Intellectual property (IP) is a crucial issue as it directly impacts economic growth. This research analyzed the dynamic governance reconstruction within Indonesia’s Ministry of Law and Human Rights aimed at transforming it into a world-class Intellectual Property Office (IPO). A systematic review of 20 articles was conducted. The results showed that the Directorate General of Intellectual Property (DGIP) under the Ministry has numerous opportunities to become a world-class IPO. Protecting intellectual works through IP rights enhances inclusiveness, such as ensuring operational freedoms. The Indonesian government is employing dynamic governance methods to contextualize and implement bureaucratic reforms. However, there is resistance to change as old habits conflict with the new order, posing a challenge to bureaucratic reform. Strategies to create a world-class IPO involve improving technology utilization and fostering innovation. The protection of IP rights has widened inclusivity by enabling operational freedoms. Under dynamic governance, the bureaucracy is being restructured to be more context-aware and agile in its execution. Yet, ingrained practices resist reform, creating friction with the new systems being instituted. Initiatives to elevate the DGIP include technological modernization and promoting a more innovative culture. By reviewing these aspects systematically, the research provides insights into the opportunities and challenges in transforming Indonesia’s IP office into a world-class institution capable of driving economic growth through robust IP governance.

This study aims to identify and the implementation of ASN Management policies on career development aspects based on the merit system in the West Java Provincial Government and 6 Regency/City Governments in West Java Province. The failure of the institutionalization of the meritocratic system in ASN career development is partly triggered by the symptoms of the appointment or selection of officials in the central and regional levels not based on their professionalism or competence except for subjective considerations, political ties, close relationships and even bribery. This study uses a qualitative method with a descriptive approach. The operationalization concept in this study uses Merilee S. Grindle’s Policy Implementation theory which consists of dimensions of policy content and its implementation context. The factors that cause the implementation of the policy to be less than optimal include: 1. Uneven understanding of meritocracy; 2. Slowness/unpreparedness in synchronizing central and regional rules/policies; 3. The information integration system between the center and regions has not yet been implemented; 4. Limited supporting infrastructure; 5. Limited permits for related officials; 6. Transparency; 7. Collaboration across units/agencies; 8. External intervention; 9. Use of information systems/technology. To optimize these factors, an Accelerator of Governmental Unit’s Success (AGUS) model was created, which is a development of the Grindle policy implementation model with the novelty of adding things that influence implementation, including top leader’s commitment and wisdom, effectiveness of talent placement, on-point human development, technology savvy, cross-unit/agency collaboration, and monitoring and evaluation processes.