With a reference to God I believe that it is not impossible for a leader to realize organisation’s vision. My dream is to introduce an effective leadership framework in Indonesian public sector. To combat corruption and achieve performance governance need probably more than eighty years. Learning from the Australian public sector reform which early initiated since 1920 and again in 1989, yet another reform currently becomes a strategic initiative from the Australian public sector leadership office in the 21 century.

Leading reform in Indonesian bureaucracy seems like a “step on the moon” mission done by Neil Amstrong’s team as representing the man’s greatest achievement ever in the past. On July 20, 1969, Armstrong made his way down the ladder from the Lunar Lander. As his left boot made contact with the surface he then spoke the words that defined a generation, “That’s one small step for man, one giant leap for mankind.”

Anti corruption movement has been campaigned since 1949, and yet until now, Indonesia still known as one among the most corrupt countries in the world. However, under the reformist leader of the former Indonesian Minister of Finance and acting coordinator minister for economy, Sri Mulyani Indrawati (SMI), Indonesia has surprisingly proved bold performance and resilience in the economic and fiscal management during the second global crisis in 2008-2009. Moreover, with her clear leadership framework as a leader of the bureaucratic reform agenda in the Indonesian pilot ministry, the result is promising. But after her move to become one of the directors of the World Bank, there is a continuous question: what is the suitable leadership style to promote strategic change in Indonesian public sector to excel in the context of global economy?

Leadership is about people & system. It is about how to frame roles in leading and managing four necessary elements in sustaining organisational performance outcomes: vision & strategy, organisational culture; balanced management control; and sustainable performance/governance.

Leadership is matter. But without an effective leadership framework, young leaders even for those with long experience will easily get worn out and out of focus in the midst of public sector environment in the 21 century with its complexity, ambiguity, volatility and uncertainty. Now is the best time to scrutinize a sound leadership framework and promoting improvement in the leadership delivery to drive reform in Indonesia bureaucracy at the central and local government to achieve excellence performance. Clearly defining organisational vision and strategies are very important to provide direction and create value to its stakeholders, but how to lead people, to know why and willingly committed to work for the vision, is imperative. With proper leadership framework, reforming and sustaining public sector performance is not an impossible job for all.