Sari Soegondo has become increasingly popular among public relations (PR) circles since she was elected Vice Chairman of the Indonesian PR Company Association (APPRI) for 2020 – 2023. As the co-founder and Executive Director of ID COMM, she has been appointed as a speaker at several PR INDONESIA events, most recently at PR INDONESIA Outlook (PRIO) 2021 at the end of November.

On Friday (15/1/2021), PR INDONESIA had the opportunity to get to know Sari better. Behind her calm demeanor, this holder of a master’s degree in Corporate Communication from the Faculty of Social and Political Sciences, University of Indonesia, is known to be active and capable of multitasking.

Sari is also a person of determination, perseverance, and strong will. The mother of two, who initially aspired to follow in her late father’s footsteps to become a doctor, bravely decided to co-establish ID COMM with her partner. Their goal was not merely to explore the potential niche to support communication and public relations strategies. Beyond that, they aimed to be part of real change through communications. Speaking to Ratna Kartika from PR INDONESIA, Sari shared her story.

The COVID-19 pandemic has impacted the activities of PR consultants. What dynamics are experienced at ID COMM and local PR agencies in general at this time? What are the biggest challenges felt?

Due to the COVID-19 pandemic, communication and PR practitioners, especially consultants in Indonesia, currently work in highly flexible modes and patterns, as evidenced by various analyses presented at the PR INDONESIA Outlook 2021 Forum.

We belong to a group that can endure and continue to work effectively and productively despite social restrictions. Over the past year, we have rarely been to the office and have been working remotely with our entire team and clients. This adaptability demonstrates our ability to work in a plug-and-play manner.

Almost all coordination and implementation activities have shifted to the digital realm and are conducted virtually. This condition may also change work methods in the future. It may even introduce a new touch to the business model of local PR agencies, which no longer require dedicated workstations to carry out their tasks.

With almost 100 percent of activities now transitioning to digital platforms, PR consultants must skillfully produce digital social media solutions and content quickly and with high quality.

Collaboration with talents from non-PR backgrounds has significantly increased during this time. We work more closely with graphic designers, programmers, web developers, photographers, videographers, multimedia producers, and online event organizers.

On the other hand, unique client demands have emerged during the pandemic, surpassing those of the past. For example, the need for assistance in issue and crisis management has increased, as there is a need to support internal communication more strategically. These are all consequences of the pandemic and the current economic recession. Many clients are rationalizing their workforce, redirecting services, closing branches, etc. Similarly, rebranding is needed as companies diversify or pivot their business operations.

Consequently, many local agencies have experienced reduced workloads or contract periods with their clients. Previously, many retainer-based contracts were adjusted to ad hoc arrangements, or agency service support was reduced to manage costs. As a domino effect, local agencies have had to adapt their operational costs, often implementing proportional salary cuts or temporary layoffs/staff reductions.

What’s the solution?

The initial conditions during the pandemic surprised the entire business community, leading to a halt in business as usual. This disruption prompted us to immediately switch to survival mode, particularly by implementing internal cost-saving measures. We also had to make proportional salary adjustments for employees, although fortunately, we didn’t have to resort to layoffs.

Gradually, as adaptation to the conditions improved, clients and staff became accustomed to using digital platforms as the backbone for conducting business, allowing work to resume under the new normal.

Of course, we offered some flexibility, such as more affordable service packages and more lenient payment systems. For instance, clients who are previously active in organizing public events need to establish new relationships through online networks. Therefore, our capabilities are now focused heavily on influencer and opinion leader management supported by PR expertise, complete with their readiness regarding the topic.

Through the APPRI, we strengthened collaboration at the industry level to weather this crisis collectively. We even presented and approached potential clients to open more service provider options. This extra-mile effort means we share blessings and convert burdens on our shoulders to fellow peers who are experts in their fields.

What breakthroughs and creativity have been implemented during this almost year-long pandemic?

The focus has been on digital communication capabilities, community building, online event organization, and strengthening networking databases and partnerships to reach a broader community audience.

Internally, the pandemic has become a strategic momentum to build our team’s digital capacity. In addition to internal training, we have more flexibility in participating in various online training programs.

In your opinion, what insights do ID COMM and PR agencies have into the existence of this pandemic?

This situation has strengthened our fighting spirit, made us more creative in crafting solutions and service proposals, made us more daring to try new things and take risks, made us more aware of concerns, and made us more sensitive to the surrounding conditions.

What is the background of your career?

My career was entirely in line with my academic background in communication. In 1999, I started working as a junior consultant at a small advertising agency called Times Communications. Later, I continued working as a PR officer for external communications at Bank Bali, now known as Bank Permata.

While in the corporate world, I became interested in venturing into the entertainment and lifestyle media. I then moved to the MRA Media Group as part of the team that launched MTV Sky Radio—now Trax FM—until becoming the Advertising and Promotions Manager. Alongside this role, I was entrusted with parallel responsibilities to handle MTV Magazine as the Advertising and Promotions Head. Subsequently, I was promoted to Advertising and Promotions Manager at Hard Rock FM, serving a more mature audience segment.

My experience as responsible for promotion and advertising activities, public relations (PR), and support for other marketing forms caught the attention of RCTI, which at the time needed a Group Sections Head for Off Air and Media Promotions. I decided to take on that challenge, serving the national audience at RCTI from 2003 to 2006.

Working at RCTI made me realize the need to continually refine my knowledge, strategies, and communication concepts beyond the fieldwork that was part of the daily dynamics at RCTI. Therefore, I accepted an offer to work at an international communication and PR consulting firm that was part of the McCann Group Worldwide.

This new job answered my thirst for the world of communication and PR, broadening my insights and fueling my interest in continuing to be a professional consultant. I was exposed to various initiatives and client needs, whether in corporate communication, product or service marketing communication, or communication for broader public affairs. I spent seven years in the job until 2013, overseeing two firms simultaneously, WeberShandwick and GolinHarris (now Golin), with my final position being Director.

So, what’s next?

My extensive career at an international consulting firm was reluctantly diverted when my aspiration emerged to have the flexibility to choose topics and sectors of projects to handle. In 2013, I resigned from WeberShandwick and GolinHarris to pursue my aspiration to work independently as a development communication consultant at two institutions simultaneously throughout 2014. These were the Special Envoy Office of the President of the Republic of Indonesia for the Millennium Development Goals (MDGs) and the Agency for the Reduction of Greenhouse Gas Emissions from Deforestation and Forest Degradation and the Sustainable Management of Peatlands (BP REDD+).

Alongside these engagements, my business partner, Asti Putri, and I began planting the seeds for a boutique firm that would later become our new “home,” PT Indo Dharma Komunika, also known as ID COMM, officially established on April 14, 2014. ID COMM is currently supported by 15 permanent consultants and several part-time consultants.

What motivated you to establish ID COMM?

I observed that many sectors and niches still require strategic support in communication and public relations programs. Awareness of the importance of these strategies and programs, which used to be dominated by the private sector, is increasing in the public sector.

The growing awareness is primarily due to the emergence of social media as the most favored communication channel and a medium for disseminating information. How countries and development sectors communicate and build their reputations now utilize techniques vastly different from 1 to 2 decades ago. The decentralization of governance, where provincial and district/city-level governments have become more robust, further underscores the relevance of communication and public relations in various regional development lines.

The rise of entrepreneurship in Indonesia, primarily led by the millennial generation, has also significantly transformed the business landscape in our country. Furthermore, disruptive, transformational technology has given birth to technology-based startups, creating unique products and services that may vastly differ from what consumers, clients, or users have previously known.

Between corporations and consumer brands, awareness of the importance of harmonizing efforts with external dynamics is also increasing. Thus, there is a heightened awareness of ESG (environmental, social, and corporate governance) aspects. The function of public relations (PR) is increasingly recognized, not only as the eyes and ears to secure business operations but, more importantly, as a strategic advisor for business development and crucial decision-making for companies. Many companies are now at a higher level thanks to the intelligent support of their PR teams.

Therefore, I felt the need for a “vehicle” that, although perhaps smaller, could maneuver more agilely in the Indonesian market and explore blue oceans that practitioners may not have yet touched. I hope this “vehicle” can free my team and me to look further ahead, choose the types of clients, and consider the depth and scope of their programs.

One key to successful communication and public relations businesses is a good understanding and mastery of the local audience. Local consultants generally can convey missions more effectively to the national audience, making this an excellent opportunity for ID COMM and local practitioners like us.

We want clients to have a positive experience with ID COMM, which, despite being boutique in scale, demonstrates professionalism that is no less quality than multinational corporations or giants in this industry. ID COMM is expected to continue to grow and introduce clients to various communication and public relations arts, which are currently highly innovative in technique and convergent in tools. This method ensures that the success of campaigns and communication programs implemented can be well measured.

What services are offered, and what are the advantages of ID COMM?

ID COMM primarily serves clients representing corporations, consumer brands, or development initiatives. Our portfolio in development communication matters is quite strong, and we continuously enhance our capabilities. ID COMM has a particular interest and ability to engage in public affairs, positioning itself as an active player in development. We have a track record of success in healthcare, education, environment, climate change, social inclusion, child protection, and international diplomacy. In line with our mission statement, we work through strategic communications for the betterment of Indonesia.

During your time in PR, what has been your most memorable experience?

One notable experience was being part of the strategic campaign team for public education to raise awareness about the dangers of cervical cancer among women and the advocacy team for the use of mother tongue for elementary school students in Papua. Our team also successfully advocated for data-driven policy-making. I felt indescribable happiness for our team’s success, especially in guiding both issues.

Regarding the public campaign on the dangers of cervical cancer, our efforts with the Indonesian Cancer Foundation succeeded in popularizing and making cervical cancer one of the most feared diseases among women today. The campaign, which involved several celebrities and community figures, also raised awareness and actions to take preventive steps as the only type of cancer that can be prevented with vaccination. Before this campaign echoed, almost no layperson in Indonesia was familiar with and understood cervical cancer.

Can you elaborate more on your experience in advocating for elementary school students in Papua to use their mother tongue?

My team and I initiated it by advocating the concept of Mother Tongue-Based Multilingual Education as a result of the research “Strategic Planning for Education in Rural and Remote Areas of Papua.” We worked under the Ministry of Education and Culture (MoEC). We collaborated closely with pedagogy experts, linguistic experts, the Papua Provincial Government, Lanny Jaya District Government, Cenderawasih University, several foundations, national press, and local media. This advocacy successfully formalized the use of mother tongue in classrooms for students in grades 1-3, some of whom were almost extinct in the pilot area of Kuyawage District, Lanny Jaya Regency.

Both experiences left a profound impression and great inner satisfaction. Because I became part of an effective team that could make real change and goodness for the Indonesian society. This outcome is the essence of our work.

What tactical steps should PR take when faced with a crisis?

Remain calm, keep a cool head, and think clearly. Emphasize objectivity in assessing the crisis, relying on the facts, gathering reliable information, or testing data. Equally important is following communication protocols or guidelines for crisis management, following the chain of command and maintaining suitable working mechanisms, localizing the issue, resolving it, and exploring options to minimize risks.

Another aspect that PR should possess, especially in crises, is being sensitive and flexible in responding to the dynamics of the situation, continually maintaining a positive attitude, mastering messages and arguments, and respecting and collaborating well with all parties involved. Rally solidarity with supporting parties, avoid getting trapped and losing control under pressure and intimidation, and avoid exacerbating the problem, especially potentially creating new problems. Remember to consider and implement impact management.

The digital era propels the communication world to evolve so dynamically. How do you and your team keep pace with the changes?

The ID COMM team diligently follows trends, observes innovations, and expands networks. We continuously strive to cross-pollinate team members for each different client. With this strategy, we aim to stimulate the growth of fresh ideas and creativity, new enthusiasm, and unique experiences among team members. Additionally, we collaborate more closely with graphic designers, programmers, web developers, photographers, videographers, multimedia producers, and online event organizers to adapt quickly to changes.

In your opinion, what are the differences between PR then and now?

Well, there are many differences, indeed. The most significant factor, of course, is the phenomenon of the emergence of social media, which essentially represents converged media. This results in information overflow, very high transparency, the shift of personal information towards the public domain, vulnerability to the circulation of misinformation, and the disruption of ethical norms and cybersecurity. PR nowadays not only fights against misinformation and threats of deep fakes that utilize advanced technology but also faces the challenge of maintaining the audience’s short attention span.

At the same time, the public is becoming more vocal, critical, and actively contributing to social initiatives. The younger generation is increasingly open and brave in expressing opinions and showing their stance, including political matters. This openness allows everyone to become message producers and opinion influencers with different interests. The way society builds relationships is also different now, with community bases often established online before offline.

So, in short, today’s PR faces a highly dynamic environment, a more heterogeneous community, extremely rapid information exchange, high demands from message owners, and greater democracy and freedom of expression compared to PR in the past.

With these changing conditions, what competencies should PR professionals possess today?

Mastering information technology, digital communication, and project management tools is essential. Proficiency in coding/programming and higher computational literacy will be an added value, and writing skills remain a primary requirement. However, nowadays, they need to be supplemented with the ability to narrate distinctively on digital platforms. Furthermore, the capability to work remotely collaboratively with minimal supervision from superiors without compromising the quality, accuracy, and timeliness of deliverables is essential.

Fifthly, understanding human resource management and effective collaboration is crucial. Sixthly, being creative, generating fresh ideas, innovative, and responsive to changing situations is vital. Seventhly, a PR practitioner must be perceptive in identifying opportunities beneficial to the company/client’s interests and personal development. Lastly, a consultant must remain flexible when required to work in a hybrid/blended manner, both online and offline.

What message do you always emphasize to your team? Why?

We always strive to give our best work harmoniously, sincerely, and joyfully in our daily tasks. If we don’t enjoy our profession, working will only feel like a duty to earn a living without appreciation, satisfaction, and a sense of ownership.

How did you end up joining APPRI and being appointed as Vice Chairman?

My career journey and experience as a consultant for approximately 15 years have led me to delve deeper into this industry, get to know other great practitioners better, and expand my network. In 2019, I was asked to assist the Indonesian Public Relations Companies Association (APPRI) as the Head of the Education and Training Division. In 2020, after the previous leadership term ended, I was entrusted with serving as the Vice Chairman of APPRI for 2020 – 2023.

Last year, you were elected Vice Chairman of APPRI. What are your concerns regarding the organization’s members and the country’s PR agency industry?

A recent study by APPRI indicates that PR agencies still focus more on consumer brand marketing communications and conventional media relations practices. Meanwhile, areas such as political communication or development communication have yet to be extensively explored. Specialized practices such as crisis management, behavioral change communication, or the art of internal organizational communication have yet to be widely recognized despite their significant demand.

Other findings from the survey reveal that the primary services offered by PR agencies in Indonesia still revolve primarily around media relations using conventional methods. However, in today’s context, PR practices have expanded with media convergence due to digital platform advancements. More support is necessary for data processing technology, information processing and generating technology, or reliable performance monitoring technology to package overall campaign programs more strategically and accurately.

Therefore, as part of the organization’s leadership, over the next three years, I am committed to helping build APPRI’s role more strategically as a catalyst for empowering its members. It will serve as a source of information and data, a source of knowledge and learning, a think tank for communication-related issues, and a platform for solidarity to develop networks and businesses and to uphold best practices.

What are your hopes and dreams for local PR agencies in the future?

To grow increasingly professional and be on par with international standards, supported by information and communication technology to facilitate work and measure results. To be accustomed to working based on data analysis results, expanding businesses, and transferring knowledge and skills beyond the capital city and Java Island so PR services and capabilities are more evenly distributed throughout the archipelago. Consultants should be equipped with official certifications so that their competencies and expertise are recognized and accountable. Local PR agencies should be hosts in their own country, not inferior to competing with consultant services based abroad. Alternatively, Indonesian-origin PR agencies can become global firms someday, with many branch offices and involvement in various initiatives worldwide.

The dynamic nature of the PR world often creates a gap between the industry’s needs and the abilities of PR graduates. In your opinion, what are the ways or solutions to minimize this gap?

Many studies in higher education have proven that the gap between the knowledge and skills of university graduates and what is expected by industries and the workforce exists in almost all sectors, including communication and public relations.

My opinion may sound classic, but it is still relevant and has yet to be optimally realized. Adopting the triple helix concept requires cooperation between industries, the education sector, and the government. 

The education sector needs to receive strong signals about what the industry is looking for, what technologies are currently developing and being used in jobs, how much PR workforce is needed, what specific skills are in demand or growing in demand, which sectors are in dire need, and so on. Thus, the education sector can adjust curricula, classroom learning plans, reference sources, teaching materials and methods, and more.

Conversely, industries and the business world need to care about developing young human resources from their school days. Professionals should be willing to provide input to the education sector or actively participate as educators. PR professionals need to learn a lot from real-life case studies. They also need direct experimentation through internships or handling a project and experiencing the potential of technologies they may not encounter in the classroom. Industry players and the business world can provide these exposures. Working in a real business environment will sharpen technical skills, develop collaboration, multitasking, and pressure management, and foster an independent entrepreneurial mindset.

The role of the government is also crucial as policymakers and catalysts for enabling the above to happen. As users of PR services, government agencies also require competent professionals.

What solutions and contributions does APPRI provide?

At APPRI, we run the APPRIentice program, which allows students from all over the archipelago to enjoy practical training in series from member companies of APPRI. This effort is followed by assigning them to intern at the offices of our member companies and assisting the Association. Here, they receive close guidance from professional consultants, deal with various project topics, interact with clients, carry out tasks from start to finish, and so forth.

We are also in discussions with one of the leading state universities in Indonesia about designing a program, developing a substance, and nurturing their PR Lab. In the future, Communication and Public Relations students can practice and experiment with PR there.

The APPRIentice program and the nurturing of the PR Lab are our modest contributions to reducing the gap between the quality of graduates and the competencies expected in the job market.

What kind of contributions and support are necessary to develop PR agencies in the country?

More equitable and up-to-date ownership of work technology, the ability to manage data, conduct analysis, and draw conclusions, as references for developing strategies and taking action, and much more precise goal targeting.

What legacy do you want to leave to this industry?

More innovative practices, reliable performance metrics, and Indonesian PR consultants/practitioners’ mastery of topics or sectors that are rarely touched upon. When did you discover your passion in the field of communication/PR? What motivated you? Pursuing a PR career was different from my original ambition. I even spent my high school years preparing to apply for a medical science program. Perhaps my subconscious mind urged me to continue my late father’s profession.

However, a psychologist who consulted during my final year of high school revealed my talents and potential in the social field. He advised me to explore other fields or specializations. Eventually, I decided to pursue higher education on a completely different path.

I completed my undergraduate studies at the Faculty of Communication Sciences, Prof. Dr. Moestopo University, and several years later pursued postgraduate education focusing on Corporate Communication Management at the Faculty of Social and Political Sciences, University of Indonesia. Since then, I have consistently pursued a career in this field.

Who is the figure you admire and find inspiring? Why?

Once again, this answer may sound cliché. But I am a massive fan of my father. For me, my father comes with a complete package. He is kind, courteous, patient, intelligent, hardworking, disciplined, highly committed, honest, wise, attentive to the family, pleasant, and well-liked by many people. I try to emulate many of his good ethics, which have become our family’s provision until now. Selecting my father as my inspiring figure is the most logical decision, as it is more natural, accessible, easier to admire, and inspiring.

Public relations practitioners must be on standby 24 hours a day. How does your family support your career?

I have two children, a boy and a girl. The support from my husband and children towards my work and all my busy schedules is incredibly immense. Without their blessings, I would not have been able to pursue my professional career to this point. My eldest child is a teenager now, and we often exchange opinions, follow an issue together, and sometimes engage in lively debates. These kinds of interactions are refreshing and balance out the dynamics of my work.

Otherwise, my household runs as normal as any other family, except for my tendency to work longer hours than others and multitask at any given opportunity. I often feel unhealthy if I’m passive and idle.

How do you divide your time between personal life, family, and work?

Like most mothers, overseeing my children’s education is a dominant part of my responsibilities. Especially during the pandemic, when we are all at home, I also closely monitor my children’s learning activities, help them with their assignments when needed, and so on. It’s common for me to do all this while corresponding about work matters.

I enjoy chatting with my husband, reading books, or listening to music, usually late at night before bed. If no work-related activities are on weekends, I prefer to gather with my family for lunch outside the house. The burden of work can be momentarily set aside.

What are your hobbies?

From childhood to adulthood, I’ve loved swimming and reading. The reasons are simple: There’s a feeling of relaxation and enjoyment when doing both. Besides being good for the body, they’re also good for the mind. However, I’m no longer swimming intensively due to my busy schedule.

What do you usually do during your free time?

I do yoga and read books. I’ve practiced yoga regularly for about five years and always feel healthier after exercising. Additionally, I usually read any books that pique my interest. These genres include books related to my line of work and biographies of influential figures. However, because it distracts me from my routine, I spend quite some time finishing one book, especially those very thick.

What is your life principle?

I’m incredibly impressed by the wisdom phrase, “Don’t call it a dream; call it a plan.” This quote represents my behavior. I’m not particularly eager to linger in daydreams or mere discussions. Instead, I prefer to execute concrete plans to achieve my objectives. I genuinely enjoy the pursuit, even though it often involves facing many challenges. Whether successful or not that’s secondary; what matters is that the aspirations aren’t just passed off as dreams, leaving behind a futile sense of curiosity.

What dreams do you still want to achieve?

We are seeing the broadening of business and public relations industries. My business partner and I at ID COMM envision that the public relations agency can move further to provide end-to-end services. For example, more assertive communication, social research support, and human resources capacity development with relevant skill sets in the future business era are part of ID COMM’s aspirations to remain competitive and contribute to Indonesia’s public relations industry.

Author: Sari Soegondo Source: PR Indonesia, “Strategic Communication for COVID-19 Vaccination,” Edition 70 | Vol VI | January 2021