By: Setya Winarno*

“Regeneration within an association is not merely about replacing figures, but about preparing a new generation that understands the problems faced by farmers while also being able to read the future direction of the poultry industry.”

Indonesia’s poultry industry has grown into one of the key sectors in providing animal protein for the public. The continuous increase in chicken and egg production has made this sector a backbone for meeting the community’s nutritional needs. However, behind the dynamics of production, distribution, and increasingly intense market competition, there is an issue that often escapes attention: leadership regeneration within poultry associations.

In fact, associations play a strategic role in advocating for farmers’ interests. Through these organizations, various farmer aspirations are conveyed to the government, ranging from the issue of live bird prices and egg prices to policies concerning the production of day-old chicks.

In this context, it is interesting to look at the journey of one farmers’ association, Garda Organisasi Peternak Ayam Nasional (Gopan). This organization has a rather special history, as it was officially inaugurated by Megawati Soekarnoputri. This provided strong symbolic legitimacy for the organization from the beginning of its establishment—something that distinguishes it from several other organizations in the poultry sector, which are generally inaugurated by officials at the ministerial level.

However, the passage of time has shown that initial legitimacy alone is not sufficient to sustain an organization’s dynamics. In an industry that continues to evolve, an association must constantly renew its energy, ideas, and leadership. Without such renewal, an organization risks stagnating or even falling behind other groups that are more adaptive to change.

Looking back, the strength of poultry associations has often relied on central figures. These individuals not only possess extensive field experience but also have broad networks and the ability to mobilize support, including in terms of organizational funding.

In the context of Gopan, for example, the roles of several figures such as Pak Tri, Pak Bagus, and Pak Haji Dudung once served as important pillars of the organization’s dynamics. Their presence not only provided direction for the association but also strengthened its position in various dialogue forums with the government.

However, when these figures are no longer active, the organization faces new challenges. Excessive dependence on certain individuals can hinder the regeneration process. As a result, a leadership vacuum may emerge—one that is not easily filled by the next generation.

This phenomenon does not occur in just one organization. In many poultry associations, the regeneration process is often hampered by two main factors: limited resources and changing characteristics among farmers.

In reality, associations have long played an important role in the dynamics of national poultry policy. Various strategic issues concerning farmers’ interests are often advocated through organizational channels.

This article is an excerpt from the Opinion section of Poultry Indonesia magazine, March 2026 edition. Read the full article in Poultry Indonesia Magazine – March 2026 Edition. For subscriptions or further information, contact:
https://wa.me/+6287780120754 or sirkulasipoultry@gmail.com.

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