Analyzing Strategic Agility in Indonesian Public Sector Organizations: A Case Study of LLDIKTI Region XVI

Abstract

Rapid changes in the strategic environment—characterized by dynamic public policies, ongoing bureaucratic reform agendas, increasing demands for accountability, and accelerated digital transformation—require public sector organizations in Indonesia to develop a high level of adaptive capability. In this context, strategic agility emerges as a relevant strategic approach for enhancing the responsiveness and performance effectiveness of public organizations. This study aims to analyze the implementation of strategic agility in Indonesian public sector organizations through a case study of LLDIKTI Region XVI, an institution that plays a strategic role in the governance of higher education. This study adopts a qualitative approach using a case study method. Data were collected through in-depth interviews, observations, and document analysis. The findings indicate that strategic agility at LLDIKTI Region XVI is reflected in the organization’s ability to detect and respond to changes in higher education policies (strategic sensitivity), the presence of leadership alignment in strategic decision-making (leadership unity), and limited flexibility in resource management (resource fluidity), which has begun to be strengthened through the use of digital technologies. Nevertheless, the implementation of strategic agility continues to face structural constraints, including hierarchical bureaucracy, regulatory rigidity, and limited human resource capacity. This study contributes theoretically by extending the application of the strategic agility concept within the context of public administration in developing countries, and practically by providing insights for policy formulation and the strengthening of adaptive public sector governance in Indonesia.