EVALUASI PENGGUNAAN KOTTER’S CHANGE MANAGEMENT MODEL DALAM PROSES DELAYERING PADA ORGANISASI PUBLIK (STUDI KASUS PADA BADAN KEBIJAKAN FISKAL, KEMENTERIAN KEUANGAN)

Abstract

The Fiscal Policy Agency - Ministry of Finance (BKF) is a public institution in Indonesia that underwent organizational delayering in 2019. Delayering is an effort to streamline the bureaucratic structure aimed at improving organizational efficiency and effectiveness. This research examines the effectiveness of Kotter's 8 Step Change Model in the delayering process at BKF. A qualitative approach was employed, with data collected through in- depth interviews with key actors involved in BKF's organizational delayering process. The analysis results show that the delayering or organizational transformation process at BKF effectively implemented the stages of Kotter's change management model. The key findings reveal that the success of delayering largely depends on the strong will of the organization's top leadership. Open communication between leaders at all levels and their subordinates regarding the urgency of change is crucial. The implementation of organizational transformation must also be carried out systematically. The active participation of key figures in each phase of change management has been shown to have a significant impact on ensuring the success of the process. This study concludes that Kotter's 8 Step Change Model is an effective framework for supporting organizational transformation in the public sector, particularly in the context of delayering at BKF. These findings provide valuable insights for other government institutions planning similar transformations and contribute to the development of change management theory in the context of the public sector in Indonesia.