Building a shared platform for Indonesia’s Investment Galleries
The Indonesia Stock Exchange (IDX) uses the Regional Development Information System (RDIS) to support its Investment Gallery network. These galleries are established through collaboration between IDX, universities, and securities companies to introduce the capital market to academic communities and the wider public.
They provide access to market information, investment education, events, and activities that help students, researchers, investors, and observers understand Indonesia’s capital market. But the system supporting this network was not yet integrated enough to manage information, participation, and performance evaluation efficiently.
Suitmedia worked with IDX to develop RDIS as both a public information platform and an internal management system. The new experience connected activity registration, public information, records, and evaluation tools, creating one clearer operating environment for more than 700 Investment Galleries across Indonesia.
A growing national network was still being managed through fragmented information
1. Investment Galleries needed a shared digital foundation
Investment Galleries are more than information points. They are active hubs for education, discussion, events, and capital market participation within universities and local communities.
As the network expanded, each gallery generated information about activities, participants, events, and performance. Without a connected system, this information could remain scattered across files, forms, messages, or separate local records.
The challenge was to create one system that could support the network without removing the role of universities, securities companies, and other participating institutions.
2. Public users lacked one clear path to information
RDIS was intended to help the public learn about the capital market and access Investment Gallery activities. However, the existing information journey was not sufficiently integrated or accessible.
People interested in an event or educational activity might need to search through different channels to understand what was available, where it was happening, and how to register.
This created friction at the first stage of participation. If the information was difficult to find or the registration process was unclear, potential participants could lose interest before engaging with the program.
3. Activity information was not connected to participation records
A capital market education program creates several types of information: event details, registration data, participant records, activity histories, and outcomes.
When these elements are managed separately, IDX has a limited view of how the network is performing. It may know that an event happened but struggle to understand participation patterns or compare activity across galleries.
RDIS needed to connect public activity registration with internal records. This would make the system more useful for both participants and IDX teams.
4. Performance evaluation was too manual
IDX still had to evaluate the performance of Investment Galleries manually.
Manual evaluation required collecting information from multiple sources, checking records, and compiling results. This consumed time and created the risk of inconsistent or incomplete reporting.
The issue was not simply administrative inconvenience. Without timely performance information, IDX had less visibility into which galleries were active, which activities were effective, and where additional support might be needed.
5. The platform needed to serve several institutional roles
RDIS involved different stakeholders, including Investment Gallery managers, university representatives, securities companies, market observers, and IDX teams.
Each role needed different information and actions. A public participant might only need to view activities and register. An internal user might need to review records, monitor performance, and evaluate a gallery.
The system needed to support these different responsibilities without presenting every user with the same complex interface.
6. Slow performance was weakening the information experience
The previous website also suffered from slow performance.
This made it harder for public users to browse information and for internal teams to complete administrative tasks efficiently. A slow website can reduce trust and participation, particularly when users are trying to register for an event or retrieve current market-related information.
Performance was therefore a core part of accessibility. A platform can contain useful information and still fail if users cannot reach it quickly.
7. IDX needed real-time and current information
Investment and market education depend on timely information. Users expect the platform to reflect current activities, events, and participation opportunities.
Internal teams also need current records to evaluate the network and make decisions. If updates are delayed because data is collected manually, the platform becomes less useful as a management tool.
RDIS needed to reduce the distance between an activity taking place and the information becoming visible to the relevant people.
8. A national network needed more than a local solution
The Investment Gallery network extended across Indonesia. RDIS needed to support institutions operating in different regions, with different activity levels and local contexts.
A solution designed only around one gallery or one reporting process would not scale effectively.
IDX needed a platform with shared standards and centralized visibility, while still allowing local participants to manage and promote their own activities.
9. The system needed to support future expansion
The network and its activities would continue to evolve. New galleries, new programs, new user groups, and new reporting requirements could emerge.
The platform needed to accommodate that growth without returning to fragmented information management.
This made the project a long-term infrastructure decision. RDIS had to create a foundation that could support future development, not only correct the limitations of the earlier website.
Designing one public and internal system around the same activity data
1. Begin with user research and operational analysis
Suitmedia researched the needs of both public users and IDX’s internal stakeholders.
The research examined how participants found information, how they registered for activities, how Investment Galleries managed their records, and how IDX evaluated performance.
This helped identify the difference between the public journey and the internal management journey. Both needed to connect to the same underlying activity data, but each required different tools and levels of detail.
2. Create a public platform for discovery and registration
The public-facing RDIS platform allowed people to access information about Investment Galleries and related activities.
Users could discover available programs, understand the relevant details, and register for activities through a more structured experience.
This reduced the effort required to participate. The public no longer needed to rely only on separate announcements or informal communication from individual galleries.
3. Make activity registration part of the system record
When a user registered for an activity through RDIS, the information could contribute to a more complete record of participation.
This connected public engagement with internal evaluation. IDX could gain a better understanding of what activities were being offered and how communities were responding.
The approach also reduced duplicate work. Registration data did not need to be collected separately and then manually reconstructed for reporting.
4. Build an internal platform for evaluation
The internal RDIS platform provided features to help relevant stakeholders evaluate Investment Gallery activities.
Internal users could work with activity and performance information in a more structured environment, reducing the need to gather records manually from multiple sources.
This created a clearer management process. IDX could evaluate the network with more consistent information and greater visibility.
5. Connect RDIS with IDIS
RDIS was connected to the Investor Development Information System, or IDIS.
The integration helped connect regional activity information with IDX’s broader investor development ecosystem.
This reduced isolation between systems and created a more coherent flow of information. RDIS could focus on Investment Gallery activity while remaining connected to the wider systems IDX used to support capital market development.
6. Separate user access by role
The platform needed to support public users and internal users without exposing every function to everyone.
Role-based access allowed each audience to see the information and tools relevant to its responsibilities. Public visitors could focus on discovery and registration, while internal teams could access evaluation and management features.
This improved both security and usability. Users were not distracted by controls that did not apply to them.
7. Create a more integrated activity record
The system was designed to connect information about Investment Galleries, activities, participants, and operational performance.
An integrated record helped reduce the gaps between planning, participation, and evaluation.
This also supported better institutional memory. IDX could review activity over time rather than depending on individual staff members or separate files to remember what had happened.
8. Improve information architecture and navigation
The website structure was redesigned to make information easier to locate.
Users needed to understand where to find Investment Gallery information, activities, registration options, and related content. Internal users needed a separate but connected path to management features.
Clear navigation reduced the effort required to move through the platform. It also helped make the growing amount of information more manageable.
9. Improve website performance
The new website was designed to provide a more responsive experience.
Better performance was important for public participation. Users may leave a page if it takes too long to load, particularly when they are trying to register for an activity.
It was equally important for internal users who needed to review activity records and complete evaluations efficiently. Performance improvements supported both access and productivity.
10. Make current activities easier to find
The platform allowed users to discover updated information about Investment Galleries and their activities.
This helped create a more active relationship between the network and its public audience. Instead of relying on occasional announcements, users could return to a central platform to see what was happening.
The benefit was greater visibility for local activities and greater consistency in how those activities were presented.
11. Support the different needs of network stakeholders
RDIS was designed to support the roles of KP, GI, AB, PWI, and IDX in conducting evaluations and managing Investment Gallery activity.
The platform needed to reflect the responsibilities of these stakeholders without forcing them into the same workflow.
Role-specific tools helped make the system more practical. Each user group could contribute to the network’s development while working from shared information.
12. Use a system that can accommodate more galleries
The platform needed to support a growing number of Investment Galleries without making administration more difficult.
A centralized structure allowed new galleries and activities to be added within an established system.
This improved scalability. Growth in the network did not have to mean a proportional increase in manual reporting and coordination.
13. Create a foundation for future features
RDIS continued to add new features after its launch.
This demonstrated the value of designing the platform as an evolving system. IDX could respond to new requirements and improve the user experience without abandoning the existing structure.
Future enhancements could build on the same activity records, roles, and integration with IDIS.
14. Validate the experience through stakeholder involvement
IDX stakeholders were involved throughout the development process, from requirements and design through testing and deployment.
This helped ensure that the platform addressed both public usability and internal operational needs.
It also supported adoption. Internal users were more likely to trust and use the system when they had been involved in shaping the workflows.
15. Design RDIS as a communication and management platform
The strongest value of the system came from combining public communication with internal management.
The public could discover and register for activities. Internal teams could review participation and evaluate performance. Both sides worked from a connected platform.
This created a more complete digital system for developing capital market education through Investment Galleries.
A connected platform improved access, participation, and oversight
1. RDIS became more useful to public users
The new website made it easier for people to access information about Investment Galleries and related activities.
Users could discover opportunities and register through a more direct journey.
This improved the public side of RDIS and supported broader participation in capital market education.
2. Internal evaluation became more efficient
IDX and related stakeholders gained features that supported the evaluation of Investment Gallery activities.
This reduced the need to collect and compare information manually across multiple sources.
The result was a more efficient management process and a clearer view of how the network was developing.
3. The platform connected public activity with institutional learning
Registrations and activity records created information that could help IDX understand participation patterns.
This supported better planning. IDX could see what types of activities attracted interest and where additional communication or support might be useful.
The platform therefore created value beyond registration. It helped the organization learn from its public engagement.
4. RDIS became a shared source of information
The integration with IDIS and the central management structure created a more reliable information environment.
Users and internal stakeholders could work from data that was more connected and current.
This reduced the risk of inconsistent records and helped strengthen confidence in the platform.
5. Website performance improved accessibility
A more responsive experience helped public users access information with less delay.
This was important for maintaining engagement. Users were more likely to explore activities and complete registration when the platform responded efficiently.
Internal users also benefited from faster access to records and evaluation features.
6. The system supported a national Investment Gallery network
RDIS provided a shared structure for more than 700 registered Investment Galleries operating across Indonesia.
This was a significant organizational achievement. The platform helped connect a geographically distributed network through common information and evaluation processes.
The result supported greater consistency without preventing local galleries from conducting their own activities.
7. More than 25,000 activities were run through the ecosystem
Since the RDIS Live Website launched in January 2021, more than 25,000 activities had been conducted.
This demonstrated the scale of activity supported by the platform and its relevance to capital market education across Indonesia.
The number also showed that RDIS had become an operating platform rather than a static information website.
8. More than 300 exchange members participated
The platform recorded more than 300 registered and participating exchange members.
This indicated that the system was supporting engagement beyond universities alone. Multiple parts of the capital market ecosystem were participating in the activities and information flow.
Broader participation strengthened the network effect of the platform.
9. More than 700 Investment Galleries were registered
More than 700 Investment Galleries were registered and operating across Indonesia.
This provided a national foundation for introducing the capital market to academic communities and wider audiences.
RDIS helped IDX manage the scale and complexity of this network more effectively.
10. IDX continued adding features after launch
The website remained active and continued to receive new features to help users access updated IDX information.
This showed that the platform was designed for continuous improvement rather than treated as a finished one-time project.
Ongoing development helped the system remain relevant as user needs and capital market education priorities changed.
11. The platform improved coordination across stakeholders
With public, gallery, exchange members, and IDX activities connected, stakeholders could coordinate from a more unified information environment.
This reduced the need for repeated manual exchanges and made responsibilities easier to manage.
The result was a more mature operating model for capital market education.
12. RDIS strengthened IDX’s education and inclusion goals
The platform helped IDX make capital market information and activities more accessible across regions and communities.
This supported the broader goals of literacy, inclusion, and participation. People could discover educational opportunities through a digital platform rather than relying only on local outreach.
The second-order effect was greater institutional reach. IDX could support more communities through a system designed to scale.
The deeper lesson: regional programs need shared visibility
1. Distributed networks require a common operating system
When activities happen across many regions and institutions, information can become fragmented quickly.
A shared platform creates consistent standards for activity information, registration, reporting, and evaluation.
2. Public access and internal governance should be connected
A public website can generate activity, but internal teams need to understand what is happening.
Connecting registration with evaluation creates a stronger feedback loop and helps the organization manage growth.
3. Manual evaluation limits program learning
If staff must collect data manually, they spend less time analyzing what activities are effective.
Integrated records create a better basis for comparing programs, understanding participation, and improving future education efforts.
4. Performance is part of accessibility
Users may abandon a website that is slow, even when the content is useful.
For public education platforms, speed affects whether people can access information and complete actions. Technical performance should be treated as part of service quality.
5. Role-based access reduces both risk and confusion
Different stakeholders need different capabilities.
Separating public and internal functions allows the platform to remain simple for users while providing appropriate tools for administrators and evaluators.
6. Scale requires structure before it becomes urgent
A system may work with a small number of galleries but fail as the network expands.
Building shared taxonomies, records, and workflows early protects the organization from future administrative overload.
7. Activity data can improve education strategy
A platform that records events and participation can reveal which topics and formats attract attention.
This allows IDX to direct resources toward programs that create the greatest value and improve those that need support.
8. Digital infrastructure can strengthen regional inclusion
A shared platform helps extend national education programs beyond major cities and established networks.
It cannot replace local relationships, but it gives those relationships a common digital foundation.
Strategic Insights for the C-Suite
- Create shared infrastructure for distributed programs. Regional networks become difficult to govern when each location manages information independently. A common platform improves consistency, scale, and visibility.
- Connect public engagement with internal evaluation. Registration data should not disappear after an event. Linking activity to performance records helps leaders understand what works and where to invest next.
- Treat performance as part of accessibility. Slow websites reduce participation even when content is valuable. Technical responsiveness is a public-service requirement for information and education platforms.
- Design different experiences for different roles. Public users, local operators, partners, and central administrators need different tools. Role-based access can simplify the experience while strengthening control.
- Use activity data to improve regional strategy. A connected system can reveal participation patterns across locations and programs. Use those insights to target resources, improve education, and expand inclusion.
