Koperasi Mitra Dhuafa (KOMIDA), the second largest microfinancing institution in Indonesia, was to launch its digital mobile platform by the end of 2018. The trial in selected field offices had begun. Among the many objectives, the new platform had to improve the efficiency and reliability of KOMIDA's nationwide field operations. The operational director, the point person for this initiative, had to make sure that the operations department back in its Jakarta headquarters could work well with more than 200 KOMIDA field offices nationwide. He keenly remembered the recent failure of a smart card pilot. It had to be scrapped due to cost concerns and a lack of acceptance from KOMIDA's clients. How could he ensure that the coming trials would lead to a successful rollout? What should he watch out for to keep things progressing smoothly? This case describes KOMIDA's motivations behind such an initiative and its challenges in managing the project and their vendor, TBOP. It discusses how IT project management should be mindful of the prevailing cultural and industry norms in a country. By focusing on digitalisation and the promise of deep analytics, it also discusses how an organisation can become "digital-ready".

City transformation is complex. This case study examines the combination of policies and management decisions undertaken by Mr Basuki Tjahaja Purnama (Ahok) in transforming Jakarta, the capital city of Indonesia. Jakarta had been facing serious urban development issues that affect the economy and political stability of Indonesia. Despite well-laid out plans where he aimed to alter the oft-regarded corrupt and incapable bureaucracy in Jakarta into a clean, capable and efficient administration, Ahok faced many leadership challenges when implementing large-scale transformation of major city in a developing country.

This case chronicles Go-Jek's journey as Indonesia's first unicorn tech startup, which has been named by Fortune Magazine as one of the top 50 companies that "change the world". It highlights how Go-Jek leveraged on its on-demand mobile platform - arguably, the most complete ecosystem in South East Asia to create significant social and economic value for Indonesia, the world's fourth most populous country. It also reveals how Go-Jek capitalized on its local business understanding and data analytics to outmanoeuvre bigger competitors such Uber and Grab in Indonesia. Go-Jek has a saying: money can't buy time, but Go-Jek can buy you time. In particular, Go-Jek's motorbike delivery and ride-sharing app has enabled businesses and individuals to circumvent Jakarta's gridlock and achieve desired outcomes of increased sales and higher productivity. This has led to the positive effect of spurring the growth of Jakarta's informal economy.