<![CDATA[Bureaucratic transformation has become one of the government's key strategies for achieving professional, adaptive, and service-oriented governance. This study aims to analyze bureaucratic transformation in the development of Civil Servant (ASN) competencies in the Riau Islands Province, Indonesia. The research employed a descriptive qualitative approach and was conducted at the Human Resources Development Agency (BPSDM) and the Regional Civil Service Agency (BKD) of the Riau Islands Province. Informants were selected purposively and consisted of BPSDM officials, BKD officials, trainers (widyaiswara), and civil servants participating in training programs. Data were collected through in-depth interviews and documentation and were analyzed using the interactive model of Miles, Huberman, and Saldaña. The findings indicate that bureaucratic transformation has been implemented through five dimensions: organizational reform, bureaucratic digitalization, Smart ASN development, professionalism and merit system implementation, and improvement of public service quality. Organizational reform is characterized by structural simplification and changes in work systems, while digitalization has been realized through blended learning, a Learning Management System (LMS), the Ligat Kepri platform, and webinars. Smart ASN development has been carried out through the enhancement of technical, managerial, socio-cultural, and digital competencies. The implementation of the merit system is supported by competency assessments, competency mapping, Employee Competency Potential and Performance Assessments (AKPK), Human Capital Development Plans (HCDP), as well as coordination between BKD and BPSDM. These transformation efforts have contributed to improving the quality of public services by strengthening the competencies of civil servants to become more professional, adaptive, and responsive to organizational and societal needs.]]>
