1. Reimagine What UI Can Do
A new approach to achieve the BEM UI that we deserve.
Mark IV
M. Risky Altaresh1*
, M. Raihan Setiawan1
, Leonard Kusuma1
, Rendi Chevi1
, Anggie Wijaya1
, Ikhwanul Ghazy2
,
Camar L. Maulana2
, Jidan Y. Zenadin^
1 Author
2 Resourceful Insght
^ Editor
* Corresponding Author
5. PROLOGUE
Let’s contemplate a while. It’s been 21 years since we were born.
Apparently it’s the same age with Indonesian Reformation. Things
surely have changed. From our phones, transportation, into the way
we consume our needs. But has it really all changed, yet?
6. Every single year, every great people have tried or at least said that
they will change BEM UI as we know it. Some changed things for
good. Some, unfortunately, not. But still, it feels like we all have long
been searching for something. And here we are.
7. Insanity is doing the same thing over
and over again and expecting a
different result.
Albert Einstein
8. We want to offer you the greatest tectonic shift of BEM UI since BEM UI
existed. A completely different approach to revolutionize BEM UI from the
ground up, not just sugar coat the covers. We believe that we must reform
ourselves first before we asked a reformation in this country. To be able to
reform, we must courageously reimagine of what we’re all capable of
doing, of whom we really are.
10. First Challenge
The way we operate organization is getting slower and less adaptive
We should change the way we operate organization. Study shows, there are three
paths for us to achieve that change (slide 12);
1. Change in the internal operational processes → norms and procedures change;
this is the smallest wheel, easy to move but of limited effectiveness
2. Change in the structures → instruments and people change
3. Change in the culture → cognitive models, attitudes, and behavior change; this
is the largest and slowest wheel, with small movements that produce great
changes
11. ● Culture changes is often seen as either the key
issue to be changed or something that is
crucial to take seriously into account in order to
make change possible, and as Carl-Henrik
Svanberg, Chairman of Volvo Group, said that
“culture always defeats strategy” in terms of the
possibility of accomplishing change.
● In terms of countering this challenge, at BEM
UI itself, we aim to be a role model of student
organization in UI and Indonesia, firstly by
taking some online tools at maximum notch to
increase productivity and decrease
communication blocker.
Our aim is to synergize those three paths for making a
good and legit cook of change at BEM UI. The wheels of
change operate in social systems at all levels, producing a
recursive movement.
12. Second Challenge
Students are lacking of identity
Ross et al. has revealed that self-identity is one of the most important factors
contributing to career success on certain demographic in certain areas in the
world. This statement conclude that self-identity has an impact regarding the
implication to the future career of an individual.
Next study conducted by Judith et al. concluded that one of the most impactful
factors that affects self-identity is they are lack of trying something if its not
suitable in their sight. In that study, they investigated that students tend to blame
the external factors like task difficulty, luck, the amount of work assigned, as well
as teaching quality because they are not trying enough to understand that
factors.
13. Moreover, we ourselves are also tend to stay at our sweet spot rather than trying all
coming opportunities. This case is excel if we enjoy it since the first time take place,
we could become the expert at the end. BUT, the problem comes when we are not
enjoying it and we tend to force ourselves to do that. Yes, we could tend to do what
we should do, instead of doing what we want. Or we do not know what we want?
Irony isn’t it?
14. We, at BEM UI are trying to solve this identity crisis issue by aiming to enable the
majority of students to discover their sincere potentials and purpose. Next, we are
taking the fulfillment of student needs in order to actualize themselves through our
departments and bureau as our key result in this case.
On Maslow’s Hierarchy of Needs, self-actualization is at the top of the hierarchy.
Means, if we want to realize the self-actualization part (as in BEM UI itself realized as
many projects like OLIM, UIAW, OIM, etc. that meet the demand of actualization), we
should fulfill the part below (esteem needs to the psychological needs). Lasty, again
we will fulfill that needs to support the self actualization part by implementing many
projects and acting some key functions of BEM UI for our customers (team,
constituent, and Indonesia).
15. Third Challenge
International, national, and local problems-worth-solving are waiting to be overcome
Climate crisis, economic recession, “7+1 tuntutan #ReformasiDikorupsi”, omnibus
law, mental health issue, “BPJS” issue, Depok Mayor election, rise of “Biaya
Pendidikan” issue, UI’s new Rector political pledge, as well as free smoking area
issue are waiting for us to be solved as they can’t fix themselves. We are the right
people in the right generation to solve these issues as study reveals that our
generation is the best generation for solving many challenges at once. We just
need to be in the right place to solve these challenges mentioned above. In our
sense, BEM UI is. Because BEM UI is the most dynamic yet moderate and the
biggest platform in UI to develop.
16. In UI itself we are completely KNOW, there are a bunch of groups and communities
that have their own great movement at their own certain concern who is NOT AT
BEM UI. Collaboration is our proposal. As we in BEM UI, we need collaborations
with them to be a catalyst of solutions in local, national, and global scale
challenges. In terms of achieving this goal, we should connect with 500+ strategic
partners (it can be anything, for sure) that related to the area of challenge.
Furthermore, for the next step we should construct a sustainable partnerships with
each of them.
17. Why Do We Want to Start
It is clear for us that we can’t do everything on our own. As more and
more diversity and complexity happened in our student society, BEM
UI can’t stand as a centralized and know-it-all organization anymore.
People must be independently empowered to move forward. But with
the very limited resources that we have, how?
18. What Do We Want to Start
People need something to believe in. It is not the instruction or program from
organization that could change us. It is the faith that everyone deserves a
freedom to try, freedom to fail and learn from their mistakes. That’s the faith
we believe in, that’s the symbol we want to become.
If we can have a place safe enough for people to be their natural best and
offers opportunities to grow, we are sure that we will move forward.
19. Vision
A BEM that empowers people to do more.
We can only be successful if more people are successfully give their best,
not afraid to try something worth, and spread more impacts to the world.
20. Who Are We?
Ares is an originalist, a non-conformist that will always challenge the status quo if necessary.
His track record when he became Head of OSIS SMA Negeri Unggulan M.H.Thamrin,
Project Officer PSAF MIPA UI, President of StudentsCatalyst Jakarta, and Head Department
of Pemberdayaan dan Inovasi Mahasiswa BEM UI 2019 are a little proof of his commitment
in bringing people to their best just like some people that inspires him.
21. Who Are We?
Camar is a person who believe that every person is kind, and by the time always try to be a
better one. As a Head of Community Service and Environment Department of Faculty
Humanities Executive Student Board in 2018, and Head of Social Community Department
of Universitas Indonesia Executive Student Board in 2019, also The Most Outstanding
Student chapter Community Service of Faculty Humanities in 2018, there are certainty
some how he actualized his humanity and inspire others.
22. In conclusion, Ares gives new meaning to BEM UI
while Camar makes sure no one gets left behind.
Ares | FMIPA
Calon Ketua BEM UI
2020
Camar | FIB
Calon Wakil Ketua
BEM UI 2020
25. BEM UI Relevance
BEM UI is still relevant as long as they can fulfill the needs of students (Maslow’s Hierarchy of Needs), at least in a
certain level. What we mean with relevant here is that it can still provide answers for the contemporary issues and
struggles students face.
In the first and second needs of Maslow hierarchy, BEM UI help students to fulfill it through the scholarship that
we give out. The third needs may not be fulfilled inherently through the program that BEM UI created, but it can
be flourished through the platform we provide for them to make meaningful connections, through the committee
we built in making friends and longlasting companion. At the very least, they can have a community or place they
can call home.
The last two higher needs, esteem and self actualization, will be manifested and explored through all the
opportunity, facilitation, program, platform, and everything we work on in BEM. They can build up their self
esteem, elevate their reputation, make a good name out of themselves, practice their competence, maximize their
potential, explore their passion, actualize themselves in all the program we have created and conducted for them.
We believe if we hold on to this basic principle on making an impact and usefulness, BEM will always be relevant.
26. Key Strategies
Get The Right Team and Be Right for The Team
Master The Right Tools
Be Obsessed with Customer’s Experience
27. Get The Right Team and Be Right for The Team
Everyday we talked about what an organization
should do or become. But what we always
overlook is this so-called agents of change is
managed by people. In fact, almost every single
problem that any student organizations
encountered is rooted into human problem.
Month 1 a 3 4 5 6 7 8 9 10 11 12
Phase Probation Experiment & Investment
Key Criteria for the team:
● Can we have a good relationship?
● Do you have validated knowledge
regarding your roles?
● Can you overcome your challenges?
● Do you have a sincere dedication in
your heart?
We divided our phase into 3: probation where people are not just getting to know each other,
but also getting trained with experts that has done real impacts; experiment where people
tested their programs/product, learn from the data, and try to have improvements each time;
investment where they prepared the cultivation of their regeneration.
28. Master The Right Tools
OKR | Objectives and Key Results
A simple tool to create alignment and
engagement around measurable goals used by
most impactful organizations in the world.
Digital Management Tools
29. Why OKR? According to Lattice.com
KEEP YOUR COMPANY ALIGNED
OKRs connect individual and team performance
back to the shared company objectives, so
management knows everyone is moving in the
same direction.
FOCUS ON WHAT MATTERS
The OKR model recommends 3-5 objectives for
each level of an organization, which forces
companies and employees to prioritize the
objectives that will have the greatest impact on the
company.
INCREASE TRANSPARENCY
OKRs enable an organization to have a transparent
culture, as everyone knows how each team and
individual is planning to make an impact.
EMPOWER YOUR PEOPLE
Increased visibility gives everyone the context
they need to make the best decision and shows
the employee the impact of their work.
MEASURING STICK FOR PROGRESS
OKRs illustrate how far along individuals, teams,
and the overall company are in accomplishing the
shared company mission.
ACCOMPLISH THE UNEXPECTED
OKRs are meant to be stretched - just beyond
the threshold of what seems possible - so
companies can achieve remarkable results.
31. Objectives
Initiate problem-oriented, agile,
and adaptive students organization
in UI and Indonesia.
Key Results
● Utilize design thinking
methodology to formulate work
programs and iterative design
process to evaluate work
programs.
● Utilize digital management
tools as work program’s
organizer and communication
tools.
First Objective and Key Results
*We use Design Thinking Methodology as the main reference
32. Objectives
Fulfill students’ financial,
healthcare, and accomplishment
needs so they can achieve
“self-actualization”
Key Results
● Secure UI students with financial
needs via Beasiswa Influencer
UI
● Secure UI students with health
needs by appointing UI as their
health institution referral.
● Accelerate all of UI students’
talent and accomplishment
via formulated work programs.
*We use Maslow’s Hierarchy of Needs as the main reference.
Second Objective and Key Results
33. Objectives
Catalyze the development of
solution for local, national, and
global scale challenges and
problems.
Key Results
● Validate 50 local, national, or
global problems via literature
or field research.
● Achieve 100 strategic partners
related to the area of validated
problems.
● Derive solutions of validated
problems via formulated work
programs.
Third Objective and Key Results
34. Have you ever felt so tired using LINE
as a chatbot for literally everything?
● Slack is used by all
fast-paced company
around the worlds.
● It uses channels system
instead of groups/multi
chats so more collaboration
could happen.
● Slack is more intuitive for
working projects and
sharing informations.
35. Have you ever wondered why people are so
unreliable and forgetful?
Finding hard times to have meetings?
Still sending your files through LINE to finish
documents?
With Google Calendar, you can set schedule of your team and your personal
agendas. Time will be more respected!
If it’s about making progress while respecting people’s priority, Google
Hangout will provide access to communicate from far while people can share
their laptop’s screen. Just like real presentation, only less energy and time
wasted.
It’s sound so simple, but apparently most people still send PPT/Word through
their chatbot. With Google Slides and Docs, you can work collaboratively in
real time, without wasting your mobile data and memory.
36. Be Obsessed with Customer’s Experience
Team
Partners
UI Students
& Society
Stakeholders
Our CustomersUX Honeycomb
We believe a great
customer experience
and relationship will
create a sustainable
impacts for all the
people involved. We can
use User Experience
Honeycomb theory as a
reference of doing
everything we do.
37. Be Obsessed with Customer’s Experience
To solve what matters, it’s important
to have design thinking as a mindset
and method to apply a
product/program/project. Because it
tells us that there’s no success or
failure. There is just improvement or
lesson learned.
39. Key Products
Open
Innovation
Lab
UI Impact
Makers
Beasiswa
Influencer
UI
The first scholarship
platform that connects UI
influencers and students
who need financial
support through
crowdfunding.
Peer-to-peer startup
accelerator that focuses
on creating successful
companies before
graduation.
Adapted from Young
Leaders for Indonesia by
McKinsey to sustain UI
leaders regeneration.
40. Key Issues
● Pemilihan Walikota Depok
● 7 + 1 #ReformasiDikorupsi
● Biaya Pendidikan
● Hak atas kota dan lingkungan
● BPJS
● Mental Health
● Pendidikan Berkualitas untuk Semua
● Lingkungan Berkelanjutan
41. Key Partners
Campus level
1. Faculty level BEM (IKM UI
Summit)
2. Paguyuban
3. Rectorat and its
subordinates
4. ShareUI
5. StudentsCatalyst
External
1. Ravenry
2. Kitabisa
3. Gojek
4. Nodeflux
5. McKinsey
6. Communities and NGOs
43. Tim Audit Internal
“What internal auditor supposed to do is keeping BEM UI run on the right rail since the beginning” -
Adhiyatma Nizar Fuaddy
1. Doing an operational audit, monetary audit, risk assessment as well as project planning matrix in a
whole level management
2. Focusing on standard operating procedure of BEM UI and its stakeholders
Bidang Koridor Komunikasi dan Informasi (KKI)
Being the first frontliner of BEM UI in every faced situation
● Biro Hubungan Masyarakat (Humas)
1. Keeping the communication flow and relation between BEM UI and stakeholders
2. Strengthening public image of BEM UI
● Biro Desain dan Komunikasi Visual (DKV)
1. Catalyst of BEM UI branding through social media visual design
2. Being design and branding consultant of all bureau and department in BEM UI
44. Bidang Operasional
A system works zero and means nothing without its supporting system
● Biro Penelitian dan Pengembangan (Litbang)
1. Providing data necessary for bureau and department to create meaningful insight and decision
making through survey and data collection
2. Creating measurement tools to evaluate the performance of BEM UI, both in individual and
program level
● Biro Pengembangan Sumber Daya Manusia (PSDM)
1. Quality control of every individual in BEM UI in regards of performance
2. Facilitate upgrading in order to elevate capacity and competences of functionaries
3. Maintain of BEM UI internal through constant follow up and routine visit to every bureau and
department
● Biro Kesekretariatan (Kestari)
1. Running the administrative function but not limited to recording every email and letter in & letter
out
2. Document controller of BEM UI
3. Maintaining BEM UI inventory
45. Bidang Keuangan
The soil in which the organization grows and flourish
● Controller
1. Mastermind of BEM UI monetary planning
2. Authorizing BEM UI cash flow
● Vice Controller
1. Assisting controller
2. Monetary journal double-checker
● Treasurer
1. Responsible of BEM UI cash management
2. Supervising Biro Keuangan
● Biro Keuangan
1. Enhancing cooperation with external stakeholders
2. Conducting profit-oriented events
3. Facilitating entrepreneur environment in UI
46. Bidang Kemahasiswaan
“BEM UI believes that
To Start a Revolution is to firstly Build the People”
● Departemen Advokasi dan Kesejahteraan Mahasiswa (Adkesma)
1. Maintaining good relations with the Rectorate and board members, Faculty, and Paguyuban
2. Enhancing further digitalize services to stakeholders
3. Conduct proper research on campus policy
● Departemen Pemberdayaan dan Inovasi Mahasiswa (PIM)
1. A vessel for pioneering ideas that is stored within the students to let them flourish
2. Preparing students regarding soft skills that is needed after graduating from campus
3. Innovating the ways of advocating information, which correlates closely working with the
Department of Adkesma
47. Bidang Minat dan Bakat (Mikat)
Platform of Maslow diagrams' top hierarchy
● Departemen Olahraga
1. Channeling and developing UI students actualization in sports field
2. Creating actualization platform for UI students in sports field
3. Conducting supportive climate for UI students who have an interest in sports
● Departemen Seni dan Budaya
1. Channeling and developing UI students actualization in arts & culture field
2. Creating actualization platform for UI students in arts & culture field
3. Composing Indonesian arts & culture study in order to introducing it into UI students
● Departemen Pendidikan dan Keilmuan (P & K)
1. Channeling and developing UI students actualization in arts & culture field
2. Creating actualization platform for UI students in arts & culture field
3. Conducting good relationship with all UI achiever students
4. Giving room of sharing for UI achiever students to spread their insight
48. Bidang Sosial Politik (Sospol)
Mastermind of social and politics movement in BEM UI
● Departemen Kajian dan Aksi Strategis (Kastrat)
1. Producing comprehensive research literature that become basis of BEM UI movement
2. Being a movement pioneer of BEM UI
● Departemen Aksi dan Propaganda (Akprop)
1. Enhancing issue responsiveness in Universitas Indonesia
2. Kingmaker of BEM UI movement
49. Bidang Sosial Lingkungan (Sosling)
“The avant garde of movement and advocate upon
the well being of earth and social matters”
● Departemen Sosial Masyarakat
1. A strong advocate regarding on going and unresolved societal problems
2. Building partnership amongst key players within the respective fields
3. Enhancing the community through workshops and services
● Departemen Lingkungan Hidup
1. Working with communities and NGOs to advocate regarding environmental issues and build key
partnerships with them.
2. Growing awareness through education upon issues that the environment is facing towards the UI
students.
50. Epilogue
We know. It’s mind blowing. But still there will always be room for
improvements. We can’t wait to know your feedbacks and make
Mark V if the universe agrees to make us at your service.
reimagine.ui@gmail.com
51. References
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McLeod, S. (2007). Maslow's hierarchy of needs. Simply psychology, 1.
Mella, P., & Colombo, C. M. Organizational Change The PSC Model View.
Ross, A. T., Powell, A. M., & Henriksen Jr, R. C. (2016). Self-identity: A key to Black
student success. Ideas and research you can use: VISTAS.
Smith, J. O., & Price, R. A. (1996). Attribution theory and developmental students as
passive learners. Journal of Developmental Education, 19(3), 2.
52. Styron Jr, R. A., & Styron, J. L. (Eds.). (2017). Comprehensive problem-solving and
skill development for next-generation leaders. IGI Global.
https://www.youtube.com/watch?v=hI_tEIpCzyE
Andrew Bloomenthal. (2019). Chief Operating Officer.
investopedia.com/terms/c/coo.asp#:~:targetText=The%20chief%20operating%20o
fficer%20. Retrieved on 30 Nov 2019
Lattice. (2018). A Practical Guide to OKRs
