskriptif dengan metode pengumpulan data berupa wawancara, observasi langsung, dan studi dokumen organisasi. Berdasarkan metode analisis tersebut, hasil penelitian berupa rekomendasi strategi SI/TI dan roadmap SI/TI

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One of the stages that is often overlooked by organizations is making strategic planning related to IS/IT. Mostly, organizations just follow the trend or just follow along without a clear plan in using IS/IT. Whereas the use of IS/IT should be in accordance with or in line with the strategic plans and business processes of the organization. The Secretariat General of the Ministry of Education, Culture, Research, and Technology is an organizational unit that has the task of providing administrative support to all organizational elements in the Ministry of Education and Culture and is currently carrying out a bureaucratic reform program, one of the quick wins is to prepare a plan related to information technology solutions, but does not yet have a systematic IS/IT strategic plan. This study answers how to carry out IS/IT strategic planning in organizations that are carrying out bureaucratic reform using the Ward and Peppard method with elements of analysis on internal business and analysis on external business, internal IS/IT analysis and IS/IT analysis on external, so that it can be obtained gaps to be used as material in forming IS/IT strategic plans for the organization. The analytical methods used include value chain, SWOT, CSFs, MacFarlan Strategic Grid, analysis of the latest technology trends and gap analysis. This study uses a descriptive qualitative approach with data collection methods in the form of interviews, direct observation, and study of organizational documents. Based on the analysis method, the research results are in the form of IS/IT strategy recommendations and IS/IT roadmaps"

"[Terpisahnya kelembagaan pengelolaan riset, teknologi dan inovasi dengan institusi pendidikan tinggi dianggap sebagai salah satu penyebab lemahnya hilirisasi produk dari hasil litbang; dan peningkatan daya saing bangsa. Tesis inimenganalisis perubahan strategis penggabungan Kementerian Riset dan Teknologi (Kemenristek) dan Direktorat Jenderal Pendidikan Tinggi (Ditjen Dikti) menjadi Kementerian Riset, Teknologi dan Pendidikan Tinggi (Kemenristekdikti) dansekaligus menganalisis tipe perubahan tersebut. Metode penelitian yang digunakan adalah kualitatif deskriptif dengan pendekatan post-positivis. Hasil analisis menunjukkan bahwa perubahan strategis nampak pada proses bisnis Kemenristekdikti. Tantangan yang dihadapi dalam perubahan tersebut yaitu : kekurangan SDM tenaga penunjang, revitalisasi koordinasi LPNK dan perguruan tinggi, penyelarasan program dan konsolidasi anggaran serta perubahan kultur dan tupoksi organisasi dari kementerian non teknis (klaster III) menjadi kementerian teknis (Klaster II). Dikaji dari The Drivers Of Change dan strategiperubahan yang dilaksanakan, perubahan ini baru bersifat transisional. Untuk mensukseskan perubahan, disarankan dengan membentuk tim analisis perubahan untuk mengevaluasi pra dan pasca perubahan serta kesesuaian kinerja yang diharapkan. Saran lain untuk mengatasi tantangan yang dihadapi meliputi: 1) optimalisasi SDM meliputi penyusunan regulasi tupoksi individu, standar penilaian kinerja, dan pengaturan hak dan kewajiban pegawai, 2) penyusunan kebijakan pengaturan pendidikan tinggi dengan model skenario ‘kepentingan publik’ dalam perguruan tinggi, 3) sinergi regulasi universitas-LPNK-industri, 4) sinkronisasi anggaran dan program melaui trilateral meeting stakeholders, 4)perencanaan, monitoring, evaluasi dan pelaporan yang terintegrasi teknologi sistem informasi dan 5) manajemen pengetahuan yang didesain dengan memobilisasi kapitalisasi pengetahuan untuk menjamin kesuksesan proses bisnisKemenristekdikti.

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Institutional separation of the management of research, technology and innovation with the higher education institution is considered as one of the causes of the weakness in downstream product resulted from research and development and improving the competitiveness of the nation. This thesis analyzes the strategic change merging the Ministry of Research and Technology (Kemenristek) and the Directorate General of Higher Education (Ditjen Dikti) to the Ministry of Research, Technology and Higher Education (Kemenristekdikti) and simultaneously analyze the types of changes. The method used is descriptive qualitative post-positivist approach. The analysis showed that the apparent

strategic change in business processes within Kemenristekdikti. Challenges faced in these changes are: a shortage of human resources supporting staff, revitalization of LPNK coordination with colleges and universities, harmonization of program and consolidation of budget as well as culture change and organizational duties of the ministry of non-technical (cluster III) into the technical ministries (Cluster II). Consulted by The Drivers Of Change and strategy changes are implemented, the new transitional changes. To achieve change, it is advisable to form a team to evaluate the analysis of changes in preand post-change as well as the suitability of the expected performance. Another

suggestion to address the challenges include: 1) the optimization of human resources includes preparation of regulatory duties of individuals, assessment standards of performance, and setting the rights and obligations of employees, 2) development of policies setting higher education with modeling scenarios 'public interest' in college, 3) synergy regulation of university-LPNK-industry, 4) synchronization of budgets and programs through the trilateral meeting of stakeholders, 4) planning, monitoring, evaluation and reporting of the integrated technologies of information systems and 5) knowledge management which is

designed to mobilize the knowledge capitalization to ensure upon the success of business processes Kemenristekdikti., Institutional separation of the management of research, technology and

innovation with the higher education institution is considered as one of the causes

of the weakness in downstream product resulted from research and development;

and improving the competitiveness of the nation. This thesis analyzes the strategic

change merging the Ministry of Research and Technology (Kemenristek) and the

Directorate General of Higher Education (Ditjen Dikti) to the Ministry of

Research, Technology and Higher Education (Kemenristekdikti) and

simultaneously analyze the types of changes. The method used is descriptive

qualitative post-positivist approach. The analysis showed that the apparent

strategic change in business processes within Kemenristekdikti. Challenges faced

in these changes are: a shortage of human resources supporting staff,

revitalization of LPNK coordination with colleges and universities, harmonization

of program and consolidation of budget as well as culture change and

organizational duties of the ministry of non-technical (cluster III) into the

technical ministries (Cluster II). Consulted by The Drivers Of Change and

strategy changes are implemented, the new transitional changes. To achieve

change, it is advisable to form a team to evaluate the analysis of changes in preand

post-change as well as the suitability of the expected performance. Another

suggestion to address the challenges include: 1) the optimization of human

resources includes preparation of regulatory duties of individuals, assessment

standards of performance, and setting the rights and obligations of employees, 2)

development of policies setting higher education with modeling scenarios 'public

interest' in college, 3) synergy regulation of university-LPNK-industry, 4)

synchronization of budgets and programs through the trilateral meeting of

stakeholders, 4) planning, monitoring, evaluation and reporting of the integrated

technologies of information systems and 5) knowledge management which is

designed to mobilize the knowledge capitalization to ensure upon the success of

business processes Kemenristekdikti.]"

"Kementerian Pendidikan, Kebudayaan, Riset, dan Teknologi memiliki pelayanan publik perizinan pendirian Perguruan Tinggi Swasta (PTS), yang sudah dilakukan dengan bantuan sistem informasi atau dilakukan secara daring. Penerapan pelayanan publik seharusnya berdasarkan asas penyelenggaraan publik yang diatur dalam Pasal 4 Undang-Undang Nomor 25 Tahun 2009 tentang Pelayanan publik, serta asas-asas umum pemerintahan yang baik, sehingga terlaksananya good governance. Penelitian tesis dengan metode yuridis normatif ini berkesimpulan bahwa asas penyelenggaraan publik, belum sepenuhnya dilaksanakan dalam proses pelayanan publik perizinan pendirian PTS, terutama asas tidak diskriminasi yang terkait dengan diskresi dan asas fasilitas. Asas-asas penyelenggaraan publik tersebut yang belum diterapkan sepenuhnya menimbulkan beberapa implikasi yang menjadi kendala pada saat proses perizinan pendirian PTS tersebut, diantaranya perlakuan yang tidak sama untuk beberapa usulan karena diskresi, adanya gugatan dari pengusul pendirian perguruan tinggi swasta, terbatasnya jaringan internet, kemampuan digital literasi masyarakat, sumber daya manusia pelaksana pelayanan publik, serta anggaran untuk memberikan pelayanan publik secara optimal. Selain itu, pelayanan publik tersebut diawasi secara eksternal oleh Ombudsman Republik Indonesia. Berdasarkan hal tersebut, penerapan asas-asas pelayanan publik diperlukan sebagai rambu-rambu dalam penyelenggaraan pelayanan publik perizinan pendirian perguruan tinggi swasta sehingga terciptanya penyelenggaraan good governance.

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The Ministry of Education, Culture, Research, and Technology has a public service for licensing the establishment of Private Higher Education (PTS), which has been carried out with the help of an information system. The implementation of public services should be based on the principles of public administration as regulated in Article 4 of Law Number 25 of 2009 concerning Public Services, as well as general principles of good governance. The thesis research using normative juridical method concludes that the principle of public administration has not been fully implemented in the public service process for licensing the establishment of PTS, especially the principle of non-discrimination related to discretion and the principle of facilities. Thus, have led to several implications that became obstacles, such as unequal treatment for some proposals due to discretion, lawsuits from the proponents of establishing PTS, limited internet network, digital capabilities. public literacy, human resources, as well as budgets to provide optimal public services. In addition, these public services are monitored externally by the Ombudsman. Based on this, the application of the principles of public services is needed as signs in the implementation of public services for licensing the establishment of PTS so that good governance is implemented."

"Sekretariat Direktorat Jenderal Pendidikan Dasar dan Menengah (Setditjen Dikdasmen) adalah unit kerja di bawah Kementerian Pendidikan dan Kebudayaan yang bertugas untuk mengumpulkan dan mengelola data pokok pendidikan (Dapodik). Dapodik mencakup data satuan pendidikan, peserta didik, pendidik dan tenaga kependidikan dan substansi pendidikan yang terus diperbaharui secara online. Dapodik menjadi salah satu sumber data untuk pengambilan keputusan. Keputusan yang tidak tepat salah satunya disebabkan oleh pengolahan data yang kurang baik.Penelitian ini menggunakan metode kualitatif, proses pengumpulan data dengan melakukan wawancara dan observasi dokumen terkait data pokok pendidikan. Melakukan peningkatan kapasitas internal dengan merancang dokumen standar kualitas data pokok pendidikan; Meningkatkan aturan bisnis validasi pada aplikasi front-end dapodik untuk meminimalisir kesalahan dan ketidaksesuaian data; Merancang sistem informasi manajemen kualitas data sebagai alat untuk melakukan pemantauan kualitas data pokok pendidikan; Meningkatkan peran admin pengelola dan pengguna data pokok pendidikan dengan melibatkan direktorat teknis dan LPMP untuk melakukan pemantauan kualitas data melalui aplikasi yang dibuat;Membuat satuan petugas baik di tingkat pusat maupun daerah sebagai bentuk pelayanan terhadap data pokok pendidikan.

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The Secretariat of Directorate General of Primary and Secondary Education (Setditjen Dikdasmen) is work under the Ministry of Education and Culture whose officiate to collect and manage basic education data (Dapodik). Dapodik includes data on education units (Schools), students, educators and education staff and educational substances that are constantly updated online. Dapodik becomes one of the data sources for decision making. One improper decision is caused by poor data processing.

This study uses qualitative methods, the process of collecting data by conducting interviews and observing documents related to the basic data of education. Data quality assessment uses profiling data with dimensions of data quality, completeness, accuracy, truth, timeliness, and uniqueness. Increase internal capacity by designing basic education data quality document standards; Improve business rules validation on front-end applications dapodik to minimize errors and data mismatches; Designing a data quality management information system as a tool to monitor the quality of the basic education data;Increasing the admin role of managers and users of basic data education by involving the technical directorate and LPMP to monitor data quality through applications made; Make staff units both at the central and regional levels as a form of service to the basic education data."

"ABSTRAKAuditor internal merupakan pihak yang diharapkan memberikanhasil audit yangdapatdiandalkandanberkualitas. Penelitian ini bertujuan untukmengetahuisejauhmanapengaruhkompetensi, independensi, objektivitas,danintegritasterhadapkualitashasil audit. Metode yang digunakan adalah studikuantitatifdenganinstrumentkuesioner (survey). Hasil penelitian menyimpulkanbahwavariablekompetensidanindependensitidakmemilikipengaruhsecarasignifikanterhadapkualitashasil audit.Sedangkanvariabelobjektivitasdanintegritasmemilikipengaruhyangsignifikanterhadapkualitashasil audit. Dalam melakukankegiatan auditdanuntukmendapatkanhasil audit yang bisadiandalkandanberkualitasInspektoratJenderalKemendikbudperluuntukmeningkatkankompetensisepertipengetahuanstatistikdananalisis. Dalam melakukankegiatanaudit perlujugapimpinanuntuktidakmelakukanintervensiterhadappenyusunanprogram audit, prosedur audit, dan memodifikasi bagian tertentu dalam kegiatan audit.

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ABSTRACTInternal auditor shall be the party expected to provide reliable and qualified audit. This research is aimed to find out to what extent the impact of competency,independency, objectivity, and integrity toward audit quality. Method used on thisresearch is quantitative study by means of questionnaire (conduct of survey). Theresult of research concludes that variables of competency and independency donot have significant impact on audit quality. Meanwhile, variables of objectivityand integrity have significant impact on audit quality. In obtaining reliable andqualified audit result, Inspectorate General of Ministry of Education and Cultureis required to improve competency such as statistic knowledge and analysis. It isalso important to have leader/manager who will not do intervention in planningaudit program, setting audit procedure, and modificating certain process of audit"

"Skripsi ini menganalisis peran Inspektorat Jenderal Kementerian Pendidikan dan Kebudayaan dalam melakukan Evaluasi Akuntabilitas Kinerja Instansi Pemerintah dengan cara memaparkan peran Inspektorat Jenderal dalam akuntabilitas kinerja, peran Itjen dalam Evaluasi atas penyusunan LAKIP dan manfaat evaluasi LAKIP tersebut. Hasil dari penelitian tersebut adalah bahwa peran Inspektorat Jenderal belum berperan secara efektif dalam akuntabilitas kinerja di Kemdikbud seperti yang dinyatakan dalam PP Nomor 60 Tahun 2008 tentang SPIP, itjen berperan untuk mempengaruhi nilai atas penyusunan LAKIP Direktorat Jenderal Pendidikan Dasar dan ternyata hasil evaluasi SAKIP dimanfaatkan oleh Ditjen Dikdas dan itu dilihat dari penyusunan LAKIP Ditjen Dikdas pada periode dua tahun berikutnya.

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The focus of this study about The role of General Inspectorate in Ministry of Education and Culture and its activity for evaluating Government performance accountability by explaining its role and its role when evaluating the performance's report of General Directorate of Pendidikan Dasar. The result of this study that General Inspectorate does not work effectively as stated on Peraturan Pemerintah Nomor 60 Tahun 2008 about Government Internal Control, Its role in evaluating Government Accountability Performance?s Report General Directorate of Pendidikan Dasar has been quite effective and Evaluation of 2009 Government Performance Report' of General Directorate of Pendidikan Dasar' result has been used for its better Government Performance Report in 2011."

"Restrukturisasi menjadi upaya penyederhanaan birokrasi di Kementerian Pendidikan, Kebudayaan, Riset, dan Teknologi (Kemendikbudristek). Tahapan perubahan yang meliputi penyederhanaan struktur, penyetaraan jabatan, dan pengaturan sistem kerja organisasi bertujuan menciptakan organisasi publik yang agile. Namun, penerapan organisasi yang agile tidak mudah karena menghadapi tantangan, seperti keterikatan pada undang-undang, ketakutan pegawai terhadap perubahan, kompleksitas birokrasi, dan pergantian kepemimpinan. Penelitian ini bertujuan menganalisis tingkat penerapan organization agility dalam restrukturisasi di Kemendikbudristek dari perspektif pegawai Kemendikbudristek pusat. Penelitian dilakukan dengan pendekatan kuantitatif dan tujuan deskriptif melalui survei, wawancara mendalam, dan studi kepustakaan. Teori agility yang digunakan adalah teori Worley & Lawler (2010), yang mencakup empat dimensi yaitu robust strategy, adaptable design, leadership & identity, dan value creating capabilities. Hasil penelitian menunjukkan bahwa tingkat penerapan organization agility berada pada kategori tinggi. Namun, dimensi adaptable design dan value creating capabilities memperoleh penilaian terendah, mengindikasikan masih adanya kendala yang dirasakan pegawai. Oleh karena itu, penelitian ini memberikan saran kepada Kemendikbudristek untuk meningkatkan penerapan organization agility guna mendukung restrukturisasi di masa mendatang.

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Restructuring serves as an effort to streamline bureaucracy within the Ministry of Education, Culture, Research, and Technology (Kemendikbudristek). The phases of change, including structural simplification, job equalization, and organizational work system adjustments, aim to create an agile public organization. However, implementing an agile organization is challenging due to constraints such as adherence to laws and regulations, employees’ fear of change, bureaucratic complexity, and leadership transitions.This study aims to analyze the level of organization agility implementation during the restructuring process at Kemendikbudristek from the perspective of central office employees. Using a quantitative approach and a descriptive objective, this research employs surveys, in-depth interviews, and literature reviews. The agility theory by Worley & Lawler (2010) underpins the study, focusing on four dimensions: robust strategy, adaptable design, leadership & identity, and value creating capabilities. The results indicate that the overall level of organization agility is categorized as high. However, thedimensions of adaptable design and value creating capabilities received the lowest ratings, reflecting existing challenges experienced by employees. Consequently, this research provides recommendations for Kemendikbudristek to further enhance the implementation of organization agility to better support future restructuring efforts. "

"ABSTRAKPenelitian ini membahas mengenai kegiatan dan program knowledge sharing di Perpustakaan Kementerian Pendidikan dan Kebudayaan Republik Indonesia. Tujuan dari penelitian ini adalah untuk mengetahui proses knowledge sharing, faktor-faktor yang mempengaruhinya, serta hambatannya. Penelitian ini adalah penelitian kualitatif dengan metode penelitian studi kasus. Hasil penelitian ini menunjukkan bahwa kegiatan knowledge sharing sudah ada di Perpustakaan Kementerian Pendidikan dan Kebudayaan Republik Indonesia dalam bentuk formal dan non formal. Selain itu, dijumpai faktor-faktor yang mempengaruhi berupa sifat pengetahuan, motivasi untuk berbagi, kesempatan untuk berbagi, dan budaya lingkungan kerja, latar belakang dan kompetensi pimpinan. Adapun hambatan yang ditemukan berupa reward dankurangnya dukungan manajemen atas.

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ABSTRACTThis study discusses the activities and program of knowledge sharing in the The Library of the Ministry of Education and Culture of the Republic of Indonesia. The purpose of this study was to determine the knowledge sharing process, the factors that influence it, and also its resistance. This research is a qualitative method with a case study method. The results of this study showed that knowledge sharing activities already exist in the The Library of the Ministry of Education and Culture of the Republic of Indonesia in the form of formal and non-formal. In addition, the common factors that affect the form of the nature of knowledge, the motivation for sharing, opportunities for sharing, cultural work environment, background and leader‟s competence. The obstacles encountered are reward and less top management support."

"Kementerian Riset, Teknologi dan Pendidikan Tinggi (Kemenristekdikti) mempunyai visi untuk "mewujudkan pendidikan tinggi yang bermutu serta kemampuan ilmu pengetahuan (iptek) dan inovasi untuk mendukung daya saing bangsa. Makna daya saing bangsa tersebut adalah kontribusi iptek dan pendidikan tinggi dalam perekonomian yang ditunjukkan oleh keunggulan produk teknologi hasil litbang yang dihasilkan oleh industri/perusahaan yang didukung oleh lembaga litbang (LPNK, LPK, Badan Usaha, Perguruan Tinggi) dan tenaga terampil pendidikan tinggi. Direktorat Jenderal Sumber Daya Iptek dan Dikti (Ditjen SDID) adalah satu unit organisasi di dalam Kemenristekdikti menetapkan sasaran strategis meningkatnya relevansi, kualitas, dan kuantitas sumber daya iptek dan pendidikan tinggi.Namun, strategi bisnis dan strategi sistem informasi (SI) / teknologi informasi (TI) yang ada di Ditjen SDID belum mendukung aspek relevansi, terutama dalam aspek keekonomian. Ada kelebihan sekaligus kekurangan produksi sarjana dari pendidikan tinggi bila dibandingkan dengan kebutuhan tenaga kerja yang berimplikasi pada rendahnya efisiensi pendidikan tinggi dalam mendukung perekonomian.Penelitian ini bertujuan untuk menghasilkan strategi bisnis dan strategi SI/TI yang selaras dalam mencapai tujuan dan sasaran strategis Ditjen SDID dan Kemenristekdikti, yang diwujudkan dengan melakukan perencanaan strategis sistem informasi. Penelitian dilakukan dengan melakukan analisis bisnis eksternal dan internal menggunakan metode value chain, 5-competitive forces, dan SWOT. Pendekatan yang dilakukan adalah dengan menelaah penelitian-penelitian terdahulu dalam hal peran, strategi dan perubahan/disrupsi pendidikan tinggi dalam mendukung daya saing bangsa, kemudian memvalidasi opsi-opsi yang dihasilkan kepada pejabat eselon I dan II di Ditjen SDID. Selanjutnya, analisis SI/TI eksternal dan internal dilakukan dengan melakukan analisis portofolio aplikasi eksisting, polesei Pangkalan Data Dikti serta praktek-praktek TI terbaik dalam pendidikan tinggi. Strategi digital Ditjen SDID dilakukan dengan kerangka kerja strategi sistem informasi bisnis dan tool business dependency network, dengan memperhatikan sumber daya SI/TI saat ini untuk membentuk portofolio aplikasi di masa yang akan datang serta peta jalan untuk mewujudkannya. Diharapkan dari penelitian ini, dapat diusulkan menjadi bagian dari rencana strategis Ditjen SDID tahun 2020-2025 dan bagi para eksekutif dapat mendorong pemikiran-pemikiran kreatif untuk menghasilkan strategi yang unggul.

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ABSTRACTThe Ministry of Research, Technology, and Higher Education (MoRTHE) has a vision to realize qualified higher education, and science & technology capability and innovation to support national competitiveness. The national competitiveness means the contribution of science, technology, and higher education in economy that is indicated by technology products superiority which are produced by industries that are supported by research and development institutions, and high-skilled workforce. The Directorate General of Science, Technology, and Higher Education Resources is an organization unit within The Ministry of Science, Technology, and Higher Education. The organization unit has established a strategic goal of increasing the relevancy, quality, and quantity of science, technology, and higher education resources.However, the directorate general strategies on business and information system (IS) / information technology (IT) had not been spotting the relevancy aspect, especially on its economic impact. There was overproduction of graduates over its demand in some fields. There was also shortage of graduates in certain fields. Thus, the condition implied inefficiency of higher education system in promoting economy.This action research is aimed to align business and IS/IT strategies with the organization`s strategic goals and objectives. The research was done by committing an information system strategic planning. At the preliminary stage, some planning methodologies were evaluated and Peppard & Ward methodology has been selected. According to the methodology, internal and external business environment analyses were conducted using value chain method, Porter`s 5-competitive forces and SWOT analysis. Further literature reviews were needed to construct a model on how higher education can promote competitiveness, global trends, changes, and disruptions, to shape Indonesia`s higher education future. Then, internal and external IS/IT environment analyses were done by application portfolio analysis, Indonesia higher education database (PDDIKTI) policy review, and IT best practices in higher education review. Business information system strategy framework and business dependency network tool were used to formulate business information system strategy.The result of the research is a future application portfolio, roadmap, and IS management strategy that has better control to the ultimate goal of national competitiveness, human capital oriented, and better utilization of higher education resources in all segments. Hopefully, the result would be incorporated as a part into the next 5-year period strategic plan of the organization and will unleash creative ideas of the executives using the IS/IT solution."