<![CDATA[Background: Digital transformation has become a strategic agenda for public administration reform. However, previous research has focused more on the adoption of technology and its successful implementation than on the dynamics of organizational change after digitalization. Objective: This study analyzes bureaucratic disruption due to the implementation of e-planning and the process of adaptation of local government organizations to these changes. Methods: This study used a qualitative case-study design in the Surabaya City Government. Data were collected through in-depth interviews with informants from BAPPEDA and DISKOMINFO, observations of e-planning use, planning coordination meetings, and program and activity preparation, and analysis of the RPJMD 2021–2026, Mayor Regulation No. 62 of 2023, RKPD 2025, and LKPJ 2025. ATLAS.ti was used to analyze the interview transcripts and policy documents through open coding, axial coding, and network analysis. Results: The findings indicate that e-planning implementation was accompanied by changes in workflows, distribution of authority, digital competency needs, and apparatus resistance. Across the case data, bureaucratic disruption appeared as a transitional condition associated with organizational responses such as strengthening e-planning, adjusting procedures, improving human resource competence, organizational learning, cross-agency coordination, digital culture, and bureaucratic simplification. Conclusion: The case findings indicate that digital transformation in Surabaya involves both technological and organizational change. Based on patterns across the analyzed sources, this study proposes a conceptual model in which bureaucratic disruption is interpreted as a transitional phase associated with organizational adaptation. This model represents a case-based conceptual interpretation rather than a demonstrated causal mechanism.]]>
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