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"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

---

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"

"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."

"ABSTRAKLembaga Riset Nasional dikembangkan dari pengintegrasian seluruh Lembaga Litbang Pemerintah, salah satunya adalah LIPI. Lembaga Riset Nasional berharap dapat menyusun Rencana Strategis SI/TI bersamaan dengan penataan organisasi yang dilakukan dengan perubahan organisasi pada LIPI sebagai cangkang organisasi Lembaga Riset Nasional dan pada seluruh Lembaga Litbang Pemerintah lainnya, yang diharapkan selesai hingga Tanggal 31 Maret 2020. Namun, penyusunan Rencana Strategis SI/TI Lembaga Riset Nasional dengan menggunakan metode perencanaan strategis SI/TI pada umumnya di masa penataan organisasi tersebut sulit dilakukan, karena Lembaga Riset Nasional belum memiliki strategi dan lingkungan internal organisasi yang stabil dan pasti sebagaimana yang menjadi tuntutan dari metode perencanaan strategis SI/TI pada umumnya sebelum menyusun rencana strategis SI/TI. Terlebih lagi dengan dinamisnya lingkungan internal organisasi di masa perubahan organisasi untuk penataan organisasi tersebut, menyebabkan penyusunan Rencana Strategis SI/TI Lembaga Riset Nasional membutuhkan metode perencanaan strategis SI/TI yang fleksibel, proaktif, responsif, dan cepat beradaptasi terhadap perubahan organisasi yang terjadi. Oleh sebab itu, dilakukan penelitian ini yang bertujuan untuk membangun metode perencanaan strategis SI/TI yang dapat mengatasi kesulitan dan memenuhi kebutuhan dari perencanaan strategis SI/TI pada organisasi yang sedang berubah seperti Lembaga Riset Nasional. Penelitian ini menggunakan metode kualitatif dan analisis tematik pada transkrip wawancara dengan Kepala LIPI dan Pakar di Bidang Manajemen Strategis dan Pembangunan Organisasi, serta hasil studi literatur pada perencanaan strategis SI/TI, manajemen perubahan organisasi, crafting strategy dan pendekatan agile pada perencanaan strategis. Metode perencanaan strategis SI/TI pada organisasi yang sedang berubah seperti Lembaga Riset Nasional yang diusulkan oleh penelitian ini adalah metode yang menganut aliran strategis analitik, sehingga tidak menuntut strategi dan lingkungan internal organisasi yang stabil dan pasti terlebih dahulu, serta metode yang mengadopsi pendekatan agile khususnya metode Scrum pada perencanaan strategis, sehingga metode ini fleksibel, proaktif, responsif, dan cepat beradaptasi pada perubahan organisasi, karena metode ini sederhana, iteratif, dan bertambah, yang menyediakan mekanisme perencanaan strategis SI/TI secara terus menerus dalam iterasi perencanaan yang singkat, serta mampu memperoleh umpan balik sesering mungkin dari pemangku kepentingan. Metode ini mencakup metode, model, peran dan partisipan, artefak, proses, implementasi, dan validasi.

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ABSTRACTThe National Research Institute was developed from the integration of all Government R&D Institutions, one of which was LIPI. The National Research Institute hopes to formulate an IS/IT Strategic Plan together with organizational structuring carried out with organizational changes at LIPI as the organizational shell of the National Research Institute and at all other Government R&D Institutions, which are expected to be completed by March 31, 2020. However, formulating of an IS/IT Strategic Plan of the National Research Institute using the general method of IS/IT strategic planning in the organizational structuring period is difficult to do, because the National Research Institute does not have yet a stable and definite organizational strategy and internal environment as the demands of the general method of IS/IT strategic planning before formulating an IS/IT strategic plan. Moreover, with the dynamic internal environment of the organization during the organizational change for organizational structuring, causing the formulating of the IS/IT Strategic Plan of the National Research Institute requires IS/IT strategic planning methods that are flexible, proactive, responsive, and quickly adapt to organizational changes that occur. Therefore, this research was conducted which aims to develop an IS/IT strategic planning method that can overcome difficulties and meet the needs of IS/IT strategic planning in changing organizations such as the National Research Institute. This study uses qualitative methods and thematic analysis on interview transcripts with the Head of LIPI and Experts in Strategic Management and Organizational Development, as well as the results of literature studies on IS/IT strategic planning, organizational change management, crafting strategy and agile approaches to strategic planning. The IS/IT strategic planning method at a changing organization such as the National Research Institute proposed by this research is a method that embraces analytic strategic stream, so it does not require a stable and definite organizational strategy and internal environment first, as well as a method that adopt an agile approach especially the Scrum method in strategic planning, so this method is flexible, proactive, responsive, and quickly adapt to organizational changes, because this method is simple, iterative, and incremental, which provides a strategic planning mechanism for IS/IT continuously in short iterations of planning, and able to get feedback as often as possible from stakeholders. This method includes a method, a model, roles and participants, artifacts, processes, implementation, and validation."

"[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.]"

"Sekretariat Jenderal MPR Setjen MPR adalah lembaga pemerintah non kementerian yang merupakan kesekretariatan lembaga negara dan bertanggungjawab langsung kepada Pimpinan MPR. Setjen MPR terus berusaha meningkatkan layanan kepada MPR dan alat kelengkapannya serta masyarakat dengan memanfaatkan sistem informasi dan teknologi informasi SI/TI yang selaras dengan visi, misi dan sasaran strategis Setjen MPR. Namun pada kenyataannya, visi, misi dan sasaran strategis tadi belum tercapai karena kurangnya pemanfaatan SI/TI. Oleh karena itu, diperlukan perencanaan strategis sistem informasi untuk mewujudkan visi, misi dan sasaran strategis Setjen MPR. Penelitian ini bertujuan untuk menyusun perencanaan strategis sistem informasi Setjen MPR dengan metodologi Ward dan Peppard yang terdiri dari tahapan masukan dan keluaran. Penelitian ini melakukan wawancara dan diskusi kelompok terarah untuk pengumpulan data pada tahapan masukan, yang terdiri dari analisis kondisi internal dan eksternal bisnis dan SI/TI, di Setjen MPR. Data yang telah dikumpulkan diolah menggunakan analisis tematik. Penelitian ini menghasilkan rumusan strategi SI, strategi TI, strategi manajemen SI/TI, portofolio aplikasi mendatang dan peta jalan sehingga dapat mewujudkan visi, misi dan sasaran strategis Setjen MPR.

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The Secretariat General of the People 39 s Consultative Assembly of the Republic of Indonesia hereinafter referred to as ldquo Setjen MPR rdquo is a non ministerial government institution as the secretariat of a state institution. It is directly responsible to The Heads of People 39 s Consultative Assembly of the Republic of Indonesia hereinafter referred to as ldquo MPR RI rdquo . Setjen MPR continues to strive improvement of its service to MPR RI, its supporting agencies, and the communities in term of the performance of information systems and information technology hereinafter referred to as ldquo IS IT rdquo in accordance with its vision, mission, and strategic objectives. However, in reality, it had not been achieved due to the lack of utilization of IS IT. Therefore, strategic planning for information systems is necessary to realize its vision, mission, and strategic objectives. This study aimed to develop strategic planning for Setjen MPR 39 s information systems using the methodology of ldquo Ward and Peppard rdquo which consists of input and output stages. The research is conducting interviews and focus groups discussion to collect data on the stage of entry, which consists of the analysis of internal and external conditions of business and IS IT in Setjen MPR. The data collected is processed by employing thematic analysis. The result of this research is the formulation of IS IT including its management strategy, the application portfolio, and roadmap in order to realize the vision, mission and strategic objectives of Setjen MPR."

"Tindak lanjut penyederhanaan birokrasi Kementerian Keuangan dilakukan dengan memperhatikan arahan pimpinan untuk melakukan secara bertahap dan hati-hati. Hingga tahun 2022, penyederhanaan birokrasi masih menjadi catatan dalam Laporan Hasil Evaluasi Reformasi Birokrasi dan Sekretariat Jenderal masih terus memproses penyederhanaan tersebut. Penelitian post positivis ini dirancang untuk mendalami dan mendeskripsikan kesiapan organisasi Sekretariat Jenderal untuk berubah dan faktor-faktor yang mempengaruhi dalam mengimplementasikan penyederhanaan birokrasi sesuai teori Weiner (2009). Hasil penelitian menunjukkan bahwa kesiapan organisasi Sekretariat Jenderal belum sepenuhnya optimal, meskipun komitmen dan kepercayaan telah dipahami. Sekretariat Jenderal lebih mengutamakan strategi pada unit yang benar-benar memiliki tugas dan fungsi serta karakteristik organisasi yang tepat dan sesuai dengan jenis Jabatan Fungsional yang akan digunakan. Sementara, kondisi kesiapan organisasi secara mayoritas dipengaruhi oleh faktor kontekstual mengenai kondisi budaya yang terdapat pada organisasi. Pimpinan berperan dalam mendorong, memfasilitasi, dan memberikan arahan serta menjalin komunikasi dengan jajarannya untuk menentukan arah organisasi. Proses bisnis dan pola kerja merupakan hal prioritas yang menjadi kewajiban ketika terdapat penggunaan struktur baru. Kompetensi organisasi diperlukan untuk menerapkan perubahan secara teknis maupun untuk mengelolanya. Manfaat perubahan merupakan faktor terakhir yang dirasakan ketika seluruh aspek organisasi memahami perubahan secara luas dan diimbangi dengan penyesuaian proses bisnis, penerapan change management yang konsisten, serta pemanfaatan IT.

---

The follow-up to simplify the Ministry of Finance's bureaucracy was carried out by paying attention to the leadership's direction to do it gradually and carefully. Until 2022, bureaucratic simplification progress is still be noted in the Bureaucratic Reform Evaluation Results Report, and the Secretariat General is still processing this simplification. This post-positivist research was designed to explore and describe the readiness of the Secretariat General's organization to change and the factors that influence it according to Weiner's (2009) theory. The research results show that the organizational readiness of the Secretariat General still needs to be optimal, even though commitment and trust have been understood. The Secretariat General prioritizes strategy on units with the right tasks and functions as well as organizational characteristics and are by the type of Functional Position that will be used, meanwhile, contextual factors regarding the most organizational readiness conditions. Leaders have a crucial role in encouraging, facilitating, and providing direction and establishing communication with their staff to determine the organization's direction. Business processes and work patterns are priorities that become mandatory when a new structure is used. Competence in the organization is needed to implement changes technically and to manage them. The change valence is the final factor that is felt when all aspects of the organization broadly understand the changes and are balanced with adjustments to business processes, consistent implementation of change management, and use of IT."

"Sekolah Tinggi Meteorologi Klimatologi dan Geofisika (STMKG) adalah Sekolah Tinggi di bawah naungan Badan Meteorologi Klimatologi dan Geofisika (BMKG). Pada tahun 2015 terjadi perubahan kelembagaan dari Akademi menjadi Sekolah Tinggi berdasarkan Peraturan Presiden Nomor 35 Tahun 2014 tentang perubahan AMG menjadi STMKG. Perubahan kelembagaan ini membuat perubahan arahan strategis di STMKG. Berdasarkan Rencana Induk BMKG tahun 2015-2019 penguatan pondasi sarana prasarana akademik yaitu penggunaan TI menjadi tulang punggung (enabler) bagi STMKG. Namun berdasarkan data observasi dan wawancara menunjukan TI belum menjadi tulang punggung di STMKG dengan kurangnya pemakaian TI dan semua manajemen akademik dilaksanakan secara manual sehingga sasaran strategis STMKG untuk akreditasi belum tercapai.Adapun perumusan rencana strategis penelitian ini menggunakan metodologi Ward & Peppard untuk menghasilkan perencanaan strategis SI/TI. Penelitian ini menghasilkan strategi SI, strategi TI, dan strategi manajemen SI/TI. Strategi SI berupa pembuatan 15 aplikasi baru dan pengembangan 4 aplikasi lama. Strategi TI berupa pengadaan perangkat keras PC, laptop dan proyektor serta pengembangan jaringan STMKG. Strategi manajemen SI/TI berupa pembuatan IT Masterplan, SOP, penambahan SDM TI dan pengembangan kompetensi SDM TI.

---

School of Meteorology Climatology and Geophysics (STMKG) is a College under the auspices of the Meteorology Climatology and Geophysics Agency (BMKG). In 2015 an institutional change from the Academy to the the Collage based on Presidential Regulation No. 35 of 2014 on AMG changes to STMKG. These institutional changes make strategic direction changes in STMKG. Based on the BMKG Master Plan 2015-

2019 strengthening the foundation of academic infrastructure facilities is the use of IT into the backbone (enabler) for STMKG. However, based on observation and interview data shows IT has not been the backbone in STMKG with the lack of IT usage and all academic management is done manually so that STMKG strategic objectives for accreditation have not been achieved.

The formulation of this research strategic planing using the Ward & Peppard methodology to produce IS / IT strategic planning. This research resulted in an IS strategy, an IT strategy, and an IS / IT management strategy. The SI strategy consists of making 15 new applications and developing 4 old applications. IT strategies include procurement of PC hardware, laptops and projectors and STMKG network development. SI / IT management strategies in the form of making IT Masterplan, SOP, adding IT human resources and developing IT HR competencies"

"Penyusunan perencanaan strategis lima tahun kedepan (2007 - 2011) pada Direktorat Bina Obat Publik dan Perbekalan Kesehatan Departemen Kesehatan R.I. merupakan suatu kebutuhan yang didorong oleh komitmen pimpinan dalam pelaksanaan tugas dan fungsi untuk menjamin ketersediaan, pemerataan dan keterjangkauan obat dan perbekalan kesehatan serta meningkatkan mutu pelayanan kefarmasian yang didukung oleh tenaga farmasi yang profesional.Perencanaan Strategis disusun melalui penelitian operasional yang diawali dengan analisis situasi lingkungan eksternal dan internal untuk mengidentifikasi faktor peluang dan ancaman serta faktor kekuatan dan kelemahan Direktorat Bina Obat Publik dan Perbekalan Kesehatan.Dari hasil penelitian ini ditetapkan strategi peningkatan sosialisasi pedoman¬pedoman dan juknis, pengembangan kapasitas organisasi, peningkatan advokasi, peningkatan kompetensi tenaga pengelola obat, peningkatan sistem informasi pencatatan dan pelaporan, peningkatan pemanfaatan obat esensial, dan peningkatan efisiensi pemanfaatan dana pengadaan obat. Strategi yang telah ditetapkan secara konsesnsus selanjutnya dilakukan pemetaan strategi dengan pendekatan Ballance Scorecard (BSC) agar dapat diimplementasikan ke dalam langkah-langkah kegiatan yang komprehensif dan berkesinambangan melalui pendekatan empat perspektif sasaran strategik: 1) keuangan, 2) pelanggan, 3) proses bisnis internal, dan 4) pembelajaran dan pertumbuhan.Pada tahap implementasi dilakukan upaya tindak lanjut dengan menyusun Rencana Aksi (Plan of Action/POA) pada pelaksanaan kegiatan pokok dan kegiatan indikatif untuk pencapaian tujuan jangka panjang dan penilaian pencapaian kinerja

---

To develop further five years strategic planning (2007 - 2011) at Directorate of Public Drug and Medical Device Ministry of Health (MoH) Republic of Indonesia was a demand which to be supported by managerial commitment in performing task and functions of assuring availability, equity, affordability of medicines and medical devices and promoting pharmaceutical care which supported by professional pharmacy staff.

Strategic Planning was developed through operational research initiated by situational analysis of external and internal environment in identifying opportunity - threat factors and strength - weakness factors of Directorate of Public Drug and Medical Device.

Regarding to research results, it was defined strategies of strengthening socialization of guidelines and standardized procedures, developing organization capacity, strengthening advocacy, escalating pharmacy staff competency, revitalizing reporting and recording system, expanding essential drug utilization, and increasing efficiency of drug funding. A set of strategies decided consensually followed by strategy mapping with Balance Scorecard (BSC) approaches for better implementations into comprehensive and sustained steps in perspectives of finance, customer, internal process and grow-build.

Follow up actions on implementation stage articulated in developing Plan of ActionlPOA at Main Activities and streamlined by indicative actions toward long term objective achievement and performance assessment."

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Lembaga Riset Nasional dikembangkan dari pengintegrasian seluruh Lembaga Litbang Pemerintah, salah satunya adalah LIPI. Lembaga Riset Nasional berharap dapat menyusun Rencana Strategis SI/TI bersamaan dengan penataan organisasi yang dilakukan dengan perubahan organisasi pada LIPI sebagai cangkang organisasi Lembaga Riset Nasional dan pada seluruh Lembaga Litbang Pemerintah lainnya, yang diharapkan selesai hingga Tanggal 31 Maret 2020. Namun, penyusunan Rencana Strategis SI/TI Lembaga Riset Nasional dengan menggunakan metode perencanaan strategis SI/TI pada umumnya di masa penataan organisasi tersebut sulit dilakukan, karena Lembaga Riset Nasional belum memiliki strategi dan lingkungan internal organisasi yang stabil dan pasti sebagaimana yang menjadi tuntutan dari metode perencanaan strategis SI/TI pada umumnya sebelum menyusun rencana strategis SI/TI. Terlebih lagi dengan dinamisnya lingkungan internal organisasi di masa perubahan organisasi untuk penataan organisasi tersebut, menyebabkan penyusunan Rencana Strategis SI/TI Lembaga Riset Nasional membutuhkan metode perencanaan strategis SI/TI yang fleksibel, proaktif, responsif, dan cepat beradaptasi terhadap perubahan organisasi yang terjadi. Oleh sebab itu, dilakukan penelitian ini yang bertujuan untuk membangun metode perencanaan strategis SI/TI yang dapat mengatasi kesulitan dan memenuhi kebutuhan dari perencanaan strategis SI/TI pada organisasi yang sedang berubah seperti Lembaga Riset Nasional. Penelitian ini menggunakan metode kualitatif dan analisis tematik pada transkrip wawancara dengan Kepala LIPI dan Pakar di Bidang Manajemen Strategis dan Pembangunan Organisasi, serta hasil studi literatur pada perencanaan strategis SI/TI, manajemen perubahan organisasi, crafting strategy dan pendekatan agile pada perencanaan strategis. Metode perencanaan strategis SI/TI pada organisasi yang sedang berubah seperti Lembaga Riset Nasional yang diusulkan oleh penelitian ini adalah metode yang menganut aliran strategis analitik, sehingga tidak menuntut strategi dan lingkungan internal organisasi yang stabil dan pasti terlebih dahulu, serta metode yang mengadopsi pendekatan agile khususnya metode Scrum pada perencanaan strategis, sehingga metode ini fleksibel, proaktif, responsif, dan cepat beradaptasi pada perubahan organisasi, karena metode ini sederhana, iteratif, dan bertambah, yang menyediakan mekanisme perencanaan strategis SI/TI secara terus menerus dalam iterasi perencanaan yang singkat, serta mampu memperoleh umpan balik sesering mungkin dari pemangku kepentingan. Metode ini mencakup metode, model, peran dan partisipan, artefak, proses, implementasi, dan validasi

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The National Research Institute was developed from the integration of all Government R&D Institutions, one of which was LIPI. The National Research Institute hopes to formulate an IS/IT Strategic Plan together with organizational structuring carried out with organizational changes at LIPI as the organizational shell of the National Research Institute and at all other Government R&D Institutions, which are expected to be completed by March 31, 2020. However, formulating of an IS/IT Strategic Plan of the National Research Institute using the general method of IS/IT strategic planning in the organizational structuring period is difficult to do, because the National Research Institute does not have yet a stable and definite organizational strategy and internal environment as the demands of the general method of IS/IT strategic planning before formulating an IS/IT strategic plan. Moreover, with the dynamic internal environment of the organization during the organizational change for organizational structuring, causing the formulating of the IS/IT Strategic Plan of the National Research Institute requires IS/IT strategic planning methods that are flexible, proactive, responsive, and quickly adapt to organizational changes that occur. Therefore, this research was conducted which aims to develop an IS/IT strategic planning method that can overcome difficulties and meet the needs of IS/IT strategic planning in changing organizations such as the National Research Institute. This study uses qualitative methods and thematic analysis on interview transcripts with the Head of LIPI and Experts in Strategic Management and Organizational Development, as well as the results of literature studies on IS/IT strategic planning, organizational change management, crafting strategy and agile approaches to strategic planning. The IS/IT strategic planning method at a changing organization such as the National Research Institute proposed by this research is a method that embraces analytic strategic stream, so it does not require a stable and definite organizational strategy and internal environment first, as well as a method that adopt an agile approach especially the Scrum method in strategic planning, so this method is flexible, proactive, responsive, and quickly adapt to organizational changes, because this method is simple, iterative, and incremental, which provides a strategic planning mechanism for IS/IT continuously in short iterations of planning, and able to get feedback as often as possible from stakeholders. This method includes a method, a model, roles and participants, artifacts, processes, implementation, and validation

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