<![CDATA[This study analyzes the organizational effectiveness of the Ministry of Investment and Downstream Industry/Investment Coordinating Board (Kemeninveshil/BKPM) in driving investment growth in Indonesia. Employing a descriptive qualitative approach within a post-positivist paradigm, data were gathered from nine purposive informants representing strategic planning and oversight officials, operational service personnel, and business investors. Data collected through in-depth interviews, non-participant observation, and 2020–2025 performance documentation were analyzed using the Miles, Huberman, and Saldaña interactive model alongside the McKinsey 7S diagnostic framework. Findings indicate that Kemeninveshil/BKPM is fairly effective, evidenced by the 2025 investment realization of IDR 1,931.2 trillion (101.3% of the target). However, organizational effectiveness has not been optimally institutionalized. While strategy, shared values, and style serve as enablers, the core challenge lies in an organizational alignment gap, predominantly within the structure-systems relationship. Key bottlenecks include weak process ownership, cross-functional accountability gaps, defective handover mechanisms, fragmented decision-making authority, and poor data integration, which concurrently affect staff and skills.Consequently, this study recommends reinforcing end-to-end process ownership, integrating decision-support systems, adopting dynamic workforce planning, aligning risk-based competency architectures, and fostering collaborative leadership with a culture of shared outcomes and continuous improvement]]>
