Imagine a nation with a hidden reservoir of talent dispersed across the globe, eager to contribute to its homeland’s advancement. This is the reality of Indonesia, whose diaspora, numbering at least nine million, holds immense potential for national development. The Ministry of Youth and Sports of the Republic of Indonesia (Kemenpora RI) has demonstrated how effectively managing this diaspora can yield substantial benefits, particularly in sports. However, this approach can be extended to other strategic sectors, such as STEM (science, technology, engineering, and mathematics). By leveraging strategic management principles, Indonesia can harness the talents of its diaspora to achieve the Vision of Indonesia Emas 2045.
The Indonesian diaspora, akin to a global treasure trove, represents a significant asset for national progress. Historically, diasporas have played crucial roles in their homelands’ development. From the Jewish and Armenian diasporas to the modern-day Indian and Chinese communities, the spread of ethnic groups has often translated into substantial economic and cultural contributions to their countries of origin. For Indonesia, the diaspora’s potential is no less significant.
The success of Kemenpora RI in identifying and utilizing diaspora athletes serves as a concrete example of this potential. Since the inauguration of Minister Dito Ariotedjo in April 2023, the ministry has strategically managed diaspora athletes to enhance Indonesia’s sports achievements. This approach involved a comprehensive strategic management process: environmental analysis, strategy formulation, implementation, and evaluation. The results were impressive, with over 600 diaspora athletes identified across more than ten sports branches within a year, significantly contributing to Indonesia’s performance in international competitions.
This strategic management framework can be applied more broadly. The first step is establishing a Presidential Special Task Force for Diaspora Affairs. This task force would coordinate diaspora-related policies and programs, develop a comprehensive and dynamic diaspora database, and design strategic initiatives to leverage diaspora talents. The task force would act as a bridge, facilitating knowledge and technology transfer from the diaspora to Indonesia, akin to a matchmaking service for national development.
To illustrate the strategic management process, consider the example of diaspora athletes. The first step, strategic analysis, involved an environmental scan to assess the global distribution and quality of Indonesian diaspora athletes. This analysis revealed a diverse and high-potential pool of athletes, trained in advanced sports systems and infrastructures. The next step, strategy formulation, focused on creating a comprehensive database of these athletes, with a vision to synergize the best talents from both within and outside Indonesia.
The implementation phase involved operational planning, data collection, and verification processes, with a target of identifying at least three athletes per week. This phase also emphasized resource allocation, utilizing low-cost methods like open-source research and voluntary submissions. Finally, the control and evaluation phase assessed the quality and performance of the identified athletes, tracking their integration and impact on Indonesia’s sports achievements.
Extending this framework to STEM fields could revolutionize Indonesia’s approach to national development. The Indonesian diaspora includes a significant number of professionals in science, technology, engineering, and mathematics. By applying the same strategic management principles, Indonesia can identify, engage, and integrate these professionals into national projects and initiatives.
For instance, a dynamic database of STEM professionals could be developed, focusing on those with the skills and expertise needed for Indonesia’s key development projects. Strategic initiatives could include partnerships with international research institutions, joint ventures with global tech companies, and knowledge exchange programs. These initiatives would not only enhance Indonesia’s technological capabilities but also foster innovation and entrepreneurship.
Moreover, the establishment of a Special Presidential Envoy on Diaspora could further streamline these efforts. This envoy would have the diplomatic agility to reach out to talented diaspora members and interact with stakeholders in Indonesia. By building strong networks and fostering collaboration, the envoy could ensure that diaspora talents are effectively utilized for national progress.
The case of the Indonesian Diaspora Card (KMILN) launched in 2017 by the Ministry of Foreign Affairs highlights the importance of strategic management. Despite good intentions, the KMILN failed to gain traction due to a lack of deep understanding of the diaspora’s needs and inadequate strategic formulation and implementation. This underscores the necessity of a well-coordinated and strategic approach to diaspora management.
In conclusion, the Indonesian diaspora represents a vast, underutilized resource that, if strategically managed, can significantly contribute to national development. The success of Kemenpora’s diaspora athlete program provides a model that can be replicated across other sectors, particularly STEM. By establishing a Presidential Special Task Force for Diaspora Affairs and a Special Presidential Envoy on Diaspora, Indonesia can create a cohesive and dynamic strategy to harness the talents of its global citizens. This approach will not only drive national progress but also ensure that the Indonesian diaspora remains a valuable asset in realizing the Vision of Indonesia Emas 2045.
*This article is a shorter version of Strategic Management of Indonesian Diaspora: Optimizing Talent for Indonesia’s Progress
