<![CDATA[The establishment of the Ministry of Hajj and Umrah in September 2025 through its institutional separation from the Ministry of Religious Affairs represents an unprecedented governance reform whose organizational readiness has not yet been empirically examined. This study aims to assess the ministry's post-separation organizational readiness, analyze the implications of institutional redesign for the effectiveness of Hajj administration, and formulate strategic policy directions using the McKinsey 7S Framework. An explanatory sequential mixed-methods design was employed, consisting of a survey of 125 purposively selected employees, followed by in-depth interviews with senior officials and representatives of Hajj and Umrah Guidance Groups (KBIHU). The findings indicate an overall organizational readiness score of 4.13 on a five-point scale, placing the ministry in the Ready category and close to the Highly Ready threshold. Readiness, however, was uneven across the seven dimensions. Style, Shared Values, Strategy, and Skills demonstrated strong performance, whereas Staff, Structure, and Systems remained the primary constraints due to limited human resources, infrastructure, and budgetary capacity inherited from the previous institutional arrangement. Despite these limitations, the institutional reform has contributed to measurable improvements in Hajj governance, including a reduction in pilgrim mortality, more equitable management of waiting periods across regions, and the introduction of service innovations. These findings suggest that the long-term success of the reform depends primarily on strengthening structural and organizational capacity rather than normative dimensions, which are already relatively well established. Accordingly, this study recommends prioritizing improvements in Staff, Structure, and Systems to enhance organizational capacity and ensure the sustainability of governance reform in future Hajj administration.]]>
