Muscat, Oman — Taufik Faturohman, Ph.D., from the School of Business and Management, Institut Teknologi Bandung (SBM ITB), shared Indonesia’s experience in developing Green Sukuk and Islamic social finance innovations at the International Islamic and Sustainable Finance Conference (IISFC) 2026, held at Muscat University, Oman, on November 2–3, 2026.

Taufik participated online as a panelist in an Academic Session addressing Islamic Finance and ESG Integration, Green and Sustainable Sukuk, and Islamic Banking Resilience. The forum provided an opportunity to exchange perspectives on the development of Islamic finance and its contribution to sustainable development.

During the session, Taufik explained that Indonesia’s Green Sukuk has been used to finance a wide range of sustainable development projects. Financing has primarily been directed toward sustainable water and wastewater management, climate change resilience, and sustainable transportation. Projects financed include railway infrastructure, water infrastructure, and flood-control initiatives.

He also introduced Cash Waqf Linked Sukuk (CWLS) as one of Indonesia’s Islamic finance innovations. CWLS connects commercial Islamic finance with Islamic social finance by investing cash waqf in sovereign sukuk. Returns generated from the investment are then used to support social programs and community empowerment.

According to Taufik, the scale of Indonesia’s Islamic banking and financial industry remains relatively smaller than that of several Middle Eastern countries. Nevertheless, Indonesia continues to advance through product innovation, the development of the sukuk market, the integration of commercial and social Islamic finance, and financing that increasingly emphasizes sustainability and social impact.

The discussion was chaired by Prof. Khaled Guesmi, Associate Dean for Research at Muscat University, Oman, whose research focuses on sustainable finance, climate finance, and financial markets. The panel also featured Prof. Tipu Sultan from Rennes School of Business, France, with expertise in finance and Islamic finance; Dr. Zamzam Al Balushi from the University of Technology and Applied Sciences (UTAS), Oman, whose interests include accounting and sustainability; Dr. Ezzedine Ghlamallah from CERGAM, Aix-Marseille University and SAAFI, France, whose work focuses on Islamic finance, socially responsible investment, and sustainable finance; and Dr. Musab Al Rawi, Director of the ICESCO Chair for Artificial Intelligence Ethics at UTAS, Oman, who brought perspectives on AI, ethics, and digital transformation.

IISFC 2026 was organized by Muscat University, Oman, in collaboration with Rennes School of Business, France, bringing together academics, practitioners, and stakeholders from various countries. In addition to serving as a panelist, Taufik was also a member of the IISFC 2026 Scientific Committee.

Participation in the conference was part of SBM ITB’s efforts to strengthen international academic networks while bringing Indonesia’s experience into global discussions. Engagement with academics from Oman, France, and other countries also opened opportunities for future collaboration in research and the development of Islamic economics and finance.

Through international forums such as IISFC, SBM ITB contributes to the global exchange of knowledge on the future of Islamic finance. Indonesia’s experience with Green Sukuk and CWLS demonstrates that, while its Islamic financial industry continues to develop, the country has innovations and practices that can contribute meaningfully to global discussions on sustainable and impactful Islamic finance.

Contributions to SDGs :

Promotes clean water and sanitation by highlighting Green Sukuk financing for sustainable water and wastewater management infrastructure. Supports industry, innovation, and infrastructure through innovative sustainable financing instruments that fund railway infrastructure, water infrastructure, and other development projects. Contributes to sustainable cities and communities by supporting sustainable transportation systems and flood-control initiatives that strengthen urban resilience. Supports climate action by showcasing Green Sukuk as a financing mechanism for climate change resilience and environmentally sustainable development projects. Strengthens global partnerships through international academic collaboration and knowledge exchange on sustainable Islamic finance, bringing together researchers and practitioners from Indonesia, Oman, France, and other countries.

#SDG6 #SDG9 #SDG11 #SDG13 #SDG17

Written by Taufik Faturohman, Ph.D

The post SBM ITB Academic Shares Indonesia’s Green Sukuk Experience at IISFC 2026 in Oman appeared first on SBM ITB.

The quality of higher education is determined not only by classroom learning but also by institutional governance, the quality of academic staff, curriculum relevance, and the ability of study programs to continuously adapt to developments in science and the needs of the workforce. Therefore, continuous evaluation and quality assurance are essential to ensuring that higher education institutions provide quality learning experiences and produce competent graduates.

As part of this commitment, the School of Business and Management, Institut Teknologi Bandung (SBM ITB), conducted a field assessment by the Independent Accreditation Agency for Economics, Management, Business, and Accounting (LAMEMBA). This field assessment conducted for five study programs in October 2026.

LAMEMBA is an independent accreditation agency specializing in economics, management, business, and accounting. Through the accreditation process, the delivery of education within study programs is evaluated against applicable standards to support quality assurance and continuous improvement in higher education.

The field assessment at SBM ITB was conducted in two periods, the first period took place on October 14–15, 2026, for the Master of Business Administration Study Program at the Jakarta Campus. The second period was held on October 22–24, 2026, covering five study programs: the Bachelor of Management, Bachelor of Entrepreneurship, Master of Business Administration, Master of Science in Management, and Doctor of Science in Management. This series of activities forms part of the evaluation of academic quality and study program management at SBM ITB, with five study programs included in the assessment during the second period.

The assessment involved various internal and external stakeholders, including the dean’s office, study program heads and their respective teams, heads of relevant units, students, alumni, and graduate employers (users). The involvement of these stakeholders provides diverse perspectives on educational delivery, ranging from academic management and student learning experiences to the alignment of graduate competencies with workforce needs.

Student and alumni participation is an important part of providing insights into learning experiences and the academic support received during their studies at SBM ITB, meanwhile input from graduate employers offers perspectives on the relevance of graduate competencies in addressing professional challenges. By involving various stakeholders, the assessment is expected to provide a more comprehensive understanding of educational quality and identify areas with potential for further development.

The assessment process included the verification of information and documents related to study program management that had been submitted during the accreditation process, interviews with stakeholders, and direct inspections of facilities and the environment supporting academic activities. Through these stages, assessors had the opportunity to examine the alignment between submitted documentation and the actual implementation of educational activities.

Beyond being an evaluation process, the field assessment serves as an opportunity for SBM ITB to reflect on its existing educational practices. This evaluation provides room to review the effectiveness of study program governance, the quality of academic services, and stakeholder involvement in supporting educational objectives.

Feedback and evaluation results from the assessment are expected to inform the formulation of measures for continuous quality improvement. These efforts include study program development, strengthening academic services, and enhancing the relevance of education to developments in the business world and industry needs. In an ever-changing business environment, business schools must ensure that the learning process not only equips students with a strong foundation of knowledge but also supports the development of critical thinking, problem-solving, adaptability, and decision-making skills.

Strengthening a culture of quality also requires the active involvement of all institutional stakeholders. A commitment to educational quality should not stop at meeting accreditation standards but must be reflected in regular evaluations, follow-up actions based on feedback, and the development of educational practices that remain relevant to the needs of students and society. In this way, quality assurance can become an integral part of study program management and the institution’s overall development process.

Through the LAMEMBA field assessment, SBM ITB continues to strengthen its commitment to improving educational quality and supporting the sustainable development of its study programs. The involvement of various stakeholders in this process is an important part of building an educational ecosystem that responds to change and remains open to improvement.

Looking ahead, ongoing evaluation and quality improvement efforts are expected to support SBM ITB in delivering relevant, adaptive, and high-quality education while preparing graduates to face challenges in the workforce and evolving industries. By continuously strengthening its culture of quality, SBM ITB remains committed to contributing to the development of competent human resources and creating a positive impact on society and the business community.

Contributions to SGDs :

Supports quality education by strengthening academic standards, institutional governance, and continuous quality assurance across SBM ITB study programs. Encourages innovation and institutional development by promoting the evaluation and improvement of academic services, curriculum relevance, learning facilities, and educational practices in response to developments in science and industry needs. Strengthens partnerships for the goals through the active involvement of internal and external stakeholders, including students, alumni, faculty members, and graduate employers, in evaluating educational quality and identifying opportunities for improvement.

#SDG4 #SDG9 #SDG17

Written by Student Reporter (Lavena Laduri, MBA YP 2024)

The post Strengthening a Culture of Quality in Education, SBM ITB Conducts LAMEMBA Field Assessment for Five Study Programs appeared first on SBM ITB.

Working abroad as a high-earning professional is widely regarded as the pinnacle of career success in Indonesia. However, the diaspora particularly those working in the oil and gas industry in the Middle East, also face real challenges, including limited-term employment contracts, lifestyle inflation, and the risk of returning home without a foundation of productive assets

In response, the School of Business and Management at Institut Teknologi Bandung (SBM ITB) hosted an international seminar titled “The Second Career Playbook: Financial Independence,” alongside an information session on its postgraduate programs for the Indonesian diaspora across Qatar, Saudi Arabia, and Kuwait.

During the seminar, SBM ITB financial management expert and committee member at Pertamina Hulu Energi (PHE), Dr. Erman Sumirat, warned of the perils of “income shock,” which frequently triggers uncontrolled lifestyle inflation. Without strategic financial management, personal savings risk being eroded by inflation and currency depreciation by up to 7% annually. He emphasized the urgency of building a second career and achieving financial independence through the accumulation of income-generating assets guided by the 4% rule, which entails amassing assets equivalent to 25 times one’s annual expenses.

Echoing this perspective, Prof. Donald Crestofel Lantu, Ph.D., underscored the importance of an “ambidextrous” approach: excelling in one’s primary career to maintain cash flow while simultaneously laying the groundwork for long-term investments. He noted that true investing is not speculation, but rather a disciplined process rooted in fundamental business analysis that harnesses the power of compounding.

To support the professional advancement of the diaspora, Head of the MBA ITB Bandung Campus Program, Dr. Yuanita Handayati, introduced the Business Leadership Executive MBA (BLEMBA). This internationally AACSB-accredited program spans 18 months (48 credits) and features interactive evening online sessions tailored to Middle East working hours, complemented by intensive in-person lectures delivered directly in the region at least once per semester.

For senior executives with over a decade of leadership experience, Head of the Doctor of Science in Management (DSM) Program, Dr. Atik Aprianingsih, presented the Professional DSM stream. This doctoral pathway enables seasoned practitioners to codify their extensive industry experience into applied scholarly research through a structured weekend schedule.

The value of these academic pathways was affirmed by alumni living in the Gulf region. One of them is Befi, an MBA alumnus based in Qatar, noted that the global prestige of AACSB accreditation and mastery of data analytics significantly elevated his standing in multinational corporations. Beside Befi, another alumnus, Roso Widodo, shared how his training in supply chain and risk management enabled him to run a restaurant and a subsidized housing enterprise in Indonesia while maintaining a full-time role in Qatar.

Complementing those benefits, DSM doctoral student Susilo Cahyono described his journey decision to pursue further studies at ITB as an appropriate form of self-actualization. In his view, education remains the highest-yielding investment whose impact endures far beyond financial returns.

Contributions to SDGs :

Promotes quality education by expanding access to postgraduate education and lifelong learning opportunities for Indonesian professionals in the Middle East through flexible MBA and doctoral programs. Supports decent work and economic growth by strengthening professional capabilities, entrepreneurship, financial management, and long-term career development. Contributes to reduced inequalities by providing Indonesian diaspora communities with opportunities to pursue advanced education and enhance their professional competencies regardless of geographical location. Strengthens partnerships for the goals by connecting SBM ITB with Indonesian diaspora communities and professionals across Qatar, Saudi Arabia, and Kuwait through international seminars, academic engagement, and postgraduate education initiatives.

#SDG4 #SDG8 #SDG10 #SDG17

Written by Student Reporter (Cindy R. Meilynda, MSM 2024)

The post Designing careers and financial independence: SBM ITB reaches out to Middle East diaspora through postgraduate programs appeared first on SBM ITB.

School of Business and Management, Institut Teknologi Bandung (SBM ITB), is pleased to share that Dr. Salfitrie Maryunani and Dr. Astri Ghina were invited by Van Lang University to serve as judges at the SIC 2026: Asia Pitching Round — Final Round of the Swiss Innovation Challenge 2026 in Vietnam. The event was held onsite at Van Lang University, Campus 3, Ho Chi Minh City, Vietnam, on 9–10 October 2026.

The event was organized by Van Lang University in collaboration with international academic institutions such as University of Applied Sciences and Arts Northwestern Switzerland (FHNW) and International University of Malaya-Wales, Malaysia, as well as business partners, such as Consulate General of Switzerland for Vietnam.

The aim of the Vietnam Swiss Innovation Challenge was to provide a platform for students and young innovators to present innovative ideas and projects that address real-world challenges and create positive impact. As judges, Dr. Maryunani and Dr. Ghina evaluated participating teams’ business plans and implementation strategies, provided constructive feedback, and contributed professional perspectives to support the development of the teams’ innovative ideas.

The Asia Pitching Round brought together ten teams from Indonesia, Malaysia, and Vietnam. Three Indonesian teams participated: Terangin (“An energy enabler for remote farming”), Groow(“Programmable Crops, Powered by Seaweed”), and Tana Lab (“Regenerative Biotech for Soil”). In the announcement of teams advancing to the international pitching round in Switzerland, Tana Lab was named as the Indonesian team selected, alongside Amend from Malaysia and ReMarine from Vietnam.

The two-day programme included a campus tour, networking session, international final rehearsal, and final briefing on Day 1, followed by pitching sessions, result verification, entertainment, and the award and closing ceremonies on Day 2. The event concluded with the announcement of the Regional SIC Awards and the teams receiving tickets to Switzerland.

SBM ITB congratulates Tana Lab, Terangin, Groow, and all participating teams. The involvement of SBM ITB faculty as judges reflects the school’s commitment to international collaboration, innovation, and entrepreneurship, and to supporting young innovators in developing solutions with meaningful impact.

Contributions to the SDGs :

Promotes quality education by providing students and young innovators with opportunities to develop entrepreneurial skills and receive professional feedback. Encourages innovation and entrepreneurship by supporting the development of creative, practical solutions to real-world challenges. Strengthens international academic collaboration through partnerships among universities and business stakeholders across Indonesia, Malaysia, Vietnam, and Switzerland. Supports economic growth by fostering entrepreneurial initiatives and helping young innovators advance their business ideas toward implementation.

#SDG4 #SDG9 #SDG17 #SDG8

Written by Dr. Salfitrie Roos Maryunani

The post SBM ITB Faculty Serve as Judges at Swiss Innovation Challenge (SIC) 2026 Asia Pitching Round in Vietnam appeared first on SBM ITB.

Nine out of ten viral brands die within two years. The figure is more than a warning. It reflects how often local brands are celebrated too early.

In Bandung, on October 10, 2026—specifically at the Freeport Building Auditorium, the SBM ITB Guest Lecture Series #3 featured Mad Alkatiri, Founder and CEO of Hypefast, as a guest speaker. Mad Alkatiri led a session titled “’Local Pride’ or Virality Won’t Save Your Business: The Brutal Reality of Building Local Brands.” He opened the session by posing a question to the students:

“How many of you right now have a local brand product?”

Mad then stated that the session would be as honest as possible, so that students could understand the reality of entrepreneurship. In his view, too many stories out there exaggerate business success, as if it were achieved in just a matter of months.

The short discussion was followed by an introduction of the speaker. Mad comes from Ambon, Maluku, and has a background in e-commerce, from Shopee to Lazada, and now acquires promising brands to help them grow and push them further.

From his experience, there is a fundamental difference between entrepreneurship in Indonesia and in the United States. In the US, founders usually arrive with extensive professional backgrounds and deep experience, which gives their scalability a clearer direction, while in Indonesia, even a fresh graduates can start a brand, often out of a sense of community.

Still, managing a small business and managing a big one are clearly different. Once a brand grows to IDR 500 million and is ready to scale, its owner needs a different set of skills. This is where Hypefast comes in, Mad went on to explain Hypefast’s role in helping brands grow, from warehousing to the scaling process.

On the 90% figure, he explained that it is closely tied to the illusion that often surrounds local brands, such as the spirit of “proudly made in Indonesia.” That pride does not automatically make consumers buy, consumers do love Indonesia, but they love their wallets more, and they love a good product even more.

“For local products, if the local label becomes your entire personality, that is a mistake. It may work in the early phase, but it won’t last. You need defensibility, not just nationalism. Nationalism is not a strategy. Make sure your product solves a real problem,” he said.

The discussion then turned to virality with a question: does a viral brand actually come with buying power? According to Mad, going viral is not a bad thing. The mistake is making it your strategy where virality does not automatically translate into purchases.

“If you want to break the ceiling and grow bigger, you need new customers, and what you offer has to match what they actually want. Market penetration is a much better way to grow a brand,” he said.

In the final session, Mad presented a case study of Whiteflow, a premium personal care brand that chose the wrong strategy because it was misled by the illusion of social media virality. He asked the audience what the best move would be.

SBM ITB students were divided into three teams, each choosing one strategy. The blue team chose an omnichannel push, the green team chose a portfolio push, and the red team chose a white flag move. Each team then debated to defend its choice.

At the close, Mad did not declare any answer right or wrong. Everyone has their own perspective, and what matters most is a strong argument behind each choice. The session concluded with a Q&A, which unfolded in an exciting and lively atmosphere.

Contributions to SDGs :

Enhances quality education by providing students with practical entrepreneurial knowledge, industry insights, and hands-on business strategy discussions. Supports decent work and economic growth by strengthening students’ understanding of entrepreneurship, business management, and strategies for scaling local enterprises. Promotes industry, innovation, and infrastructure by encouraging product differentiation, innovation, and the development of competitive and resilient local brands. Encourages responsible consumption and production by emphasizing the importance of creating products that address genuine consumer needs and deliver real value rather than relying solely on marketing trends or social media virality.

#SDG4 #SDG8 #SDG9 #SDG12

Written by Student Reporter (Yumna Roihana, Management 2027)

The post ‘Made in Indonesia’ Pride Is Not Enough: The Brutal Reality of Building Local Brands appeared first on SBM ITB.

In developing business, especially every new product has its own story behind it, and OZA Tea is no exception. It is a premium tea brand that offers a different way to enjoy tea, with 60 artisan tea variants in its lineup.

OZA Tea’s journey began in 2010. It was shared by its founder and Tea Specialist, Oza Sudewo, during a guest lecture titled “New Product Development” in the Marketing Mix and Innovation class of the Business Leadership Executive (BLE) MBA program at SBM ITB. The session was held at the ITB MBA Campus in Gelapnyawang, Bandung, on Saturday, October 3, 2026.

“I start with a question: why does business exist? For me, business exists as a problem solver. When there’s a problem, there’s also an opportunity, and that’s where a business idea comes from,” said Oza on Saturday (10/3/2026).

For Oza, a business opportunity appears when a problem can be mapped out by the people running the business. So what problem did he saw that led to OZA Tea?

His interest in premium tea started with a question he asked as a child. During a family trip to Puncak, Bogor, surrounded by endless tea plantations, little Oza, who was full of curiosity, asked his father about “gulma teh” (tea weed).

“When I was little, we went on a family trip to Puncak, Bogor. There were tea plantations everywhere, and I asked my father, ‘What is gulma teh?’ because I kept seeing signs selling it. My father said it’s a plant that grows on the tea trees. Then I asked again, ‘So where’s the tea?’ I only got the answer to that question years later.”

As he grew older, Oza learned that in some cases the best-quality tea from those plantations is exported at a fairly high price, while the rest is sold for domestic consumption.

“In many sectors, tea included, we’ve probably all heard a story like this. The best raw materials get exported, and only what’s left is used for the local market,” he said.

Oza went on to explain the hypothesis he had before starting the business. He saw an irony in it, the finest tea leaves were being shipped abroad, even though, in his view, Indonesia is a nation of tea drinkers with a history and culture closely tied to tea.

“Indonesia is very close to tea. In the morning, you have nasi uduk with a warm cup of plain tea. At lunch, you go to a warteg or a food court and order sweet tea. When you felt sick at school, the school clinic gave you tea. Even someone who just had an accident gets offered tea to calm down,” he said.

From these observations, the decision to develop premium artisan tea through OZA Tea came together. He also noticed that Indonesians traveling overseas often brought home artisan tea with premium quality as souvenirs for their relatives.

“After I saw that, I assumed there was a market for artisan tea with premium quality. There’s a willingness to pay from people here for that type of tea, and that’s where OZA Tea comes in,” said Oza.

Oza shared that from the very beginning he saw how important marketing principles were to making OZA Tea work. He used methods such as Segmentation, Targeting, Positioning (STP) and the 4P marketing mix to get the best results out of the journey.

He went through plenty of ups and downs, but slowly OZA Tea grew into a major name in the artisan tea niche. He also talked about how OZA Tea was essentially reborn in 2018 after a difficult period.

That year, the coffee shop business was booming in Indonesia, and it still is today. Oza saw an opportunity in that trend and managed to get OZA Tea in as a supplier to a long list of coffee shops, which turned out to be a big success.

“When the coffee shop business started to trend, I saw an opportunity for OZA Tea to come in as a supplier. We offered them good quality tea, and this marketing plan worked,” said Oza.

But he hasn’t forgotten his commitment and his roots, which is bringing premium tea to everyday customers. For its B2C model, OZA Tea currently uses marketplaces as its channel to reach the public.

On one marketplace, OZA Tea has done very well, selling thousands of pieces per variant. Its two flagship variants are Tropical Blue and Mango Mint, each of which has sold more than 4,000 pieces on that one marketplace alone.

Besides B2B and B2C, OZA Tea has also done well in the business-to-government (B2G) model, with collaborations with stakeholders like Bank Indonesia and BCA.

Together with Bank Indonesia, Oza has organized the West Java Tea Festival, which has been running for several years now. His collaboration with BCA produced a unique tea blend designed to deliver “BCA in a Cup of Tea.”

OZA Tea has also collected quite a few achievements. The Violet Amethyst blend won a Gold Medal, and Jasmine Orchard took home a Bronze Medal at international tea awards.

Oza Sudewo is also active as a judge and Indonesia’s representative in global competitions like the Tea Masters Cup, and he holds an international certification in tea blending. Based in Bandung, a city surrounded by tea plantations, OZA Tea consistently uses 100% selected tea leaves from local Indonesian farmers and turns them into world-standard specialty tea.

Even though the business is now very successful and in its mature phase, Oza said he still aims for growth. Beyond the business side, he emphasized his commitment to keep developing and presenting the best of Indonesian tea.

“I still want OZA Tea to grow bigger as a business, and also for my personal humble mission, I’ve committed to bring the best tea from Indonesia to the world,” said Oza.

Finally, Oza left the students with some advice. Business should be run honestly and with integrity, he said, and people should keep learning from their mistakes and never get arrogant about their achievements.

“In running a business, we have to be honest and honorable people, so we can maintain good relationships with all parties. Also, we have to be humble and learn from mistakes, because mistakes can teach us a lot of things and help our business grow,” Oza concluded.

Contributions to the SDGs:

Catalyzes domestic value-chain addition and artisanal entrepreneurship through an SBM ITB BLE MBA guest lecture, demonstrating how marketing mix frameworks, local agricultural sourcing from Indonesian tea farmers, and multi-sector partnerships (B2B, B2C, B2G) elevate indigenous commodities into globally award-winning premium products.

#SDG8 #SDG9 #SDG11 #SDG17

Written by Muhammad Bilal Wibisono (MBA BLEMBA 75)

The post Oza Sudewo shares the OZA Tea success story at SBM ITB: authentic indonesian tea, made with high quality appeared first on SBM ITB.

Democracy’s success cannot be measured solely by population size or the exercise of political rights. The state must also be able to equalize access to education, health care, infrastructure, and welfare.

This message was conveyed by Ancora Group Chairman and former Minister of Trade, Gita Wirjawan, at the 7th HCM Talks Series 2026 at the Freeport SBM ITB Building on Wednesday (September 23).

In the “Public Leadership and Policy” session, Gita stated that Indonesia needs strong national capacity to achieve its 2045 vision. This capacity must be built through education, equitable distribution of public goods, governance, competition, and opportunities for people in various regions.

He cited Southeast Asia’s per capita income growth, which, according to his presentation, increased by about 2.7 times, while China’s growth reached about 10 times. One key difference is investment in education.

Since the Deng Xiaoping era in 1978, China has aggressively sent young talent to various educational institutions worldwide. In the past five decades, more than nine million Chinese talents are said to have gained educational experience abroad.

According to Gita’s data, approximately 8,500 Indonesian students are studying in the United States. In contrast, the number of Chinese and Indian students exceeds 350,000.

In the UK, the number of Indonesian students is around 4,000, while Chinese and Indian students each reach more than 200,000.

“China and India are civilizations with thousands of years of history, yet they continue to demonstrate a strong eagerness to learn from others and draw insights from around the world,” said Gita.

According to her, international education not only produces degrees but also builds human capacity that can contribute to institutions, technology, and industry.

Beyond education, Gita emphasized empathy in leadership. Using Satya Nadella’s leadership at Microsoft as an example, she explained that leaders need to understand the people within the organization, not just pursue business metrics.

“Never underestimate the power of empathy,” she said.

Empathy, Gita continued, must also be applied in relationships with suppliers, customers, colleagues, and all stakeholders.

“We must also be able to show empathy for the nation and state,” she said.

Gita highlighted the disparities in access to public goods across Indonesia. She pointed out that the differences in the quality of services and infrastructure between locations such as Merauke, Tarakan, Muara Enim, Rote, and Sabang compared to Jakarta and Bandung indicate that achieving equity remains a significant challenge.

She also assessed that national capacity requires a competitive business climate. Based on the data she presented, Indonesia issues only around 0.3 business permits per thousand adults. The Southeast Asian average is around one permit, while China has around ten. According to Gita, this condition is influenced by the availability of capital and “bureaucratic deadweight,” or bureaucratic burdens that hinder economic activity.

Economic growth should also not be concentrated solely in major cities. Secondary cities and rural areas need to grow so that national capacity and development benefits are more evenly distributed.

In closing, Gita highlighted the development of AI from generative to agentic. Agentic AI not only responds to commands but can also execute processes, monitor progress, and take actions more autonomously. This change will increase computing and energy requirements.

According to Gita, Indonesia cannot pursue technology alone. It must develop education, infrastructure, governance, and human resources to face these changes. Leadership towards 2045, she believes, is not just about who leads, but what capacities are passed on to the next generation.

Contributions to the SDGs:

Advances national strategic policy frameworks and empathetic public leadership through SBM ITB’s 7th HCM Talks Series 2026, highlighting the critical imperatives of global education investment, equitable public goods distribution across regions, bureaucratic streamlining, and agentic AI readiness to build sustainable human capacity for Indonesia Emas 2045.

#SDG4 #SDG8 #SDG10 #SDG16

Written by Student Reporter (Lavena Laduri, MBA YP 2024)

The post Gita Wirjawan: Democracy must equalize education and public services appeared first on SBM ITB.

Leadership towards a Golden Indonesia 2045 requires performance governance, empathy, artificial intelligence literacy, and a succession system capable of producing new leaders. These ideas emerged at the 7th HCM Talks Series 2026 at SBM ITB’s Freeport Building on Wednesday (September 23). The event was a collaboration between SBM ITB, the ITB Alumni Association, and PRIMA Indonesia, represented by PT Rintis Sejahtera.

Four sessions discussed leadership from the perspectives of public policy, corporations, talent development, and daily life. PT Rintis Sejahtera President Director Abraham J. Adriaansz emphasized that governance should not stop at compliance.

“Good governance encompasses not only compliance but also performance,” he stated.

Ancora Group Chairman and former Minister of Trade Gita Wirjawan highlighted the importance of equal access to education, health, infrastructure, and welfare. He also emphasized empathy as a crucial part of leadership.

“Never underestimate the power of empathy,” said Gita.

From a corporate perspective, Ichwan F. Agus, President Director of PT Gapura Angkasa, encouraged professionals to continue learning and adapting. Meanwhile, Ir. Indra Pehulisa Sembiring, President Director of PT Pertamina Gas, emphasized the importance of preparing successors for strategic positions.

“Leadership risk equals critical position without a ready successor,” said Indra.

Yudo Anggoro, a lecturer at SBM ITB, added that organisations must build a system that can sustainably produce leaders through talent selection, assignments, coaching, mentoring, and succession planning.

“Leaders create leaders,” he said.

Professor Dr. Henndy Ginting, Chairman of the SBM ITB Senate, linked leadership to productivity. According to him, productivity arises from the interaction between technology, human capabilities, and the organization.

“Leadership becomes economically relevant when leadership changes behavior,” he said.

Tempo Media Digital CEO Wahyu Dhyatmika said leaders must manage changes caused by artificial intelligence without losing organisational principles.

“AI is changing the tools. Leadership decides what changes, and what must remain,” he said.

According to Wahyu, future leaders need AI literacy, judgment, learning agility, and human leadership.

In the final session, SBM ITB lecturer Dr Yuni Ros Bangun presented research on more than 500 leaders SBM ITB students selected as role models. The research demonstrated the importance of integrity, humility, adaptability, communication, and exemplary behavior.

PT Larsen and Toubro President Director Krismas Tarigan emphasised that leadership begins before a person holds a formal position. Komodo Water Founder and CEO Shana Fatina then connected leadership to purpose, community, and sustainability.

HCM Talks emphasised that Indonesia Emas 2045 requires not only more people in leadership positions, but leaders who can develop people, use technology responsibly, and prepare successors.

Contributions to the SDGs:

Fosters strategic leadership transformation and institutional governance for Indonesia Emas 2045 through the 7th HCM Talks Series 2026 at SBM ITB, convening leaders from industry, public policy, and academia to integrate performance-driven governance, artificial intelligence literacy, empathetic organizational management, and systematic succession planning across corporate and public sectors.

#SDG4 #SDG8 #SDG9 #SDG16

Written by Student Reporter (Lavena Laduri, MBA YP 2024)

The post HCM Talks 7th Series 2026: Empathy, Succession, and AI Literacy Equip Future Leaders appeared first on SBM ITB.

Research from the School of Business and Management, Institut Teknologi Bandung (SBM ITB), shows that leadership is not solely determined by competence. Integrity, humility, adaptability, and exemplary behaviour are also key leadership qualities.

Associate Professor of Behavioural Science at SBM ITB, Dr Yuni Ros Bangun, explained this in the session “Everyday Leadership: From Leading Yourself, Team, to Community” at the 7th HCM Talks Series 2026 at the SBM ITB Freeport Building on Wednesday (September 23, 2026). The research compiled 557 success stories of leaders from the business, academic, government, social, and spiritual sectors. The student respondents selected these individuals as role models due to their achievements, excellence in their respective fields, capacity to lead large, innovative organizations, idealism, and humility.

According to Yuni, a leader requires communication skills, people skills, organizational management, problem-solving, decision-making, strategic thinking, and the ability to develop other leaders. These competencies must go hand in hand with integrity, optimism, adaptability, and exemplary behavior.

“Leadership is not only about competence, but also about how a leader conducts themselves. Integrity, humility, and the ability to lead by example are important parts of how a leader builds trust and exerts influence,” said Yuni.

In the Indonesian context, the research also found social and spiritual dimensions to leadership. The view of work as devotion to God emerged alongside values of nationalism, sincerity, and exemplary behaviour.

Yuni believes the human side is even more important as technology, data, algorithms, and artificial intelligence increasingly influence the world of work.

“In a world increasingly influenced by data, algorithms, and artificial intelligence, being human will matter. Purpose, meaning, and empathy are becoming increasingly important in leadership,” she said.

Moris Krismas Tarigan, President Director of PT Larsen and Toubro, said that leadership is formed through daily practice, even before someone holds a formal position.

“Leadership begins before the title,” he said.

According to Moris, leaders are tasked with unlocking their own and others’ potential. Leadership doesn’t stop at personal achievement; it also includes building trust, enhancing capabilities, and giving team members space to grow.

He divided everyday leadership into three stages: lead yourself, lead your team, and lead your community. Character and courage are the foundation for self-leadership, while trust and capability are necessary for team building.

Moris encouraged participants to begin leadership through small, consistent actions. This message was summarized in the call to action, “Start Small. Start Today.” This means taking one courageous action, empowering one person, and serving one community.

Komodo Water Founder and CEO Shana Fatina then led the discussion to purpose-based leadership and community contributions. She explained that each person exerts influence through their choices, actions, and the example they set.

“Every day, we influence someone, through our choices, our actions, and the example we set. Before we lead others, we need to learn to lead ourselves,” Shana said.

Leadership then evolves from the individual to the family, community, society, and environment. In building a community, leaders need to understand the context, build legitimacy, and manage relationships with stakeholders.

Shana also emphasized the relationship between business sustainability, the environment, and society.

“Long-term business success is built on a sustainable environment and a resilient society,” she said.

DNX Indonesia President Director Amsyah Sebayang, who was present as a commentator, added that leaders must be humble, empathetic, and able to set an example. Competence, he said, needs to go hand in hand with character and the ability to understand the people they lead.

Contributions to the SDGs:

Establishes an empirical framework for human-centric leadership through SBM ITB behavioral science research at the 7th HCM Talks Series 2026, analyzing 557 leadership role models to demonstrate how combining core managerial competencies with integrity, humility, spiritual values, and empathetic everyday practice drives sustainable organizational development and community resilience.

#SDG4 #SDG8 #SDG16 #SDG17

Written by Student Reporter (Lavena Laduri, MBA YP 2024)

The post SBM ITB research maps traits of role model leaders: achievement, humility, and integrity appeared first on SBM ITB.

Technological advancements alone are insufficient to enhance Indonesia’s productivity and competitiveness. Organizations also need leaders who can develop people, use artificial intelligence responsibly, and prepare successors.

This idea emerged in the session “Developing Future Leaders: Talent, Learning, and Succession for Indonesia 2045” at the 7th HCM Talks Series 2026 at the Freeport Building of SBM ITB on Wednesday (September 23, 2026). The event, themed “Leadership Development Across Fields and Levels Toward Indonesia Emas 2045,” was a collaboration between the School of Business and Management, Institut Teknologi Bandung (SBM ITB), the ITB Alumni Association, and PRIMA Indonesia through PT Rintis Sejahtera.

Head of the People and Knowledge Management Expertise Group and Chair of the SBM ITB Senate, Prof. Henndy Ginting, said productivity arises from the interaction between technology, human capabilities, and organizations. According to him, leadership has an economic impact when it produces real changes in human behavior within an organization.

“Leadership becomes economically relevant when leadership changes behavior,” he said.

Leaders are not only decision-makers, but also drivers who shape behavior, develop capabilities, build trust, and direct people to achieve common goals. These behavioral changes then boost organizational productivity and national competitiveness.

Prof. Henndy emphasized that Indonesia’s wealth lies not only in natural resources, but also in knowledge, skills, health, innovation, and leadership. Therefore, human development is crucial to transforming the nation’s potential into productivity.

Tempo Media Digital CEO Wahyu Dhyatmika then highlighted changes in the world of work driven by artificial intelligence (AI). According to him, the challenge for organizations is no longer simply using AI, but also determining what changes are needed and what principles must be maintained.

“AI is changing the tools. Leadership decides what changes and what must remain,” he said.

In Tempo’s context, technological developments and changing audience habits require adjustments to platforms, products, business models, and work methods. However, these changes must not sacrifice credibility, independence, integrity, and public trust.

Wahyu mentioned four skills future leaders need: AI literacy, judgment, learning agility, and human leadership. Leaders need more than just understanding technology. They must also set priorities, build trust, provide clarity, and create accountability.

“The advantage isn’t ‘human vs machine.’ It’s the ability to lead both,” he said.

Leader development, according to Wahyu, must begin before someone assumes an executive position. Talent needs the opportunity to face real-world problems, undergo cross-functional rotation, make decisions, reflect on experiences, and develop others.

Thus, succession is not just a list of potential leaders, but a system that continuously produces individuals with leadership capabilities.

The discussion was further strengthened by the response of Property and Market Director Perumda Pasar Jaya Raja Malem Ukur Tarigan, S.T., who shared his perspective on applying talent development, organizational learning, and succession in organizations facing service demands and changes in business and society.

Prof. Hazel Grünewald, BA (Hons), MA, PhD, Professor of Organizational Behaviour, NXT Sustainability and Technology, Reutlingen University, moderated the session.

The panel emphasized that talent development for Indonesia 2045 is not simply about preparing someone for a position. Organizations need to build an ecosystem capable of continuous learning, adaptation, and producing new leaders.

“Your legacy is not what you control, it’s what the organization can do after you,” Wahyu said.

Contributions to the SDGs:

Drives institutional productivity and future-ready talent ecosystems for Indonesia Emas 2045 through the 7th HCM Talks Series 2026 at SBM ITB to integrate human behavioral transformation, responsible AI governance, learning agility, and sustainable succession planning across public and corporate sectors.

#SDG4 #SDG8 #SDG9 #SDG17

Written by Student Reporter (Lavena Laduri, MBA YP 2024)

The post HCM Talks 2026: future leaders must be able to lead humans and AI appeared first on SBM ITB.