ASN Belajar Seri 25 | 2026 -Kolaborasi Epik Gen Z dan Senior untuk Organisasi Berkinerja Tinggi

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He.

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Hello, peace and

blessings be upon you. Good morning and

welcome to all ASN friends

throughout Indonesia. It is a pleasure to have this

opportunity this morning,

Lukmanali, to greet you again, fellow

ASN, of course, in the ASN

learning webinar series 25 Synergy in Diversity,

collaboration between epigeneity and seniors for

high-performance organizations. A

special offering from Corpo SDGIS

BPSDM East Java Province. SN friends,

if we talk about the

generational gap issue in the workplace

, it seems like it will never end

, because there will definitely be

new generations born in different eras.

Of course they also have

different mindsets. One of them likes

offline meetings, but the other one likes

online meetings. One thing that is said

about overtime is that it's

okay. But the other thing he wants

is work life balance. One

principle is hard work and the

other is the principle of fast work

and also smart work. There is no

right and no wrong

because each has its pros and

cons. Like an organization as a

car, this senior generation acts

as both a brake and a compass to

ensure the organization is on the

right track. Meanwhile, this junior generation

acts as an engine to

ensure the vehicle can run and

also accelerate quickly.

We will discuss in more detail

how we can create

collaboration for high-performance organizations

in the ASN learning webinar series 25

in 2026.

[music]

And to open the ASN learning webinar

series 25 this time, let's

first listen to the opening speech that will be

delivered by Dr. Ramlianto,

SPMP as Head of the

Human Resources Development Agency of East Java Province.

[music]

Peace be upon you, peace be upon

you.

Greetings of health and prosperity to

all of us,

ASN friends throughout the country. Welcome

back to the learning space

with the ASN learning webinar series

presented by Jatim Corporate University,

East Java Province Human Resources Development Agency. The

ASN Competency Development Forum

is a collective effort to

maintain the ASN learning spirit. to

keep it burning and sustainable amidst

increasingly complex devotional tasks

. SN friends, there is an

African proverb, one of which was documented

by the American researcher, Reverend Josep

Hiley, which says, "If you want to

go fast, go alone. If you want to go

far, go together."

If you want to walk fast, walk

alone. However, if you want to go

far, walk together.

Amidst

increasingly rapid changes, this simple message is

becoming increasingly relevant for the

Indonesian bureaucracy.

Today in our big house called

Bureaucracy, we work in an organization

inhabited by different generations.

So walking together will be a

mantra that unites the direction and movement of

our organization. That's

why the 25th ASN learning series in

2026 carries the theme Synergy

in Diversity, an epic collaboration between

Genzet and Senior for a

high-performance organization.

This theme was born from the awareness

that Indonesian bureaucracy is

entering a new chapter. [snort] For the

first time in history, we

work in an organization that is inhabited

by several generations at once,

there is a senior generation that is rich in

experience, mature in wisdom,

and deeply understands the values ​​of the

organization.

On the other hand, there is Generation Z ASN who

grew up with digital technology,

think quickly, are creative, adaptive, and

bring an extraordinary spirit of change

.

The question is no longer which generation is

better, which generation is

greater, but rather how all

generations can synergize to

create a bureaucracy that is more

professional, more innovative, and more

impactful for society.

This difference is often perceived

as a chasm. In fact, it

is a force. Because a

great organization is not an

organization that is inhabited by people

from the same generation, but rather an

organization that is able to unite

various differences into energy to

achieve common goals.

In organizational science, diversity is

not just a difference in age,

but a diversity of experiences. way of

thinking, perspective, and of course

competence.

Several studies have shown that

organizations that are able to manage

diversity effectively tend to be

more innovative, more adaptive, and able to

produce quality decisions.

But of course diversity alone is not

enough. What is decisive is synergy.

Because diversity without collaboration

will only create barriers.

But diversity built on

mutual trust and respect will

give birth to innovation.

Seniors do not lose their role when

sharing experiences. On the contrary,

the experience becomes a legacy

that strengthens the next generation.

Likewise, Generation Z. Its presence is

not to replace, but to

complement, not to erase

good traditions, but rather to accelerate the

transformation towards a more

adaptive and impactful bureaucracy. Dear

civil servants throughout the country, the

future bureaucracy is not built by one

generation. It was built by collaboration

between generations.

When wisdom meets

creativity, when experience meets

innovation, when exemplary behavior meets

the courage to change, that is where

organizations are born that are not only able to

survive change, but

also able to lead change.

Because in fact the biggest challenge facing

bureaucracy today is not

age differences, but rather how to turn

those differences into shared strength.

Fellow ASN, through this 25th series of ASN learning

, we want to emphasize that

generational diversity is not a source of

conflict, but rather social capital that

must be maintained. High-performance organizations are

born when each generation

learns from each other, respects each other, and

strengthens each other.

For this reason, on this valuable occasion,

we present speakers

who have extraordinary experience and competence

in the world of bureaucracy. On behalf of

all of us, we express our appreciation

to Mr. Dr. Herman, M.Si., SI,

Deputy for

ASN Management Development at the

Republic of Indonesia State Civil Service Agency, who will

provide a perspective on

ASN HR management in facing

changes in the demographics of the apparatus.

We also thank

Mr. Abah Subagya, Sos, MAP. He

is the Deputy for Human Resources for

State Apparatus at the Ministry of Administrative and Bureaucratic Reform of the Republic of

Indonesia who will share

policy directions in building an

adaptive, collaborative, and

performance-oriented bureaucracy. And we also express our appreciation

to Mr. Cito Eko Yuli

Saputro, STR, Head of the Road Transportation Facilities Section of the

East Java Provincial Transportation Agency and he

is an impactful change agent in

2024 who will present good practices

on how cross-

generational collaboration can give birth to innovation in the

workplace. We hope that the knowledge, experience,

and inspiration shared today will provide

us all with the tools to

build a more

inclusive and productive work culture.

We

express our appreciation and

gratitude to all speakers for their willingness to share

knowledge, experience, and inspiration

with SN learning participants throughout

Indonesia.

The presence of these great speakers today

confirms that ASN learning is not

just a discussion forum but a

strategic space to unify visions,

align policies and ensure

that learning truly

transforms

[music]

comes. So, fellow civil servants across the

country, let's carefully watch the

25th series of the 2026 ASN learning webinar.

We hope this is helpful. Peace be upon you and Allah be upon you

.

[music]

We would like to thank

Dr. Ramlianto, SPMP as Head of the

Human Resources Development Agency of

East Java Province for the opening speech

that has been delivered. Dear ASN friends, we

would also like to inform you that the

attendance link via Semestabangkom.id

has been opened. So, ASN friends can now start

accessing this attendance link

as a requirement to obtain an

e-certificate from the East Java BPSDM. And

if you, ASN friends, experience problems

accessing the attendance link this time,

you can try again periodically. This time

we also have interesting information

originating from the activities or agenda of the

East Java BPSDM HR competency certification UPT in 2026. For

ASN friends who are interested in following

the agendas of the East Java BPSDM Sertiom UPT, you

can prepare a pen to

note the agenda or timeline in the

next few months until the

end of the year. So, in July, the

East Java BPSDM Sertiom UPT will

hold an agenda in the form of certification for

regional financial management apparatus.

Then in September we will

have approximately two

ongoing agendas, the first of which is

related to disaster competency certification

and also the

competency test for civil service police functional positions

. Meanwhile, in the fourth quarter,

there will be approximately three agendas

planned to run. The first

is the orientation and certification of

regional financial management apparatus.

Then there is the PBJ level 1 certification which is

also inline with the training. And the

last one is related to

PBJ certification for PPK type C. For

ASN friends who are interested in

participating in the agendas I have

mentioned earlier, you can also follow

Instagram @uptsertikom.ppsdmjatim

to find out updates related

to other interesting programs.

This time we will enter our

first session where we will

discuss and also talk about the

topic of speaking up and also stepping up,

adaptation tricks and also Genzi's contribution

to bureaucracy. Where the first material

will be delivered

directly by Mr. Cito Eko Yuli

Saputro, STR. He is the Head of the

Road Member Facilities Section of the

East Java Provincial Transportation Service and an agent of change

with an impact in 2024.

[music]

And

Mr. Cito Eko Yuli

Saputro Str. has been present with us all here. Welcome Mr. Eko.

WELCOME. Good morning. Greetings of

good health to all of us.

Greetings of good health to Mr. Eko. Thank you

for taking

the time to share this interesting inset

regarding tips and tricks for

adaptation and also the contribution of prestige in

this bureaucracy. This time we will

listen to Mr. Eko's presentation

for approximately 30 minutes. Sir, we

will go into the question and answer session later. For

SN friends who would like to participate in a

Q&A session, we welcome you, as we

will also provide exclusive merchandise

from BPSDM East Java. Please, Mr. Eko,

please deliver the material. Good.

Hey, permission to share my screen. Wait

a minute,

I still can't do it,

maybe someone from the BPSDM team can show

my material or my presentation. Please

allow me

. Okay, I would like to ask your permission, Mr. Eko, while

we prepare the presentation material

that will be presented in

this session. May I ask first,

Mr. Eko, are you from the millennial generation or

generation Z, sir? If I may know?

Ee this is me ee in the middle

[laughs] this is between millennial eh to Z

or to Z to middle millennial.

Okay. The last millennial generation who wants

to go to Genzi, right, Mr. Eko? Hey, if I

may ask, could you tell me a little bit

, sir? Actually, based on

your observations while working at

your agency, what

differentiates the preferences or work styles

of millennials and

Generation Z, Mr. Eko.

OK, maybe I'll open it first. Please

allow me, Mr. Lukman. Asalamualaikum

warahmatullahi wabarakatuh. Hello. Om

swastiastu. Namo buddhaya. Greetings

of goodness, greetings of health and prosperity

to us all. Ee, previously

I respected the Head of the Human Resources Development Agency of

East Java Province,

Mr. Dr. Ramlianto, S.P.MP.

Deputy for Development of

Civil Service Management Implementation at BKN,

Mr. Dr. Herman, M.Sc. Yes. The

next Deputy for

Human Resources for State Apparatus, Ministry of Administrative and Bureaucratic Reform, Mr. Abah

Subakjo, SS, ESOS MAP.

My respected ee and ee are also

webinar participants who attended this morning.

Well, ee maybe

ee I am on this happy occasion

I have the opportunity to be a

resource person for today's webinar with the theme of

Syergy and Indiversity or collaboration between

genji and senior for

high-performance organizations. Hey, let me

introduce myself, my name is Cito Eko Y

Saputro. I joined the East Java Provincial Government

or became a Civil Servant at the East Java Provincial Government in

2021 and currently I am at the

East Java Provincial Service as Head of the

Road Transportation Facilities Section. Well, the theme that

I might raise later is related to speaking up,

state up, skill up, yes, related to ASN Genzi

driving the transformation of

public transportation services.

Okay, next.

Good. Ee the first material is stereotypes

into real roles. That is the

general assessment or belief that I have

regarding the nature, behavior or role of

genzit gen ya ee ee at this time or the

mindset of all my colleagues towards

Gensi. Ee, this might be the wrong mindset

in my opinion because ee the negative side is that the

public's view of GenJ

is that young people are

designers,

only good at Excel, Zoom admins, then ask

too many questions or become

ee people who take minutes during

meetings. But in fact, GENI's

true role is to translate

community needs, manage data

into decisions,

connect technology and business processes, and

drive small, increasingly

consistent changes.

Gensi is not just about technology, Gensi

can be a bridge between

public problems, data, and service solutions.

Maybe a little story, ee, currently I am

at the Provincial Transportation Agency and my team is

managing the operations of

Tranjaatim, where

80% of our officers at Tranjatim are

Gensi.

ee not only in Transjatim but also in the

Provincial Transportation Agency in

our field there are also several Genzi who are able to

provide ideas, continue to provide innovation

and shake up

East Java. One of the ideas that was

put forward by Gensi friends at the beginning of the year and was

realized

this year was related to GPS tracking

on AKDP buses. Perhaps you all

understand what AKDP services in

East Java are like. Most of the buses

in Surabaya going to Malang go

via the toll road, right?

ee people from Sidoarjo,

Porong, Pasuruan do not receive enough

services related to AKDP bus transportation. These

Genji friends are providing a

very good innovation in the background

this year, namely that later the public

will be able to access

AKDP bus services, namely buses

via toll roads or underpasses via the App

Store or Play Store. The plan is that

the planning has been carried out and the

plan will be realized this year,

possibly in October, and the

benefits are enormous for the

community, who currently may

not have certainty about services, at least the

community, if they do not use the

toll road, the service will go down, they will

know how many more minutes or

how many buses will be operational.

no need to wait long, but

through one hand the public knows

about the AKDP bus service from

Surabaya to Malang. Maybe not only

Surabaya to Malang but also all of

East Java. But this year, we focused our pilot project

on one route, namely

Surabaya.

Next.

The reality of ASN Genji is that being fast is not enough

because, ee, in the world of government,

in the world of bureaucracy, there are regulations that

must be followed. Not all ideas can be

implemented immediately.

There needs to be a basis for authority, SOPs,

minimum service standards, and accountability.

The second is hierarchy. How you convey

an idea is as important as the content of the

idea. Maybe this is

input for all colleagues, not just

Genji, maybe millennials too.

Expressing an opinion requires

ethics. Ee, what's more, in

the world of government, there is a hierarchy, there

may be staff, there are section heads, there are

division heads and department heads. Perhaps

conveying an idea

politely and courteously is very important in

today's era. The

third point is related to budgeting.

Solutions must be realistic, measurable, and

accountable.

This is indeed an important point three but it is not the

main factor. Maybe, uh, the

GENI colleagues have innovations,

ideas, regulations, okay, hierarchy

okay, but it turns out they are hampered by

budget issues, maybe we can

collaborate with

other agencies or stakeholders

for sponsorship assistance and

so on.

The fourth is that there are stakeholders involved in

changes to transportation services involving

regional operators, vendors and the community,

and perhaps the legislature is also involved in this.

Ee maybe I will discuss the issue

a little ee at this time. The current issue

in the transportation sector, as I

represent the East Java Provincial Transportation Agency,

concerns the welfare of

MSMEs in online transportation. Currently,

the issue is that online driver colleagues are

not being fair or appropriate in

their distribution of profit margins between

applicators and partners.

The online partners went to the

Transportation Agency or to the East Java Provincial Government to demand

justice,

namely that the partners urged

the government to issue sanctions

to the applicator because there was a

tariff violation. But here there is a

little problem. the problem is that

for ee

the authority ee the authority related to the

applicator is in the authority of

KOMDI. If the public or applicators

or ee alliances pressure us, we

cannot impose sanctions on

ee or operators like that. But

these Gensi colleagues have lots of solutions

. The solution is that yesterday, at an

internal meeting, the majority of

GENI friends provided a solution to their

online partners because

their demand was that the East Java Provincial Government must

impose sanctions on the applicator, and

that is not our authority. We have

suggested incentives, but it's

true that we haven't achieved them this year. But ee,

colleagues from Gensi or the

Provincial Urban Affairs Office team and the senior teams,

ee, there is a plan that there are

incentives for online partner friends

. What are the incentives? namely

tax relief ee relief on

motor vehicle tax payments.

That's the idea from our colleagues at the

Transportation Agency, especially from GenI, that we

conveyed because the Transportation Agency also

couldn't decide on what

our proposal was. This also requires collaboration

with OPDs from BPENDA. Not only from

BPPENDA but also experts appointed

by friends from the DPRD.

Ee then B pemperda, namely the

Regional Regulation Planning Agency which [clears throat]

where ee all regulations ee related to

regional regulations are mandatory for the regional regulation and we,

friends of Gensi, also communicate

with our colleagues in the council to

facilitate that. Alhamdulillah, the

East Java Provincial DPRD has welcomed

the proposal because it is

one of the East Java Provincial Government's solutions to provide

incentives to fellow

online drivers.

Next slide.

This may be a little bit of tension

or locus in the Department of Transportation.

Why is the field of communications relevant for

GEN? Actually, it's not just the Department of

Transportation, maybe other OPDs are also

very relevant. But because

I am from the Department of Transportation, I will

discuss it at the Department of Transportation.

Well, transportation is a service that is

felt every day.

Ee, whereas in this day and age, perhaps

you also understand that transportation

in East Java really needs

evolutionary changes, where

previously, public transportation would stop and wait, and the

drivers would smoke when they

were on operational duty. Then

there is no certainty. Currently,

Genji colleagues from the Transportation Agency are making an

innovation. innovation related to information routes,

administration and real-time expectations

related to if people outside

East Java who are traveling in East Java are

confused about the route of

GenI friends in East Java

this year ee is making an innovation namely

real-time tracking which will probably be

realized next year we are currently

designing the technical and

planning techniques so that people outside

East Java will be able to find out through

one hand via cellphone. For example,

I am in Surabaya, I want to have a picnic in

Batu. Approximately how much does transportation cost from

Surabaya to Batu? For example, taking

the GCE from home to Purabaya

costs Rp. 10,000. From Purabaya to

Arjosari terminal the cost is Rp20,000 to

Rp30,000. From Arjosari thermal

directly to Batu thermal there are

options and costs that have been

totaled in one application.

God willing, this is still under development

and hopefully next year, if

there are no obstacles, it can be realized.

Genzi's opportunity to

read problems, simplify

information, and make services feel

closer. ee earlier, as

I informed you earlier, ee is an application that makes it easier for

people outside East Java to

access and explore tourist attractions,

and ee, what are the various things that

need to be explored in East Java,

including tourist attractions in

East Java. Next slide.

ASN Genji Framework. This is the framework ee ee the

framework is that one is that

Genjit colleagues must be sensitive to

seeing problems from the user's side. This is the

related ee that was transported. Continue to have

the courage to speak up

to convey ideas with data. This is

an obligation in my opinion.

and the most important thing is ethics.

Maybe those friends have the courage to

speak up to express their opinions, but the

most important thing is to be ethical

when conveying opinions to leaders

or seniors who have

previously worked in our office. But

usually when we express our

opinion, there are two options, it is accepted or

not, right? If it is

accepted, thank God we will prove it

with action. But if it is

not accepted by

Gensi friends or all of us, we must also be

open-minded. Oh, if it turns out that I

convey an idea to the leader, and

it turns out that the leader doesn't agree with

it, then we have to accept that.

Don't badmouth others from

behind like that. That's not quite

right, right? that's not good. But

if the idea and concept are accepted, it is

mandatory to move forward. This is the most

difficult. Usually it's smart to

conceptualize ideas but the way it moves

[clears throat] is lazy or arassen. If

Javanese people move and turn ideas

into action, the most difficult thing is

this.

After moving to collaborate.

Well, maybe collaborate because of one

idea. For example,

when I first came to East Java, the

idea was that in

East Java there would be mass transportation.

From 2021 I voiced this to

my leadership. My classmate, who

gave me this when I was still a staff member,

agreed. Me and give me ee

sounding to Kabit like that. The head of state was in

2021. It turned out that the head of state did not

agree because this was a very

difficult and complex problem.

But ee, we and the seniors when

I was sounding also understood

that. But I won't be

discouraged if I don't

agree. Okay, let's wait for the

next leader, okay? Oh, thank God, the

next leader, the

next chief, really agreed and

appreciated it. We, we and the team are moving.

It turns out that I just moved, I thought oh the

Transportation Agency alone could

solve

transportation problems in Java. Apparently not.

We really need support from the

legislature from the council regarding

these regulations, regarding

this budget. Because we only have ideas and we

don't have a budget, it's

very difficult. instead of the legislature,

friends from the community, then from the

affected alliances, OPDs of

East Java, we collaborate with which OPDs we

collaborate with in East Java, we ee

what is the sounding regarding this ee mitigation of

administrative costs to the Inspectorate, to the

legal bureau regarding the legal aspects, then

to the TKKSD team, there is the Regional Autonomy Bureau, then

continue

ee Bapeda Bapeda regarding this matter.

Alhamdulillah, I

also had a hard time explaining to

several OPDs that the goal was not achieved in one

meeting. It turns out it took

months to explain and

convince the OPD. Clearly speaking

to the leadership with ethics, of course

that is clear. but there is still a lot of homework to be done, namely

collaboration and explanation to the

relevant OPDs.

Certainly, after the collaboration,

the program must have an impact.

The impact must have a real impact.

Not only does the program continue after

the ceremony is over. But the

GENJI colleagues said that if there is a program,

it must have an impact. the impact may

have to be major. It turns out, thank God, that the

impact of Transjatim's innovation yesterday was very broad. Currently, from

2022 onwards, it will be inaugurated by the

Governor.

In 2026,

the impact of one day is that people will

move from private vehicles to public transportation and

32,000 people will use it per day. And that

is real proof that this program is

successful and beneficial and utilized

by the community.

This isn't just a theoretical flow, it's a

simple [clears throat] workflow so that idegenzi

doesn't stop at chatter but becomes a

testable change. Okay, next

slide.

Ship pick up speaks the language of

solutions. This is a five-step formula

for making ideas easily heard: there is an issue

or problem, there is data, what is the impact,

what is the solution, and need support.

Perhaps the less effective reason is that

our transportation information is still

lacking. Well, that's less effective. But a

better and stronger statement

is that users need to know the

transit routes and nearest stops.

Existing data can be processed into

travel recommendations.

Ee these are the things that really have to be

done.

Speaking up is necessary, communication is

necessary. Hey, maybe I'll also share a

new story yesterday, ladies and gentlemen.

On Thursday and Wednesday, I was

demonstrated against by the Transportation Department, demonstrated against by

hundreds of public transportation vehicles from 0:00 to

12:00 noon.

Speak up is very important, communication is

very important. The demonstration was a

rejection of the things in Medan that

we built as transit points, and the

demonstrators asked that they

remove them. But ee, besides that, the

community also really needs to

speak up or talk or

communicate with the demonstrators, ee,

thank God, from yesterday's results, with

good ethical communication, and of course,

what we also need is patience

when dealing with demonstrators.

Thank God, yesterday at 12.00 noon, before

12.00 noon, eh, before

0.00, the demonstrators dispersed and

there were solutions that we suggested

from our fellow demonstrators. The

majority of the protesters in the public transportation were aged

40 and above. And the initiator of

yesterday's solution was Geni. The solution is that there

will be a follow-up meeting on Wednesday

where we must collaborate

with the Sidoarjo Regency Government. That's the first one.

The second is B2B.

What are the protesters' final demands, what is the solution,

can they be employed or invited to

[clears throat] cooperate in a

transactional manner? But it's not yet

clear. But in this case,

Gen's colleagues contributed greatly regarding

mitigation or regarding communication

so that friends could calm down or there would

be no anarchy during the demonstration.

Next slide.

After speaking up, the second action is to step

up from the idea directly to breastfeeding.

One, find a real problem. Second, create a

simple solution concept. Ee after there was an

issue we made a concept. Then the

third point is to involve seniors. This is also

very difficult, yes. This is ee if I

share a story

ee maybe not all seniors agree

with our opinion. Maybe not

all leaders agree with our ideas or

suggestions, but what we have to

strengthen is enthusiasm and never

give up. The fourth is the ee test of ideas

and innovation and evaluation. report the results

and impact to seniors and leaders

. This step up was also very difficult

because in 2021, when I

proposed the idea, things didn't go smoothly. Before

I take the leadership, I ask because I am

not originally from Surabaya, from

East Java. I moved from Central Java.

I don't know the

surrounding areas, let alone the seniors.

I got acquainted trying to get closer to

give ideas. Indeed, not all ideas

or concepts are well received by

our seniors. There was a time when I thought, wow, this idea is absolutely

impossible to do in

East Java. If Mr. Sito has any

insiders here or officials here, he can definitely do it

. But if there is no wis, this is just an

idea. And I was down for a while, I was

down for a while. Hehe. I asked for

the opinion of a senior but it turned out that

which senior answered with that. But

not all seniors. If it turns out that

some people think this can't

work, there are many other seniors

who might be open-minded and

think progressively. I approached the

seniors. I asked for

direction and it turned out to be positive that it had to

be carried out, it

had to go to the leader. Well, after that,

my leader introduced me to a

senior who was open-minded, who was

positive.

So the principle is don't wait until you have a

position to start making an impact.

This is perhaps for all colleagues who

may not have a position yet, or are still

staff, don't be discouraged about this. In

2022

I will be a civil servant. In 2022, I will only get 100%

SKPNS. I am often faced

with a

time when we have to coordinate

and that is the time when perhaps

colleagues who apologize, yes,

friends, public transportation is usually the same,

ee, I sometimes

think, you know, I'm not an

official, but I am enthusiastic

that I represent the leadership,

that staff represents the leadership to

delegate the leadership's wishes.

Firstly, I was also dealing with

TA experts, staff, academic experts. It

is a matter of pride for me that

my staff can communicate,

can provide suggestions and input or

perhaps debate with

academic friends. If our material is strong

and trusted by the leadership, why

not? Don't be inferior. My advice is don't be

inferior. Then the next step is to start

with small, demonstrable contributions

, then skill up. Yes, that skill

up is also very important. Don't let it

be that after speaking up, tipping up, after

that just stop there. It needs an

update. The Transjatim program

was implemented in 2022

ee 2022 until now, 2026. But we

think why are the programs only this and that?

It turns out that ee Genzi's colleagues

in Subjatim are very

, very clever at opening or

obtaining materials that are

currently an issue. Currently, Trans

Jatim is planning to transport

not only passengers

but also goods in 2026, a new

tradition of the Trans Jatim expedition that has just been

implemented this year. it is

an innovation portfolio from

GenI colleagues. Of course, the innovation was

approved by the leadership and

implemented. Thank God, the demand for

expedition transactions is still not

very high. There are still only

a few users. But

Genji's friends felt challenged about it.

There is another skill up, it turns out that currently the

delivery tradition is only on

p tool, not point to point, still losing out

to Shopee Shopee, so it's delivered from

home. At the moment, we are still planning

and God willing, in October the

traditional delivery or delivery of

goods in Transjatim can reach your home.

Next slide.

This is an example of a case that I have previously

informed you about, namely the opening of

Trans Jatim corridor 1. The opening of Trans

Jatim corridor 1 is indeed

not very smooth and very much,

the struggle is very, very, very effort, as

I previously informed you about, from

the initiation in 2021, I made this

as my basic training, it turned out that even in the background,

thank God, it was very satisfying,

but my desire is not only

in basic training, this must develop.

ee this product I have to convey to the

leader. Before taking leadership, you must

go to seniors first. As I

said earlier, not all seniors will necessarily

support it. But we must never

give up if there are seniors who

are not aware of us, look for

other seniors who are open

minded or open and think forward.

ee from this Transjatim ee earlier what

I conveyed to the leadership after the

first stage of senior leadership not all

leaders also agree with our innovation

but we also ee don't

give up on this. We should have been the ones to

speak up. Speak up using

polite language, good ethics,

and skill up. There must be modernization

or something that is

convincing and what the impact on the

government or leadership is

like. And thank God, in the

Transjatim program, it was still in

the planning stage from 2021, it was running in 2022, and in 2022,

it turned out that the road was not smooth either because there

had to be several stages because

the regulations were not yet clear. It turned out that the

Transportation Agency could not run it alone.

we need to collaborate with the legislature.

Why legislative? Yes, because the legislature

issued the regulations

regarding the East Java RAN corridor 1.

Alhamdulillah, from 2022 to 2026, the

Governor of

East Java represented the

Ministry of Home Affairs with the Innovation Government

Award in 2023, and in 2025, the

East Java Provincial Government, through Trang Jatim,

also received an award from

the Ministry of Home Affairs, namely the Innovation Government

Award and IKK. The IKK is from LAN, namely the

policy quality index and

thank God, the award was

immediately received by the Governor's IB

as a whip for us, as

our enthusiasm so that there will be

further innovations.

The lesson from Gen Genzit is that

service innovation is not just about applications,

but also about understanding citizens' needs or

current issues, preparing data, going

into the field, and working across generations.

That's very important. Next slide.

This is also an innovation from GENZI colleagues,

namely an example of a terminal case.

From ancient times until

now, the potential for

PAD in terminals has also been very small.

And thank God, in 2026,

thanks to the initiative of GENI colleagues

in collaboration with senior terminals in

East Java, there is now potential

revenue outside of the display area, namely

120 million per month. This

is the income of the East Java Provincial Government and

there is this potential, but regarding this matter, it is still

not optimal because we have not

made all terminals on-

system terminals. What is the terminal on the system?

The terminal on the system is, eh, a

barrier gate, like a parking lot

. But eh, maybe if it's parked

it's just a pet.

Everything here is cashless, there are no

manual payments. all ee can use

payment using Kris, using

cookies, electronic money cards and the

coolest is payment

using RFID. So, the driver doesn't

need to open his cellphone or take out

the card, but automatically

after 50 minutes it opens itself and

there is a bill. These are the

latest innovations and it turns out that

yesterday's ee tos from the

Southeast Sulawesi Provincial Government wanted to adopt

or implement a copy study in

Southeast Sulawesi Province. In

this regard, the lesson from Genji is to learn

from the best practices of other regions, then

translate them into systems that

help improve services, data, and

revenue potential.

Next slide.

reverse monitoring senior and gen strengthen each other

. This is actually

also for seniors, if

there are younger siblings or Gensi colleagues who

express their opinions, at least

accept them, don't reject them straight away,

okay? Even if they are rejected, they are also given

good guidance so as not to discourage

the Genj or ee friends

who are still young or current CPNSCPNS

. Seniors bring bureaucratic wisdom,

understanding of regulations,

field experience, stakeholder networks, and

risk considerations. Genes carry

adaptive energy, namely related to digital literacy.

Fast exploration, user oriented

mindset,

data visualization.

These GENJI friends are very

tech-savvy. Senior friends

understand the regulations very well. If

it is combined, it can shake

the whole world,

ee, it can make the leadership's policies

better and maybe ee,

what is the impact, it will be very broad for the

community and will be felt by the community.

The organization thrives when the experience of

seniors and the courage of Genji are on the

same track or path. Tayek

is our language at the Department of Transportation.

This means one path. Next slide.

The trap that ASN Genjalah needs to avoid is

one that is often used,

including by me [clears throat], this is criticism

without understanding the regulations.

Actually, we should first study the

basis of authority and process limitations.

Like what I informed you earlier. The

current issue is that you

all know about the motorcycle taxi demonstrations,

these demonstrations are actually related to the distribution of

fares. But usually SNS

Gen Gensi ee info from the alliance to the

government we immediately follow up.

Well, it is necessary to study

the authority and limitations first. Oh, it turns out this is

not the East Java Provincial Government's victory, that is the

authority of the KDKI. We will just help

communicate.

ee don't also because it's not our chance

to inform our alliance colleagues it's not

our chance we can't yes that's also

not good at speaking up we need

good and correct communication speak up collaboration secondly

digital solutions without clear problems starting

from user problems not from the

application and currently it's very popular yes ee

there are many applications but

sorry yes many are less useful

for us. We focus on whether there is

a breakthrough related to the application, there must

be bid data. If you want to

know, you can download the

Tranjaatim Ajaib application. Currently it has been accessed by

more than 10,000 users.

It's available on the Play Store too. You

can also use the App Store from your iPhone. And if there is

innovation, we will not create a

new [clears throat] application. But that

one application can be

multifunctional. Because of what? So that it is

useful for budget savings and

so on.

Third, the language is too technical.

Translating ideas into benefits for

organizations and society. Maybe if the

language is too technical,

the leader might not understand it either. Hey,

Genji's colleagues need to simplify things

and there also needs to be humor and

jokes so that the audience, leaders,

or seniors also understand this.

The fourth is enthusiasm only at

the beginning.

This is indeed true, maybe it's not just

Gensi, maybe millennials are the same too.

Usually you're enthusiastic only from the start

. This is a very important role

of seniors. If the

initial enthusiasm of these Genji colleagues in the second year or

in the middle of the year starts to wane,

the function of the seniors is to provide

encouragement, to provide motivation for the

prestige. Usually, the prestige fluctuates,

like waves of enthusiasm. It

is the role of seniors and leaders to

ignite the spirit of Gensi. Yes, take knock

to learn, brief knock to contribute.

Yes, enough humility to

keep learning and the courage to

contribute.

Genzi is not only about voicing opinions,

but also having the courage to contribute

all out. Next.

Lastly, speak up with data, stick up

with action, skill up through

collaboration. Gens don't have to wait

to be leaders to start leading

change. Even from the CPNS, if there is a

good idea, you can convey it to the leadership.

Eh, there is also real evidence from the Department of

Transportation that there are two people named

Ms. Besya and Mr. Fredi. That's from the

2026 CPNS 2000 LAAR.

From this idea, a policy was created and

realized in October

this year. And the impact, God willing, will be beneficial

for all of us and society. That's probably enough of

my explanation.

Thank You. Peace be upon you and Allah be upon you

.

[music]

Mr. Eko, thank you very much for the

material. There are many things I

agree with from what

Mr. Eko said earlier. One of them

is that this young generation is indeed smart at

reading problems, yes. Because what

we usually open every day is

social media, where social media is also a

medium for netizens'

or Indonesian society's concerns.

Indirectly, we often also

open the comment section, which means we are

also doing social listening like

that. And before I invite you, fellow

ASNs, to ask questions, you

can also use the hand gesture feature if

you're joining via Zoom, or if you're

joining via YouTube, you can also

write your questions in the comment

section like that. First,

I would like to have a little discussion with Mr.

Eko. There was an

interesting mindset that often occurs

around us. Not only related to

Gensi, but other generations.

The mindset regarding innovation should be solely

about applications. However,

this innovation is not only about applications.

Like that. Based on Mr.

Eko's own experience, how

can we produce ideas that are user-oriented?

so this idea is not only a

wow or complex concept,

but it turns out to be useful for

users. Based on your experience, Mr.

Eko, how was the brainstorming process

to generate this idea, Sir?

Good. Oh, thank you, Mas Suk Lukman.

Ee from us ee Denzi's colleagues

at the East Java Province Phan Service ee

the idea came out based on existing issues.

the issue is that the complex is that ee

automatically these colleagues are connected.

Oh, it turns out that this is what is in Malang.

It turns out that Malang's transportation service is

bad. That's how we automatically

come up with ideas. Oh, that means the government

has to be there, has to provide

services. But ideas alone are not enough.

Hey.

We have to look at that idea.

This is in accordance with the leadership's policy,

government policy or not.

If it turns out that the idea doesn't

align with the

leadership's policies, perhaps [clears throat] please

hold on to it for now. But if it turns out that

it is in line with the

leadership's policy, for example in Malang, there needs to be

public transportation

in the Gurubuan corridor. It turns out that there is a

policy led by the Governor of East Java,

namely Nawa Bakti Satya Jatim

Akses. Oh, that fits with the

governor's policy. So from this policy

we continue to study the existing rules

. Oh, from the safe law, from the

safe Regional Regulation, it means we have to go ahead and the

impact must be beneficial. Not only

innovation, but the impact must also be

beneficial. Multiplayer effect. The effect

must be domino, not only for the community

but also for the government too,

bro.

This means that we have to look at it from various

points of view, not only from the user's perspective, but also from the perspective of the

root of the

user's problem, but it must also be linked

to how the

government's policy aligns with the EE

problem that we are concerned about in

this case. Is that so, Mr. Eko?

Thank you so much, Mr. Eko for

your answer this time. We invite

any ASN friends who would like to

ask our first resource person questions,

please join

us all here. Has been present

with us. Good morning, Mr. Lutfi.

Good morning. Peace be upon you. Nan Pak

Sid,

Sir. Peace be upon you. Peace be upon you,

sir. May

the peace, mercy, and

blessings of Allah be with you too.

Let me introduce myself, my name is Lutfi from

Brawijaya Terminal and

yes.

Please submit your

own relationship questions to the person

asking.

Both are from the same agency, right, Mr.

Lutfi?

Yes,

please, Mr. Lutah, this is Mr. Rman, who is like this,

Mr. ee, related to the

ASN learning today, this synergy,

if interpreted more or less, is synergy

in diversity.

Hey.

So we as ee what is it called?

Employees from the housing sector,

perhaps junior ones, also

need to have

what is called input on how

we as EE

members of the Housing Service actually

carry out the orders that have been

conveyed when we are in

our service environment like that to

realize synergy in this EE diversity

and it seems that in our EE environment

where we work,

there is a little lack of

support like that. Maybe we can

ask for some advice from those of us who are still juniors

about the synergy of

diversity. synergy in

diversity.

Secondly,

yesterday on the 2nd to 3rd we

attended a tos held

in Tabang Mangu, Sir, about the terminal, it was

like that. Maybe you could explain more

clearly what the system that will be implemented

is like, sir. Thirdly,

approximately

when will Transjating arrive in Banyuwangi,

sir? Thank You.

That's it, sir.

Thank you, Mr. Luthfi. We

invite Mr. Eko to answer

Mr. Lutfi's questions. Please, sir.

Thank you, Mr. Lutfi for your question.

Luckily the questions weren't too many

and weren't too difficult. [laughs]

Okay. This is indeed very contradictory, isn't it,

sir? And this is indeed very difficult

between AT commands

to us, right? Ee maybe it's the same for

all of us too, ee what yeah

do that. For example, the boss

orders A but it turns out that

we cannot carry it out.

Actually, whatever our superior orders,

we are obliged to carry out, Mr. Lutfi

. What are the results like? Keep

reporting with good speak up

or good communication. For example,

I was ordered to

solve the motorcycle taxi problem, right? But

it turns out that the motorcycle taxi problem was a victory

for the center. Yes, we are not allowed to do that to our

superiors, sir. This is not possible,

sir. This authority is central. We

can't get that from the government. Ee, I

think that shouldn't be done.

We are still ready, sir. We will carry out

your orders, please give us time to

complete them. Even though it is not

our authority, at least we can help with ideas,

concepts, etc. Then it was just

conveyed to your leader

because it wasn't this, we provided ideas,

provided solutions like this, like

this, like this. And that probably

happens to me often too regarding

those things. But at least

good communication, then what do we

respect and good hierarchy too.

What is the importance of hierarchy? Especially

in the world of transportation. Ee we also have to

know that

ee we have a leader above us.

Whatever the command is, we must

carry it out. Even though it doesn't suit

our hearts, we still do it.

But if there really isn't anything suitable,

we can provide input with

good humanistic ethics. That's the

one. The second is related to the terminal

on the system.

I previously informed you that the thermal on system was

initiated by Gen colleagues,

perhaps CPNS colleagues as well, and

thank God, this has contributed

greatly to the East Java Provincial Government.

I previously informed you that the

largest monthly PAD contributor related to

asset utilization is at the terminal,

which is IDR 10 million. It's not final, not

everything yet. ee and the plan at

Brawijaya Thermal in Banyuwangi is also what

we will implement, God willing,

this year, sir. Mr. Lutfi, we actually

have an obstacle, namely the

budget. But Genji Pak Lutfi, gen

and oh boy our money is not running. It's not

like that. We collaborate and

thank God, Bank Jatim ee is ready to

support the provision of

this equipment. Currently, we are still

communicating to make a cooperation agreement

with Bank Jatim,

asking for facilities to maximize

PAD potential. That actually also

makes things easier for fellow officers. If

possible, friends, please just give me a

crack ticket. If it's a terminal

system, you just have to sit quietly and

don't need a lot of human resources

involved. Maybe just one P

because it's all digitalized and

the hope is to lighten the

load on the terminal officers. That's the

main thing. The next thing is that many people are

retiring, many terminal colleagues

are retiring but the supply is not yet

available. That's why this tos is a

solution so that all of you colleagues are not

burdened by this system,

but are made easier by the existing system

. That's right, Mr. Lutfi.

Mr. Eko for the answer, Mr. Lutfi.

Thank you for your question. Please

kindly send your personal data to

our admin team for

exclusive merchandise delivery from BPSDM

East Java. Always stay healthy. Great

for Mr. Lutfi.

Ready. Okay, we will invite you.

Thank You.

Thank you, Mr. Li.

Thank You.

Thank you again, Mr. Lutfi. We

will invite the next questioner

from TSN Friends who are

joining us on Zoom this time.

Um, but before that, perhaps I would

also like to discuss this further

with Mr. Eko, okay? This is the

important point apart from the pick up

and also the step up, this is the scale up.

How can this existing solution be

scaled to a wider scope?

Often the problem we face

is that we have

blind spots. We feel that the solution we offer is the

best, right? Even

Nokia and Blackberry also

experienced the same problem so

they fell because they did not

innovate further. Eh, from

Mr. Eko's experience, how

can we find points of improvement

in every idea that we have initiated

and implemented well, Mr.

Eko.

Okay. Good. Indeed, an idea that can be

implemented is a source of pride

in itself. But we also have to be

humble if

our ideas or thoughts have the potential to be

improved and we can get

input from other people. Therefore,

for Genji colleagues and seniors,

perhaps if there are ideas and

input, we must accept them, we

must reflect on ourselves, we must also know

our shortcomings. If we act

alone, one person acting alone

to run the system is definitely not

possible. We need collaboration, input

from various elements and others.

The most basic thing is that we have to be

simple and accept,

accept criticism, suggestions, input from

other people. Don't be too selfish

about our ideas. Because the story was

like Nokia and Blackberry,

too focused on the system,

losing out to ee which was very good in the past,

losing out to current Android systems

.

In accordance with the statement that

Mr. Eko made at the end, he was

humble enough to learn. Yes, we always

consider ourselves to be the ones who need to

learn and listen to input from

others. Mr. Eko, thank you very much

for sharing your insights

with ASN friends throughout

Indonesia. Hopefully this knowledge is

useful. blessed and can be

implemented well for

all SN Friends throughout Indonesia.

Always stay healthy for Mr. Eko. We

meet again in the

next programs. Thank you, sir.

Thank You.

Okay, ASN Friends. We still have two other

sources of course with

other perspectives that you shouldn't

miss. So, don't go anywhere.

Stay tuned for the ASN learning webinar series 25 in

2026.

[music]

He.

[music]

[music]

[music]

[music]

You are back again to watch the

ASN learning webinar series 25 Energy in Diversity

collaboration between Epic Gen and Senior for

high-performance organizations. In

our second resource,

we've already heard

the perspective of the millennial generation, who are

closely aligned with Genzi,

talking about how Gen

can adapt and contribute

to the bureaucracy. Earlier we learned

how we can convey

our innovative ideas to our superiors. Then

how can we produce

innovative ideas that are impactful and also

user-oriented and include

innovative ideas that must be dialed up so

that they can be utilized more

widely by users. In this session,

we will learn how

we can lead through wisdom

by becoming bureaucratic orchestrators who

accelerate change. This time the material

will be delivered by the Deputy for

Human Resources for Apparatus at the Ministry of Administrative and Bureaucratic Reform,

who this time will be represented by Mr.

Rahmat Adrian Usip. MSC as a

policy analyst for the Deputy for Human Resources of the Ministry of Administrative and Bureaucratic Reform

[music]

and has been present with

all of us here. Mr. Rahmat. Good morning

towards afternoon, Mr. Rahmat.

Ready. Good morning, Mr. Lukman.

Good news, Mr. Rahmat.

Okay, Mr. Rahmat. This time we will

listen to the material for approximately 30

minutes, like the previous session. Later

we will enter the Q&A session. After that,

we invited Mr. Rahmat to

deliver his material. Please, sir.

Good. Hey, thank you sir for your time.

Ladies and gentlemen, asalamualaikum

warahmatullahi wabarakatuh.

Ee, I hope my voice can be heard

clearly and standardly. Respected

Head of BPSDM East Java Province,

Mr. Ramdi Ramlianto, SPMP.

Dear Deputy for

Personnel Management Development of the State Civil Service Agency

, Mr. Dr. Herman, M.Sc.

Dear Mr. Ito Eko Yuli

Saputro, STR. as a resource person

today. I also respect the

structural officials within the

East Java Provincial Government and the

government who are present today, and

also the participants who are present at the

25th series of PSDM PPR Jatim webinar

today. Ladies and gentlemen, ee ee, we

apologize in advance, Mr. Abagja

ee was pleased to attend earlier. However, due to

various reasons, we represent

Mr. Abah and God willing, what

we convey can be

well represented by what

Mr. Deputy means, especially between us,

regarding the impressions and messages related

to our learning

today and not reducing the essence of our

learning together today.

Ee

Sir, Madam whom I respect, ee we ee

talk about how ee synergy yes

collaboration ethics Genz and senior for

high-performance organization England. Hey, I

think this is what we call an issue that is

currently hot and today

we are also focusing on the

sub-theme of Lead with Wisdom,

how to become a bureaucratic orchestrator

that accelerates change. Well,

ladies and gentlemen, today

we should actually and hopefully

we have finished with the issues of

national integrity, global insight,

IT foreign languages, hospitality,

networking, and also entrepreneurship.

In the context of Smart ASN 2024, we

should be moving

into the context of Rob inclusive ASN until

2030.

Today, ladies and gentlemen, how can

we work together

to create an ASN that is adaptive, productive,

flexible, the four, then

responsive, eh technically savvy and also

eco-friendly. Well, this is until 2030,

which will be related to

[clears throat] Golden Indonesia 2045,

we want to create a

competitive ASN, one that is competitive, high-

risk decision maker. So, not only is

he an EE serving the public, but he is

also able to formulate issues well

and formulate solutions that are

truly solutive so that EE can

then fix problems in the public,

not just in the bureaucracy. how

ASN are proactive, enthusiastic and

so on. Then also being able to work

under pressure as we know

issues related to burn out and

so on are currently hot

today. Ladies and gentlemen,

if we learn from some of the most

advanced countries with the most

advanced bureaucracy in the world, in England there are things

called agile teams, agile teams, teams

that are not too big, but have a

short cycle. This team

focuses on public services, focusing on

improving the bureaucracy to be

simpler, clearer, and faster, which is

called government digital

services

through child teams. In Denmark we

know it by the name Borger.dk.

Eh, it is

one of the single portals that is quite

successful in the world besides Estonia

and several Scandinavian countries.

providing centralized ee services in

the context of the life cycle from

birth to

death. How

government institutions ensure that

they are present with portals that are

easy enough for the public to access. We

also learn from Finland, Finland is all

about co-creation and also human centric,

eh, it's called the Helsinki design lab.

So ee they designed a government

that was present directly in

concrete form,

holding rich wounds, workshops,

involving citizens, involving

government officials, NGOs, business people, and

others. Ee,

we can then study these contexts, even though in the

context of this heterogeneity issue, it is very

different from our country, which is quite

heterogeneous, a large country, an archipelago,

and so on.

So, the challenge for our bureaucracy

today and in the future, ladies and gentlemen,

is how we can then

form a new bureaucratic culture. An

active bureaucratic culture is no longer

passive. Flexible bureaucratic culture is

no longer rigid. But we still

pay attention to accountability so that

both can build

public trust. In the context of this accountability,

how can the public have the right

to sue us, but we also

have an obligation to be

responsible and transparent to the

public. Oh, another issue that is currently

developing is how

this digitalization revolution, what is it called IT, is

extraordinary today,

we are at least reducing the

digital competency gap individually

in the context of institutions and so on.

Then also how we

build policies based on data,

evidence and empathy. So it's not only

incremental, so it's always a patchwork,

but we also see what

issues are occurring, what the causes are,

and then we know the empirical evidence

that proves these things.

Then we can develop

alternative solutions and the

last one is to eliminate silos,

eliminate bureaucratic barriers,

eliminate sectoral egos and so on.

This is not only in the context of

institutions, not only in the context of uh

ee work units, but also interpersonal egos

. Well, later we will discuss

further how the generation gap

plays a role here, ladies and gentlemen. earlier, ee,

if we look at ee ee Mas Eko ee ee

Cito, ee, it's extraordinary, what

innovations have been carried out and

so on, and at least, ladies and gentlemen,

it can be felt directly

by the community. This is just one of the things

that ee often ee Minister also

combines is Mas Jaya Setiawan. This is an

inspiring civil servant in 2019. He

has various initiatives, one

of which is custom tig relations online. You

may be familiar with that.

how passengers fill out forms

digitally and so on. Then, he

initiated the school

projects involving dozens of young civil servants

to help educate and provide

school supplies to more than

2,000 children in North Sumatra, Banten

and Papua. And then, ladies

and gentlemen, we can see that ee the

presence of Mas Eko, Mas ee Jaya and

so on, ee provide examples

today that ee how ASN

personally can inspire,

can provide innovation, can help the

community and so on. So,

I think this is a matter of mindset, how

we can then jump in as

people who become innovators

in the context of meeting the needs of

society. Okay. Well, this is

one of them, if we look at the

demographic basis, the main issue

is that we see, ladies and gentlemen,

there is a gap, a generation gap, a

generational gap, which is quite

obvious, ladies and gentlemen. In the

bottom right table, we can see that today

more than 50% of our bureaucracy is

filled by millennial ASN-ISN, including 54% or

more than 3.7 million millennial ASN. If

we talk about ASN, this is PNS and P3 KIN. Then

35% of GEN X, 1% of baby boomers, that gene is

10%. Well, what's interesting here is that

if we read

Prof. Priono said that our bureaucracy is a

millennial bureaucracy that was combined by

him since, eh, I think a decade

ago, that we have a

democratic bonus in the context of the bureaucracy.

Similar to Indonesia, the bureaucratic bonus

seen here is that the number of

people in the context of the

productive workforce is greater than those who are

ee ee non-productive or are heading towards

non-productive or not yet ee not yet

productive.

So people who are

cognitively and psychomotorically productive

fill our bureaucracy

today. So if we

maximize this potential, ladies and gentlemen,

then we will have what is

called the

demographic culmination point of the

bureaucracy in the future, like that. So

we have to

maximize the potential of these people. Well, if we

look here, the gap between Gen Z

and the generations above them, at least

Gen X and also Bob Boomers, eh,

actually, the gap is quite

[clears throat] quite what do you call it? It's quite

big, huh? So, in the middle, the

millennial generation, if we look at it, is an

intermediary reactor. He

bridged [clears throat] the

millennial generation that gets

inheritance so the competence and

also what is called ee ee basis of behavior

that is passed down from generation X and also

BBER above. However, in terms of

technical competence, he also gained from the

digitalization of modern lifestyle behavior

that is currently being experienced

by Generation Z. So he can attract,

he can encourage. He can

pull up, he can ee he can

pull down, he can push

up. ee roughly what is it

called e the role of the millennial generation,

this bureaucracy, our

millennial bureaucracy, so ladies and gentlemen,

if we don't manage this, then each of

these generations ee will become

quite a big problem. Another issue that

we from the Ministry of PandB

need to convey is the ratio of

our ASN, ladies and gentlemen. Our

current ASN is almost 7 million people,

right? If we compare it with

productive work, it is at least 1

in 10 or 1 in 9, even

productive work that is not in formal employment.

Ladies and gentlemen. So, the potential for

social segregation if we are not

careful in dealing with the public, dealing with

society today, then the potential for

segregation is

great. So, one in 10 people who

work formally today is confirmed to be a

civil servant. So, ladies and gentlemen, in

public spaces and so on

as civil servants, we ask that we maintain our

behavior and attitudes and so

on because the potential for

horizontal conflict is quite high.

Okay. Well,

if we talk about the younger generation,

I imagine the younger generation to be

Genzet and also some theories still

say that some millennials are

still considered the younger generation.

If it's like that in the bureaucracy.

These young people, ladies and

gentlemen, are experiencing a paradigm shift

from a rigid bureaucracy to a

flexible bureaucracy.

Secondly, he is more of a protester for

inclusivity and diversity. Ah, this is

not about which group or

whatever, but it is about togetherness

and then we try to manage

this public bureaucracy together. Something like

that. then more quickly utilize

technology. Okay, this is the problem that

ee most often arises which then

creates a fairly large gap

between people who are considered to have taken

longer to learn about

digitalization compared to the

younger generation. Then,

this younger generation are people who are

considered more capable of adapting to

new things and so on. So, ladies

and gentlemen, if we study about the

old model of bureaucracy, yes,

the Weberian bureaucracy is a

machine bureaucracy, yes, a bureaucracy that comes

from structuralist schools of thought. So, for

example, if he becomes more

structuralist, the bureaucracy becomes more systematic,

then he will increase

to a certain point, the culminating point, as

mentioned by Prof. Agus Dianto eh

as a basic criticism of

Weberian bureaucracy ee it will be paradoxical

later there will be a point of hyperbole

bureaucracy hyperbole where

the order has reached its

culmination point and the bureaucracy's performance will

decline. Gen Z is below the

context of this hyperbolic point. So Gen Z

can spiral upwards because of

its flexibility, it can spiral

downwards. he can pull the goalkeeper

down or he can lift

the hyperbola point up. The millennial generation

is in the middle of this interesting

upward spiral. So our efforts

today are about how these three generations,

if we talk about millennials, are

millennials and Gen X, more or less.

How then is the intergenerational

flexibility in Gen Z, which was mentioned

earlier, the hyperbolic point, eh, below the

hyperbolic point, can be pulled by

Mona's regeneration and then

this culmination point, it doesn't go down

but it spirals up. Well,

ladies and gentlemen, there are some who

then talked about the

generational gap. If we look at it

theoretically, the foundation theory is Carl

Manheim, in the 1930s, who talked

about the Jep Generation. So it is said that

people who live in the

same generation usually have the

same mindset perspective because they experience

almost the same socio-historical events

. Something like that. So in the

90s it was then developed

in Straus H and so on, ee, they

said about what is it called, eh, the generation gap, what is it called,

ee, the terms

millennial, the term gen X, the term what is it

called, gen Z didn't exist at that time.

The terms baby boomers and so on.

Just now, ee Chin Point said something about the

2010s, saying that oh, ee,

millennials have this kind of mindset, what is it called,

Genzet has this kind of mindset

and so on. There has been a lot of

research discussing

how Genz

learns faster and adapts faster. Okay,

the context is that Genzet is

improving its competence faster. If we

talk about competence, it's

technical competence, right? If the

senior generation above them talks about

behavior, integrity, and me,

then in the end

they are usually more formal and this also has

more influence on the context of

accountability. Well, ee, these two things

that are currently feared are the

culmination point and then the

hyperbole, the zero sum. So if he is

generation ee, his accountability increases,

his flexibility decreases. As

flexibility increases, accountability

decreases. So,

what is the name of this intermediate? The solution that then ee

approximately ee bureaucracy remains

accountable but also he remains ee

flexible. Something like that. So,

ladies and gentlemen, we need to

combine the new value approach

with the values ​​that are already in place.

ASN management regulations must support

this generation gap difference. Then the

internal organization must accommodate

and adapt to what is called the

current generation gap.

The point [clears throat] is how the

context of accountability can be

passed down to juniors, the context of

flexibility can be passed down

to seniors, eh can be raised

to seniors. Something like that.

Okay, ladies and gentlemen. Today ASN

is ee ladies and gentlemen, we are not the only ee ee,

yes ee ee are the implementers today. The

role of ASN is also to be able to

adapt, think strategically, and continue

learning. It is

our duty to

keep learning, Sir, whatever

generation we are from. Well, here's the problem.

The problem is that eh eh many theories

say this. Well, that competence

must be improved through lifelong learning,

right? Then,

the intergenerational generation thinks that there is a

generation that thinks that

their competence has reached a dead end, and there is no

need to improve it any further. So what

I have to maintain is

his behavior. Ee I think ee this is the

ee ee misconception today. The

next generation must learn about

behavior and so on. Therefore, it is

also one of the competencies in the

managerial and socio-cultural context. So. ee the

generation above must then

learn technical competencies to continue to

adapt especially with the strong ee

digitalization today. So,

ladies and gentlemen, your digital literacy and technical skills must and need

[clears throat] to continue to be improved,

regardless of the generation. Then the ability to

think strategically and integratively.

Okay, the younger generation is indeed more

flexible, adapts faster,

learns faster in the context of

technological development, but the

comprehensiveness of their thinking is what is

then questioned by the generation

above, many ee many ee ee studies

say that they think more

comprehensively by seeing things from a

Hollyopter view, but then the

detailed context ee needs to be improved

. [clears throat] Then learning is

also ongoing, ladies and gentlemen.

So, don't stop learning with just

formal learning, for example, but also be

more experimental, be more

social learning, and so on,

that's also necessary. [clears throat] Okay,

besides that, now this important thing is

what is it called? eh, there is a lot that

should be passed down by the

previous generations regarding how the

basic values ​​of ASN with good morals can be

passed down, the code of ethics and code of conduct can

be maintained so that they can be

implemented and internalized

individually and institutionally. Okay.

How then does the institution

make efforts to

internalize the code of ethics of

behavior and also basic values ​​for

its ASN. Then, how about

our ISN as individuals, ladies and gentlemen, we

continue to learn to maintain it

and there is always a cost, yes, there is a cost

incurred to maintain the

code of ethics and behavior and also

basic values. for example, what are the costs

called ee ee that we call ee ee what are

the compensations

ee that may not be ee in the context of

money but for example ee ee

social relations ee horizontally or

vertically. But I believe that when

we maintain ee integrity, there is always a

price that we get.

Something like that.

Okay, from the culture of serving you

all today, I want to make sure that we do

n't just serve you

administratively, serving you in the context of your

daily work, but let's try to

think critically, okay?

What are the benefits of our presence,

at least to the

people closest to us

or to society in general? So

our orientation is towards the dynamics of

society's needs which are constantly

developing and constantly changing. So it's

not just a matter of us carrying out our

daily tasks, but how

these daily tasks

have a coalition with the dynamics of

development in society. The second

is that you have a proactive and

empathetic attitude. So, ee is not just

carrying out something that is then

dispositioned, ordered by superiors and

so on. In fact, in

our hearts, within ourselves, we are aware

that there are issues that

we have not yet touched upon. There are these issues that are

important but we don't get direction and

so on. So

we need to criticize these things too. Then

we ee ee ee need to have intervention in the

context of ee. The last

is a commitment to justice and

inclusivity. Make sure that all of you, ladies and gentlemen

, whoever you are, serve us.

Ladies and gentlemen, be it civil servants, members of the

public, and so on, make sure that

we always prioritize the principles of justice and inclusiveness so that we

don't talk about how

our work is completed, how we

can carry out our obligations, but rather about the

impact and also the principles that

we incorporate into the context of implementing

these obligations. Well, let's see

in the future, ladies and gentlemen, what

issues are developing

today, okay? Hey, if we look at

our explanation earlier, ladies and gentlemen, the

JEAP generation is not just about

mindset, it turns out there is also a question of competency

. So there is a generation [clears throat]

that has to learn about

managerial competency, socio-cultural competency,

integrity, accountability, and

so on. There is also a generation that must

learn technical

competencies that are constantly

developing at least in

society. Well, we see that

from the World Economic Forum, it became the

Future of Job Report, eh, he said

this, [snorts] there are several ee

in the next few years ee in the

future there are also several

competency models that are needed

in society, you know, from the development of

society. Today, one of

the competencies is analytical

thinking. So, this is

really about critical thinking. So, how

then, ladies and gentlemen, what I

said earlier, eh, we can capture the issue,

capture eh, the causative of that problem

. So the causative factor is the

cause of the issue and also

how we can then

overthrow alternative data-based solutions

and so on. The second is

technological literacy. So

our technological literacy ee ee various data

shows that ee is still not

very good, we need to improve it and

so on. Because ladies and gentlemen, if

we work today without being

able to interact with technology,

the work will become inefficient and

so on. These are the future competencies

we need. Then AI and also big

data. If in the past we talked about

using E and so on, it seemed that

it was close to ee ee shortcut strategy,

it seemed close to ee strategy

for what it's called

ee

yes, a strategy that is close to plagiarism

with laziness in thinking ee strategy that is

close to what it's called ee bureaucracy

that is lazy in developing ideas and

so on. But like this, AI, eh, big data

and so on should be a

tandem today. So he ee ee he is

like politics and democracy, right?

I guess he has to walk side by side like

that. AI must be able to be a

thinking friend. AI must be able to

support ee in the context of

carrying out our duties of serving the community

and so on. So, ladies and gentlemen,

we should be able to reduce or even

eliminate our allergies to AI. we utilize AI in the

context of sharpening ee the novelty of

ideas, sharpening innovation and so on

ee ee not then ee actually

increases ee the level of laziness too

ee something like that. So, let's see how your

competency develops in the future, ladies and

gentlemen. The novelties are

growing. If we look at ee here,

ee is talking about the competencies that will

be needed in the future, that is with the

issues that ee is currently experiencing among

GenZ friends, including the issue of burnout, the issue of

resilience, which eh later the Minister of Administrative and Bureaucratic Reform

is currently discussing ee competencies in the future,

there is also an issue about artist

and also resilience, motivation, self-

awareness eh and so on. This is

not about him reducing procedurality

and bureaucratic formalities but about

how he can spirally

lift

those formalities while being accompanied by

flexibility, so he

has to be able to go hand in hand so that

what is called bureaucracy does not reach

its culmination point and then go

down. Well, the problem is that many

bureaucracies in Indonesia have not reached

their culmination point and then go down, that's more or

less it. So this is what

we then have to think about together.

Likewise, ladies and gentlemen, if we

look at the potential for future jobs,

it is the potential related

to the development of technology and

creative thinking. So, the demand for

big data specialists is increasing, the demand for

fintech engineers is increasing, the demand for AI

machine learning specialists is

increasing, and so on. On

the other hand, ladies and gentlemen,

formal face-to-face work has decreased,

one of which is drastic, for example,

postal service clerks and also bank

tellers, things related

to that, ticket cashiers, data entry,

printing, administrative

circumstances and so on, those have

decreased. Well, so here we see

that. becoming ee the development of competencies

in the future and also the decline in the types of

jobs in the future, this creates a

gap like that. So let's see

if we are still

stable with our current competencies

, and don't want to learn further,

what we currently think about IT, big

data and so on is far from the

scope of our work today. Ee I

think we should ask ourselves, 10 or 15

years from now, will

our existence in the bureaucracy still be needed or not

? So yes, learning

must be continuous and also

adaptive. He is adaptive to ee ee

changes and also new things. Yes. There are

several mindsets that we must

maintain, ladies and gentlemen. One

we are adaptive to changes and

so on. Then think systemically,

ladies and gentlemen, not sectorally anymore. There is big

data I and so on. It is quite easy for

us to think critically and

comprehensively today.

Then focus on the impact,

not on the routines I mentioned

earlier. not only do we

procedurally complete dispositions and

so on then but we can

think more strategically than

that. That's about it. Well, today's bureaucrats

, ladies and gentlemen,

I represent the millennial generation,

our colleagues from GenZ and also eh

GenX, and also ladies and gentlemen

in the bureaucratic structure. One, we

should be able to think

innovatively in the context of formulating

public policy. Ee especially me

as a policy analyst. Innovation

in our context captures the issue of ee

mapping the cause of the problem

, then providing alternative

solutions based on data, then ee ee

evidence and also the references must be

broad, must be comprehensive. use

some AI tools, big data and

so on. not in the context of being lazy

or using shortcuts to plagiarism,

but as a reference, it is

important so that understanding data and

technology is a must for

all of you today. Well, if we

can

learn what actual

competence is, then I think

collaboration between generations can be

well established.

Well, collaborative

leaders and so on will emerge so that we

can enter the context of the EE bureaucracy in the

EE digital transformation era, where

if we learn from Denmark,

Finland, and Estonia, digitalization

starts from when a person is born

until they die. So this is

already a must, ladies

and gentlemen, we must be open

not only in terms of institutions

but also personally, we

must learn to be more objective and

open. In this context, young civil servants

can become accelerators of

digital usage in the bureaucracy. Ladies and gentlemen

. So, fellow young ASN,

don't be passive, but try to

accelerate yourself,

accelerate the use of technology and

so on. Then become a change

agent in government. Ee, keep

trying to learn what

I ee, what we ee

discussed earlier about accountability,

responsibility, integrity,

behavior and so on. ee more than

that, ladies and gentlemen ee colleagues,

we all manage it together, ee the

use of technology development

to accelerate the institution

as a whole, ee share

that knowledge with all generations,

then maintain integrity and morals,

eh eh values, as

guardians of the state. Because of that, then the

ee actually becomes

the most important in this context.

Then become a

continuous learner. Don't be

satisfied with what you have

now. But that learning is a

learning that lasts a lifetime.

Then a bridge of communication across

generations. especially if we look at

the demographics of our bureaucracy,

the millennial generation should be able to become an

intermediary reactor. He can get it from

above, he can also get it from below. So

if we uh what's it called? Returning

to K Manhim's theory,

that generation has the same mindset because

they face the same socio-historical events, the

millennial generation

should be

influenced by the

bureaucratic formalities of generation X and

baby boomers, but they can also experience the

contexts of flexibility and

adaptability experienced by

generation Z. So they can become what is

called an intermediary actor there.

Then also generation Z as the

millennial generation and also generation Z ee

as the driving force of collaboration which

of course then in a

more structuralist context, ee,

ladies and gentlemen from Generation X and

also BB Mars who can also ee

drive this. ee a few things ladies and

gentlemen. 2045 PJPN we want

to realize the people who were mentioned earlier, eh,

from the senior generation, integrity, ee,

generation Z, it's about

adaptive adaptability and also the important issue for

these two generations is that competence remains a

non-negotiable price, ladies and gentlemen.

So, these three things, these are actually

why it is important for us to

include them in our RPJPN to face

the challenges of technology,

technological developments,

our population continues to grow, how we

can then take advantage of

our geoeconomic demigration bonus today,

global issues, geopolitical issues are

getting hotter and so on, and also

environmental issues

.

role in the context of digital leadership.

Ladies and gentlemen, we must

be the main drivers of change, whatever the

generation. Then encourage

digital openness and inclusivity, ladies and

gentlemen. Ee so ee ee need to be

technology literate and also ensure

that this technology is comprehensively

used by all individuals in the

institution. Then build a

digital culture that is safe and

responsible. So,

there are also ethics in utilizing technology. That's what

we need to remember. Another thing, ladies and

gentlemen, that we need to discuss in

this final opportunity is

how to create a safe bureaucracy

for ASN, the issue of burnout, the issue of resilience

and so on. These are the issues

faced by Genzet bureaucrats

today, ladies and

gentlemen, especially those in the structural ee who then

ee ee ee have a view to capture this

. So psychological safety ee

psychological safety is important. What's

that? Psychological safety is when you

ensure that in your work unit

people can speak up, can

say anything without fear, can

ask for

help, support, without

hesitation, and then admit mistakes without

fear of being punished. then

people who ee can ee have ee

respect for ee ee differences

especially differences of opinion and

so on.

Okay. Why is

psychological safety important? So,

ladies and gentlemen, let's see what kind of

work environment each of you currently works in. The one

on the left is the psychological

safety level.

What are the expectations for the one on the right? If you

work, it

seems psychologically unsafe. Ee

then the work expectations remain with

you, ladies and gentlemen, and the

apti zone is low motivation,

low engagement and so on.

If you feel very comfortable

, you can say anything

and so on, your boss is comfortable and

so on, your coworkers are comfortable and

so on, but your work expectations

for you and your mother on a daily basis are

low. Actually, today, Sir, Madam, you

are in your comfort zone, a comfortable zone

, a zone where you have low efficiency, a

zone where you have what is called change

towards newness, towards what is called

ee ee increasing competence and

so on, that is actually low. Sir,

Madam are in the convert zone. If

the expectations of father and mother today

are very high, so the work is

excessive and so on, the reward is

not much and so on. Then, regarding

the level of psychological safety,

psychological safety in the work unit, just take it into account

and so on, just be responsible and

so on, Sir, Madam. It's in the

anxiety zone. So, creativity is

low, anxiety is high, and

so on. This is by Edmonson, eh, there is

a lot of Edmonson literature and

so on that says that you

have been developing this for about 3 decades

. If your expectations are

high but your psychological security

is also high, you are in the

performance zone or competitive zone.

So people who want to learn high

efficiency, innovation always have

high engagement and so on. that's the

performance zone. Well, that's what

we called bureaucracy at its

culmination.

Okay, with your permission, TSN friends, we

will try to follow up again. Mr. Rahmat,

can you hear our voices? It

was interrupted earlier, Mr. Rahmat. Okay, ee

ready e. Hello.

I have heard this, Mr. Rahmat. It's already

heard clearly. That was the last

discussion on the performance zone blog from the

psychological session.

Okay, performance zone, yeah. Oh, I'm sorry

. It's

okay.

So eh ladies and gentlemen, eh at

John's performance. So, if you are a high

learner, if your expectations are

high, and

your psychological security is also high,

then you will enter the performance

zone or competitive zone. As

I said earlier, the culmination of bureaucracy is

not a downward trend, but rather all generations

spiral upwards, ultimately leading to the

welfare of society. That's the name of

this perp, which I

apologize for once again to all

SBAT TSN throughout Indonesia.

Our speaker recently experienced

operational issues. It seems like the signal is still blocking it

. ee summarizes what was

Okay, it's

reconnected. Excuse me, Mr.

Rahmat.

Hello.

Hello.

Ready. Ready.

Ready.

Ready. Ready. Hey okay, I'll

try turning off the video for a moment so the slides can be finished

. Okay.

Hey, if you get punished,

eh, if you make a mistake, you will

only get punished or you will get a

lesson. Second, is there openness

in the work team between ee or what?

between individuals then ee with superiors

and so on. Ladies and Gentlemen, are you accepting those

who have

different opinions and so on

well or not?

Is it safe to take risks,

for example, there are innovations and so on, is it safe

or not, ladies and gentlemen, to

take risks, ee, then ee,

is there fairness in support for new ideas and so on, and is

there also

appropriate appreciation or not in the work unit. So

these seven items can see whether

psychological security in your work unit is

working or not.

One example is like this, in

bureaucracy, the person who conveys

an idea is usually the person who is ordered

to implement the idea, so

conveying the idea becomes a burden, a

burden.

Psychological safety, eh

ee, in studies should not be like that,

ladies and gentlemen. So,

anyone can convey the idea. Then let's

try to discuss together how,

in practice, the idea can be

implemented so that we

entered the context of performance, where people are not

afraid to convey new things,

convey innovations and also ideas. Ee

I think ee that's ee what I can

say for now ee ee today. I'll

return it to the moderator. Thank You.

[music]

Thank you very much, Mr. Rahmat, for

your presentation. That's how it is. And while

we also invite ASN friends

who want to ask questions to

our second resource person this time. We invite

those of you who are members of Zoom to

activate the raise hand feature, or

those of you who are members of YouTube to

write questions in the

comments column or chat column like that.

Mr. Rahmat. May I have a moment to discuss what

you said earlier? What is interesting is that

one of the challenges of bureaucracy is

building a culture. Mr. Rah also

mentioned earlier that the

main point is how we can

balance accountability and

flexibility like that. So,

what can Mr. Rahmat actually do

for these Genzis who are often

perceived as agile

and adaptive people. But on the one hand,

Gen X and also this senior generation,

they are often resistant

to change. On the one hand, it was

also mentioned that

this work behavior is also related to

their past life experiences

which shape their mindset at

work. Does this mean that it is

inevitable for us to be able to balance

between accountability and flexibility?

If possible, what is

being done in the real context at the Ministry of Administrative and Bureaucratic Reform, Sir, to

balance these two dimensions, Sir?

Yes, ee ee actually the role of the leader is

ultimately the most important, sir.

So, if we talk about

psychological safety, eh, in

today's developments, leaders are the

most important. So, how does he

set the purpose like that? So how does he

determine that ee that ee

psychological safety between generations

ee can convey new ideas

and so on, can convey what is

called ee ee mindset brought to

formal and internal forums that

can be comfortably conveyed ee

in the end ee the most

influential leader in that context.

So, the question then is

which generation is this leader from? Is he

also stiff or is he actually from a

more flexible generation? Eh, one leader

is important. The second is

continuous learning. If we

said earlier, ee, then the generation gap is

actually if we can narrow it down

in the context of the competency gap, ee, then

ee, continuous learning, those at the

top are learning about the context of

adaptability to new technology

and so on, those at the bottom are also

learning in the context of what are

called competencies that are deeper

in the context of behavior. So

integrity becomes important and

so on. So both of them have to

ee ee ee study ee

those contexts. Well, I remember what

Mas Eko said earlier that eh,

maybe it's like this, maybe ee,

one of them or just take the example of Generation

Z, they only play on one site, eh,

namely the context of

adaptive technical competencies, without

showing that okay, I've already

studied about behavior,

integrity, and so on. So, ee,

indeed, ee, in ee doing anything,

acceleration, novelty, innovation and

so on, the ethical context

remains important. Well, the

advice is to keep studying

continuously. Convey

these innovations but still

pay attention to the context of behavior and

ethics. Because that then

leads to intergenerational acceptance of

behavior and ethics. I think so,

sir. Thank you, Mr. Rahmat. So,

there are two important keys: the

leader and the organization's mindset of

continuous learning,

so that everyone is open

to change. Thanks

again for the interesting perspective. Once

again, we invite all ASN friends

who want to ask questions. If you want to

ask, you can activate the

resend feature or you can also write

questions in the chat column on

BPSDMJM TV YouTube. This time, joining

us all here is

Mrs. Tias from Blitar. Good afternoon,

Mrs. Tias.

Good afternoon, sir. Okay, Mrs. Tias,

maybe you can first convey the

origin of the agency, then please

convey your question, Mrs. Tias.

Yes Good. Hey, good afternoon.

Thank you for the opportunity.

I am Tias from the Communication and Information Service,

Blitar Regency. Mr. Rahmat. Yes.

Hey, there's one question I'd like to

ask. It was previously stated that

boomers only make up 1%

of our tens of percent of

ASN

when it comes to psychological

safety matters. Well, this is my experience

in my agency. Well, these boomers

actually became the trigger.

Permission yes I use maybe ee I am

not actually offending. I'm just

stating the real fact that they are

actually the trigger, the

stumbling block. Because of what? Because yes, that's why it's

resistant to

change. Not to mention thinking that I'm

already a senior, why is my boss

such a small child?