About Us

Favorable demographics has boosted Indonesia’s economic growth in recent decades, but its contribution will wane over time. Skills and competences will therefore become increasingly important to raise living standards. At the same time, technological changes, new organizational business models and evolving worker preferences make upskilling and reskilling increasingly important. This warrants continuous investment in improving education and lifelong training, in terms of both quality and quantity, with an enhanced role for social partners. The COVID-19 crisis has highlighted workers’ and any organizations’ insufficient protection against shocks, underlining the need to adapt to the new normal situation. The negative impact of COVID-19 will be felt in both the short and the long term. Rising unemployment will damage skills and alter career paths.

For Indonesia to prosper over the longer run, it is key to uphold funding for education and life-long learning, so that skills match the future needs of the economy and society at large. Indeed, human capital, defined as capabilities developed through formal and informal education and through training, experience, and mobility in the labor market (Mincer, 1981) is key for productivity, GDP growth, well-being and inclusiveness. This is a longstanding top policy priority.

In order to increase productivity, income, employment and well-being, gains from demography should be accompanied by reforms that boost skills and competences. A smooth school-to-work transition and the knowledge and skills that new employees bring to the workplace are key drivers of future economic performance. The government is also strengthening vocational training. This is important notably to improve the employees’ skills. By then will upgrade an individual’s qualifications, that appear to be beneficial for labor market outcomes, especially in the long term. It is also an opportunity to boost digitalization and innovate with smart practices. The digital revolution offers important opportunities to boost productivity and well-being. It can also increase inequalities if part of the population does not manage to expand the new skills beyond their core skills.

From institutions point of view, management problems are considered to be very important issues in private or public sectors, from the lowest to the highest levels of responsibility. Management challenges in the 21st century looks afresh at contemporary and the future of management thinking and practice. The challenges revolves around two fundamental issues that are occurring simultaneously: the changes in the world economy, and shifts in the practice of management. These developments both in developing and the developed countries are crucial in exploring and understanding the challenges of the future.

The key questions for all organizations: what are the new challenges or realities? What new policies and management responses are required of companies and executives in order to deal with these challenges?. With this in mind, the management need to come out with a number of strategies, both proactive and otherwise, on how managers can respond or be more responsive to these challenges facing management today and tomorrow. The challenges facing management today and tomorrow illustrate the rapid change and unpredictability that all managers face today in contemporary times and in the future. Most organizations have survived and thrived because of the remarkable management talent of their managers and management. Conversely, businesses with untrained and unrepentant staff to cope with these challenges will lose market share and will ultimately be chased out of business by their competitors. The new realities or rather the fundamental challenges facing management today and tomorrow are – the issue of the development, the allocation and the productivity of resources, the challenge of employing resources where the results are, the issue of staying ahead and coping with change, the issue of motivating knowledge workers/disenchanted employees, and globalization.

Nowadays, entrepreneurship considered as a panacea for the economic problem. The concept of the business incubator has been emerged for at least 40 years to encourage the growth of entrepreneurship. Business incubator plays a crucial part as a common platform, which could provide innovation acceleration through an assortment of business support capitals and facilities. Incubator business is a useful business development tool because it acts as a strategy, demanding only modest investment and with outstanding revenues to the regional economy in diversified industry base and employment. Furthermore, incubators support and add value to the new venture creation. Incubators are a room where current knowledge based on ideas, methods, processes or products are inspired, developed and commercialized.

Based on the context from 3 different angles, which are the current condition of the workforce quality in Indonesia, the challenges that any organizations face today and tomorrow, and also the entrepreneurship skill related to business incubation, STARFIN is established to help individuals and any organizations to enhance their capabilities in the context of improving their businesses. STARFIN is committed to deliver the professional services related to management advisory, business coaching, and professional training, in order to equip the individuals and organizations, the necessary strategy, methods, systems, and tools. Our ultimate goal is to help clients achieving their business and financial objectives, in a consistent and sustainable manner.