INTERNALISASI AGILE ORGANIZATIONS DALAM PENYEDERHANAAN ESELONISASI UNTUK MENINGKATKAN KINERJA PEMERINTAHAN DI INSTITUT PEMERINTAHAN DALAM NEGERI KEMENTERIAN DALAM NEGERI

growing in Indonesia. Strategic steps for the possibility of internalizing the values ​​of the five trademarks of agile organizations in downsizing bureaucracy to improve government performance at the Institut Pemerintahan Dalam Negeri can be carried out, through mapping the Institut Pemerintahan Dalam Negeri organizational structure containing echelon 3 and echelon 4 positions, changing the organizational structure of IPDN which is simplified, implementing economic incentives and job appraisal requirements, implementing one data, conducting job analysis, workload analysis, and job mapping, implementing flexible financial and human resource management, and preparing for a transition period.

Organizational Culture: A Systems Approach

The influence of organizational culture on performance is increasingly being recognized as a major force driving success in the 21st Century. Many models for organizational culture are widely employed by consultants worldwide. A fundamental weakness in most existing culture models is that they view culture as a stand-alone element within the organization. Accordingly, the tools used to provide insight to executives focus on the culture to the exclusion of other dynamic, interrelated, forces within the organization. We believe that this stand-alone view of culture contributes to the high failure rate of efforts to change the culture. This chapter introduces the Performance Triangle Model as a holistic approach to view organizational culture as part of an intricate, dynamic, interrelated triad of culture, leadership, and systems. We will describe the Performance Triangle and many underlying dimensions that comprise the triad and chart the emergence and development of the model. The later parts of the chapter will discuss practical applications that have been proven using a statistically validated diagnostic instrument that enable executives to recognize what is going in in their organizations then take effective, quick, targeted action. The PTM approach helps executive design agile organizations fit for the 21st Century.

Becoming a Learning Agile Organization

“Becoming a Learning Agile Organization” describes the most prevalent cultural attributes and talent management methods of learning agile organizations. Overall, it is shown that the same learning agile attributes on the individual level (e.g., quickly learning from experience; being strategically focused, willing to experiment and take risks; understanding one’s personal strengths and limitations; and being responsive to feedback) transcend to organizations that are highly learning agile. For example, leaders in learning agile organizations tend to be approachable and empathetic, and they promote a high degree of psychological safety that promotes experimentation and learning. Recommendations are provided to promote organizational learning agility by optimizing talent management practices, including talent differentiation, staffing, career management, talent development, and succession planning.

The EFIS Framework for Leveraging Agile Organizations Within Large Enterprises

This article presents the design and application of the EFIS framework that combines four pillars to foster agile and lean working in organizations within large enterprises. These pillars constitute the empowerment of teams, the focus on products, the integration of processes, and the scaling of knowledge. The framework is designed to systematically address typical large enterprise challenges such as governance of regulation requirements and product risks. By design, EFIS is lean and nimble to make it easily adaptable to domain-specific demands within large organizations. It can be used as a stand-alone approach to establish and continuously improve lean and agile organizations, as well as in combination with existing approaches like SAFe®.