Jurnal Suficademic | Artikel No. 22 | Mei 2026
“Allahukrasi”: The Power of Management!
Oleh Said Muniruddin | RECTOR | The Suficademic
Bismillahirrahmanirrahim.
ADA tiga paradigma manajemen dalam tata kelola organisasi: “birokrasi”, “humanokrasi”, dan “Allahukrasi”. Model pertama adalah bentuk organisasi yang sangat klasik, fokusnya pada rigiditas aturan. Model kedua sedang dipopulerkan, yang gerak perubahannya terpusat pada pengembangan dimensi kemanusiaan. Sedangkan paradigma ketiga adalah model keorganisasian yang menjadikan Tuhan sebagai pusat kesadaran. Evolusi manajemen boleh dikatakan sedang bergerak dari bureaucracy, menuju humanocracy, dan berpuncak pada Allahucracy.
“Birokrasi” Vs. “Humanokrasi”
Birokrasi adalah sebuah model manajemen yang sangat klasik. Piramida strukturnya sangat kaku. Melalui model manajemen tradisional yang sangat top down, orang-orang digunakan sebagai alat untuk menghasilkan output bagi organisasi. Dalam birokrasi, staf dituntut untuk patuh, dan hanya melaksanakan apa yang sudah umum berlaku. Pegawai dikorntrol, diikat dan ‘diancam’ dengan aturan. Yang dituntut keseragaman. Tugasnya seringkali hanya melayani atasan. Pimpinan menjadi satu-satunya pihak untuk didengar dalam pengambilan keputusan.
Berbeda halnya dengan humanokrasi, organisasi dijadikan sebagai instrumen untuk pengembangan orang-orang. Humanokrasi adalah model manajemen yang dirancang untuk menggantikan kekakuan birokrasi. Humanokrasi menggunakan prinsip-prinsip tatakelola yang berpusat pada manusia (human-centric approach). Oorganisasi bertugas melayani pegawai dan masyarakat. Melalui pendekatan ini, pekerja diberdayakan sedemikian rupa guna memberi pengaruh lebih positif terhadap bisnis, klien, dan dunia. Karenanya, disain struktur organisasinya cenderung datar (flat), dengan jaringan kerja yang terdesentralisasi. Kewenangan pengambilan keputusan diberikan kepada mereka yang terdekat dengan pekerjaan. Karena itu, humanocracy mendorong lahirnya inspirasi, inovasi, dan penguatan passion para pekerja.
Filosofi humanocracy dipopulerkan oleh Gary Hamel dan Michele Zanini pada 2020. Pemikirannya diupdate dalam “Humanocracy: Creating Organizations as Amazing as the People Inside Them”, Harvard Business Press, 2025). Mereka berargumen bahwa organisasi harus memaksimalkan kreativitas, ketahanan, dan kontribusi para karyawan. Untuk membuat organisasi terfokus kepada pemberdayaan sumberdaya manusia, ada 7 pilar yang diperkenalkan oleh mereka.
Pertama “citizenship”, sistem kasta yang sangat kaku dalam model hirarki tradisional dihilangkan, sehingga semua karyawan menjadi setara sebagai mitra. Kedua “ownership”, mendorong pola pikir kewirausahaan sehingga setiap orang dan timnya punya kontrol terhadap hasil dan sumberdaya. Ketiga “market’, mempromosikan kompetisi dan pertanggungjawaban internal dalam pengalokasian sumberdaya, daripada sekedar terpusat kepada perintah-perintah atasan. Keempat “meritokrasi”, pengaruh seseorang dalam organisasi ditentukan oleh keahlian, bukan hierarki. Kelima “community”, menciptakan ruang kerja yang saling percaya, sehat secara psikologis, dan saling dukung. Keenam “openness”, membangun transparansi dimana data dapat diakses secara bersama sehingga keputusan dapat didiskusikan secara terbuka. Ketujuah “experimentation”, mempromosikan proses belajar berkelanjutan, belajar secara cepat, dan kebebasan untuk mencoba ide baru tanpa takut gagal.
Cepatnya perubahan dunia dari satu fase industri ke fase lainnya, paradigma birokrasi menjadi bermasalah. Selain penakut dan lamban, model manajemennya juga sangat ortodoks. Sistem birokratik dimana-mana tidak mampu mengimbangi perubahan. Anggaran habis, tapi daerah atau organisasi terus tertinggal. Humanocracy berusaha membuka energi, kelincahan, dan ketahanan organisasi dengan mendorong munculnya talenta-talenta tersembunyi. Kita mungkin sama-sama melihat, betapa banyak aktifis dan mahasiswa yang cerdas ketika duduk dibangku kuliah. IPK-nya tinggi. Bakatnya banyak. Tapi seketika berubah menjadi ‘bodoh’, ‘kaku’, dan ‘penakut’ disaat berada dalam sistem birokrasi. Kerjanya teken absen pagi dan petang. Lalu ambil gaji awal bulan. Keahlian yang tumbuh mungkin hanya cara berdebat dan mengolah SPPD. Masyarakat ataupun lembaganya tidak mengalami perubahan.
Kita tidak mengatakan sistem birokrasi sepenuhnya salah. Tidak. Formalitas aturan, mata rantai perintah yang kaku, dan pembagian kerja memang dianggap efektif untuk mengontrol serta memastikan keterukuran pada organisasi berskala besar. Karena itu, umumnya sistem pemerintahan dan militer mengadopsi gaya itu. Fokus organisasi semacam ini ada pada kepatuhan, pengurangan resiko, dan ketertiban. Ada juga organisasi yang pegawainya malas berpikir atau dilarang berpikir. Organisasi semacam ini biasanya efektif jika digerakkan dengan sistem birokrasi yang pola kerjanya rutin atau berulang. Tidak ada tuntutan untu kreatif. Pegawai murni menjadi alat bagi organisasi dan pimpinan. Pegawai tidak berdaya. Mungkin juga dibayar murah. Bahkan setelah puluhan tahun bekerja, mereka pensiun tanpa daya. Hidup dalam keadaan miskin.
Untuk efektif menerapkan manajemen yang birokratis, sebuah organisasi perlu pimpinan yang keras dan kaku. Yang diotaknya hanya ada pasal-pasal terkait aturan. Bicaranya kritis dan selalu tentang ancaman dan hukuman. Yang dicari hanya kesalahan. Apresiasinya mungkin kurang. Arahannya selalu tentang hitam putih dan kedisiplinan. Berbeda dengan humanokrasi, pemimpin harus dekat dengan bawahan. Mampu merasakan emosi dan derita orang-orang (‘azizun ‘alaihi ma anittum). Punya keinginan yang kuat untuk mensejahterakan karyawan (harisun ‘alaikum). Tidak angkuh. Punya rasa belas kasihan dan penyayang (raufurrahim). Organisasi tidak digunakan untuk merampok. Melainkan untuk mendidik, membangun, mencerahkan, dan memberdayakan warga dunia.
Birokrasi itu tidak salah. Birokrasi adalah keniscayaan. Birokrasi adalah “syariat”, hukum, dalil, struktur, atau aturan yang harus diikuti agar tercipta law and order (keteraturan dan ketertiban) bagi organisasi. Karenanya semua organisasi punya aturan. Yang tidak punya aturan, SOP, atau regulasi pasti kacau. Namun demikian, dalam humanokrasi, fokus organisasi bukan pada syariat an sich. Tapi lebih kepada “adab” atau etika kemanusiaan. Ini tentang bagaimana membangun hubungan dengan sesama. Tentang harmonisasi hubungan. Tentang wisdom dan kebijakan pimpinan yang terpusat pada proses “memerdekakan” atau memajukan orang-orang. Fokusnya pada penguatan emosi, kreatifitas dan relasi sosial.
“Allahukrasi”: The Power of Management!
Lalu dimana letak kekurangan sistem birokrasi dan humanokrasi?
Masalahnya, Tuhan tidak ada dalam varibel keduanya. Birokrasi fokus pada rigiditas kekuasaan, pada rasionalitas dan argumentasi tentang hukum dan “aturan”. Pada IQ. Sedangkan humanokrasi terpusat pada pemberdayaan “orang”. Pada emosi dan hubungan. Pada EQ. Pada akhirnya, keduanya tidak memiliki hubungan dengan “Tuhan”. Keduanya, baik birokrasi ataupun humanokrasi itu kosong. Hampa secara spiritual (SQ). Karena itu, bekerja dalam sistem birokrasi dan humanokrasi lama-kelamaan pasti akan membosankan. Karena kering dari nilai-nilai transendental. Fokus dari kedua sistem ini bekerja untuk menyenangkan pimpinan (rules-centric) dan orang-orang (human-centric). Bukan untuk menyenangkan Tuhan (God-centric).
Disinilah kemudian perlu dihadirkan paradigma “Allahukrasi” untuk menutupi kelemahan keduanya. “Allahukrasi” adalah model manajemen yang fokusnya kepada Allah (Allah sentris). Apapun yang dilakukan dalam perusahaan, itu untuk Allah. Anda menegakkan aturan, karena Allah. Anda memberdayakan orang, juga karena Allah. Anda dijadikan sebagai pusat pemikiran dan kesadaran.
“Allahukrasi” bukan sekedar istilah baru yang mengada-ada. Allahukrasi adalah sebuah terminologi yang terformulasikan dari realitas empiris sejarah kenabian. Para nabi berorganisasi, bekerja, membangun birokrasi (syariat/aturan) dan humanokrasi (adab/etika pengembangan relasi dan sumberdaya kemanusian). Tapi semua aktifitas itu dibangun atas pilar koneksitas dengan Tuhan. Mereka menempatkan Tuhan sebagai fokus utama dalam keorganisasian. Mereka mengabdi untuk Tuhan. Semua kebaikan yang dilakukan semata-mata hanya karena dan untuk Tuhan. Allahukrasi adalah inti atau hakikat dari paradigma manajemen dalam Islam. Allahucracy is the inner side of management!
Pada model manajemen semacam ini, seorang pimpinan bukan hanya harus beragama, tapi juga punya kesadaran ruhani yang kuat akan kehadiran Tuhan. Tidak cukup dengan sekedar relijius. Daya ingat (zikirnya) harus kuat. Kalau menggunakan framework mistisisme Islam, pemimpin seperti ini harus punya kebiasaan menyebut-nyebut nama Tuhan 1 sampai 3 jam setiap hari. Tahajud dan tawajuhnya harus menyatu dalam tradisi kerja. Qalbunya harus hidup. Gelombang malakutnya harus terbuka. Mukasyafahnya mesti ada. Ia bisa melihat dan merasakan getaran Tuhan dimana-mana. Tuhan tidak hanya ia sadari ada di masjid. Tapi selalu bersamanya saat di ruang kerja. Karenanya, pemimpin semacam ini akan bekerja dalam keadaan mindfull (bahagia). Sebab, ada alasan spiritual yang kuat (grand why atau divine purpose) dari pekerjaannya. Ia memang bekerja untuk berinteraksi dengan Tuhan. Setiap mengambil keputusan ia selalu berkomunikasi dengan Tuhan lewat sistem muraqabah atau kemampuan bashirah lainnya.
Penutup
Birokrasi adalah kerangka “syariat” dalam organisasi. Sangat diperlukan, tapi jangan lupa untuk fokus pada dimensi humanokrasi yang memberi ruang gerak “kreatif” untuk pengembangan talenta dan inovasi keorganisasian. Dan diatas itu semua, pusat atau “hakikat” semua wujud kesadaran dalam setiap tindakan keorganisasian tentu harus tertuju kepada Tuhan. Inilah urgensi dari Allahukrasi (Anda bisa menggunakan istilah lain seperti deocracy atau divinicracy) guna memberi energi dan landasan spiritual-etik yang kuat bagi keseluruhan gerak organisasi. Allahucracy is the power of management!
Allahumma shalli ‘ala Muhammad wa Aali Muhammad.*****
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