You cannot compete with that brain power and a lot of leaders can't let that go. Nadiem: I just got it done. So you have to have targets at the top and everything has to be MC, the middle layer has to contribute to the top layer. Kevin: Right. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Nadiem: Right. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. So for, you know, if you kind of went through that whole thing you know, that this is, this is your idea, this is your baby. It is possible to create organizational structures that are tailored to the needs of specific businesses and industries based on functions, markets, products, geographies, or processes. Google. Listed Fortunes favorite again! Kevin: Yeah. Welcome to Gojek's Bangalore office! Every piece of code we ship and our efforts to make sure our customers have a better experience. Do you understand what the objective was? Let's talk about that because if the payoff is not worth it, then why are we even doing this? I feel exactly the same. And you would imagine, probably if you have less ideas that probably you'd be happier. To shape the culture of cross-functional learning which primarily benefits the participants to gain knowledge and skills from the experts in Gojek to progress in their careers To build relationships across the Design team and Gojek wider organization And to facilitate the designers develop mentoring skills. Oh. Kevin: Yeah. It's about being the best at what truly matters, which is about a focus. Intro: Welcome to GO FIGURE. Where do you draw the balance of this bottom up? Um, that process not involving your one downs in that process is basically the first, it's like the original sin. I guess processes if you will. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Gojek is funded by 34 investors. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. But I really think that, you know, YouTube have such a large advantage, I think in the general video space I really don't see how they could get challenged in the near term. Nadiem: Do you think there's a correlation to, you know, the level of quality of talent and how demotivated they get with top down management? Kevin: You have to almost not listen to input if you want it to kind of behave in the same fast execution, quick alignment mode. Today, Gojek has transformed into a "Super App": a one-stop platform with more than 20 services, connecting users with over 2 million registered driver-partners, and 500,000 GoFood merchants - with a total of more than 170 million total downloads across the region. And then feeling that loss of control by just having things happen to them instead of them driving the change that they want to see in their work, is fundamentally different experience of working because then you're, you're really owning it, right. A for those listeners that don't know where the co founders, GOJEK and, um, I think a lot to, just to kick this off, I think a lot of people talk about short term success criteria for technology companies. I look at all these great things that this thing can do now, but, right. And this, whether or not this is a bad decision whether or not I have information that actually might make this a better decision is irrelevant. And this is a theme around focus. Okay. Investment Stage Late Stage Venture. Right? And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. And that's okay. It's rare, but it is possible. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. Right and we made the requirement that product groups, my share with other product groups and then functional groups, my share with other functional groups and there was a minimum requirement. Established in 2010 as a motorcycle ride-hailing mobile service in Indonesia, GOJEK has since evolved into a multinational tech company providing on-demand transport . I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. Because they're closer to the problems. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. Like what, what does this mean? Right. Uh, you know, people. We grew 900x in 18 months and still rapidly doubling. Our founding team members are all Internet and e-commerce veterans, with extensive experience from well-known Chinese, SEA & US tech companies such as Alibaba, Google, Facebook, Gojek, Lazada, etc. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. GOJEK does ride hailing, food delivery, payments even on demand massages. Hope you enjoy it. You say, yeah, that's, you know, I'm going to solve it. We are here because of each other. Especially because, you know when the, then the company is like 30 people all in the same room, even top down doesn't feel very top down, right? Kevin: So I think, I think in the early stages, it's, um, in the early stages, it's, it's really easy to do a top down without feeling bad about it. And how did you feel? Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. Nadiem: And all these hows. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. We just did. Jun 6, 2022. Nadiem: With the context of being a bottom up facilitating leader, right? Um, I think it's very easy to fall in love with, you know, your solutions and your ideas or the things that you know, you particularly good at or you've, what you've been doing for a while. Number of Exits 3. And this is infused in how we run meetings and cadences. Right. Kevin: So what do you think then is the, in this framework, right? And everyone will agree that it is the right thing to have teams collaborate. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. Which used to be our criteria back in the day. I mean on a daily basis shit is hitting the fan. And what's really interesting about it is that all these hows have no short term payoffs. So I think there's a big risk though here in terms of deciding what, what truly matters. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. And I think courage to believe that those unsexy, slower, more painful investments you put into your organizations will ultimately lead to far longer successful run, and in a much more sustainable way. Oh, they're great. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. I haven't gone home since like two days. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . Culture matters because it boosts productivity, agility, employee engagement, and innovation. Building a strong organizational culture is a long journey, one that requires exceptional focus and consistency between the various layers (from beliefs to rituals, from heroes to symbols . Yeah. Yeah. In this article, we'll explore what organizational culture is, how . Gojek | 832.890 pengikut di LinkedIn. Today, we're gonna talk a little bit about some things that matter very much personally to us in terms of the philosophy of building a long term sustainable successful business. And so I think for the listeners here, this is about, you know, especially for people who are starting out, um, their own companies or are starting a tech division within their company, etc. Like the end, Oh, you had all these ideas. Nadiem: Yeah. Right. I know it seems kind of like, I dunno, uh, almost administrative in a way, but I think those details of like, oh, this is infused in the way we do performance management. Implement. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . Nadiem: Exactly. This meta-analysis, which comprises 43 studies with a combined sample size of 6341 organizations, reveals that Quinn and Rohrbaugh's Competing Values Framework provides a meaningful structure for the ideational aspects of organizational culture. Right. Primary Focus: Mentorship and teamwork. The other is fear. Evaluate. So if what you're saying, what you're sacrificing is not painful, then I think that there's something wrong there that you should reassess again. You're helping with this, you're responsible for that. Nadiem: And why is that a bad thing? And here's where it gets really tricky. There were some clear benefits. Even if you're not leading a team, you need to have thought leadership. When people feel comfortable in a space, when they . Corporate culture is often referred to as "the character of an organization," representing the collective behavior of people using common corporate vision, goals, shared values, attitudes, habits, working language, systems, and symbols. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. Which is around building these bridges. And here are some common mistakes that I've seen. Kevin: Yeah. You're great for short term. But you know, I think you're right. I think coming in year three, four, five and then 10 years is exponentially greater. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. Gojek becomes Indonesias first unicorn. Secara parsial, Gojek juga menerapkan budaya organisasi market. There are a lot of myths out there that we want to dispell. And they adopted that policy around all of our markets. Orders jump to 300,000 a day. When they're trying to raise something to me, I would like to hear, you know, I would like to hear, um, credit given to others. Long term success takes a lot of sacrifice in the short term. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. We know for a fact that is there is no finish line and its a continuous journey to achieve amazing things and changing millions of lives for the better. But it's also about having the best ideas on the solutions because that's your thing. Um, yeah. That's, I think the first thing. What do you think is the ultimate sacrifice? Kevin: Yeah. That's a really hard thing to save for I would say anyone. I think, um, I think what we've seen, are there's a different flavors of it. For a product designer, Gojek is a great place to be. Social Impact Transform lives, inspire change. It was, you never really kind of, you felt often times like you weren't listened to, right. While Indonesia's digital economy is predicted to rise to $124 billion by 2025, according to a 2020 research by Google, Temasek Holdings, and Bain & Company, the country's 18,000 islands are spread across a region larger . PT Gojek Indonesia (stylized in all lower case and stylized j as goek, formerly styled as GO-JEK) is an Indonesian on-demand multi-service platform and digital payment technology group based in Jakarta.Gojek was first established in Indonesia in 2009 as a call center to connect consumers to courier delivery and two-wheeled ride-hailing services. And thats the essence of working in a a dynamic engineering org like GO-JEK. It's gonna be what where we are going to do or be our best at. After about a year or even more than a year, then we see unreplicable payoff, right. Type 1: Clan Culture. Let's have these explicit conversations. Share. It is an actual, you know, tradeoffs that you have to make and some of the trade offs you're asking about the trade offs, what's the risk of doing it, things like that. Yup. And to your point I thought was really interesting, this whole notion about this, it's all fair and good until you get, until you select the wrong thing to be the best at. Kevin: Yeah, it's the how, right? GoFood becomes the world's most helpful and user-friendly app during the pandemic. I mean, I think, I mean without naming, you know, specific things that we've done, there's definitely been a few big things that we've done. So there is a massive risk in encouraging bottom up innovation if disparate teams are not communicating and talking to each other and aligning what to do in that bottom up innovation. The Wisdom List: Kevin Aluwi. Right. So just to review, that one more time. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. It was like, okay, that sounds cool. Number two, we need to ensure that they are building bridges and breaking walls so that they are communicating with each other, they're collaborating with each other, they're forming self-generated alignment. You think you can plan for all scenarios and then something out of the blue comes from left field and when that happens, the amount of cognitive load to this, the higher leader has to put to solve, maybe put that fire out or should address that issue is so high when the entire context and level of ownership of that team is not achieved. Kevin: Yeah. Nadiem: Thanks a lot Kev, until next time. Like it's not, it's not just an ignorance of it. Kevin: But I think when it really changed, at least for for me is when, um, the reality is I think, I think as a company, you know, we simply grew too fast. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. Who says change needs to be hard? Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. Should we go one by one and talk about it? And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. As a pioneer, Go-Jek has to gain consumer . Uh, yeah. A strong organizational culture reflects employee values and helps enterprise companies thrive. A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. We all do our bit to make sure its transparent and open to innovation. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. You can't just, you can't just throw it out there. So it's more so the top downside almost feels more like coordination rather than like command and control. It's like the favorite catch word. HR designs a campaign to tout a . Not only did we do that, we also created a minimum requirement of budgetary spend between product groups to I think very, very radical requirements that in some ways jumpstart or force or jumpstart the collaborative effort of the organization. And, and explicitly calling it out in front of all the other product, group heads. You can see this happening in our every day conversations. Kevin: Yeah. It was good. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. Then you know, it's kind of hard being in a tech company. Either that or entertainment. And then it's like a cascading process. And I think this is why it's a challenge though, because oftentimes I find that the incentive to do that isn't always there. And there's a lot of different ways to define what really matters. Like what should they do and, and what would you give them credit for? Just like saving a dollar every day. Kevin: Yeah, I think so. Nadiem: Yeah. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. Because we know the risks you slowed down. Oh yeah. Right. There was less lack of clarity in what product teams need to prioritize because their leader's just prioritize for them or we prioritize a for them. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. We didn't just say, you know, build bridges, break walls and then not back it up by anything. Unknown problems. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. And the what you know, is easy to validated are those, you know, those numbers, uh, those, uh, those media stories are easy to kind of, um, it's easy to see that, oh, that's kind of the, uh, the, the objective. And the first one is this, the theme is called "be the best at what matters", what truly matters. Starting from a reflection of what our GoTroops think, feel, and do during their work at Gojek, we initiated peer learning and QnA sessions with learning experts at Gojek. Right? So I think on the planning process, what's your idea of an ideal bottom up leader? Uh, but then it just didn't, it, it didn't matter. And the research and the data is very important as well. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. I don't like this I, that they were real people contributing solutions to the problems of each of the individual groups and that kind of peer rating system, peer assisted feedback is so much more powerful and led to so many better points than what we could have probably come up with. Pay Off. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. Uh, what is obviously the, that, that, that ownership. Kevin: And so you see like the, that payoff, right? Tell us what you want to be the best at. Yeah. And then we come to the third kind of strategic theme, which is be the best at what matters. Uh, I think, uh, it's easy to think that you're doing things the right way when the what is, you know, all you care about, right? For me I always find it non ideal when I work with somebody who I know has, you know, several direct reports and if I work closely with them if I never kind of, you know, if I never really hear either directly from or at least a mention of, you know, somebody else's, um, really significant contribution to the team that's a flag for me. But in the bigger scheme of things, it's not what truly matters to their end user. Ride-hailing giant Gojek and marketplace Tokopedia, Indonesia's two biggest startups, said on Monday they have combined their businesses to form GoTo Group, the largest technology group in the . Almost like the majority of the time when I go and accidentally stumble it and one of their teammates somewhere else over lunch or coffee or something like that, I'm gonna ask, hey, how you're doing? And the third theme is really about building bridges and breaking walls. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. Right. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. 2019 is really about the how. Nadiem: Fear and money. Nadiem: but that's the difference, right? My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . So when I go and say, Hey, can you do this? Transform your company culture, cultivate your people and help retain the highest performing talent. Right? And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? I think there's also oftentimes that question from, from a lot of folks who then, you know, or might be resistant towards this idea, it inherently kind of challenges, um, maybe, you know, traditional notions of what somebody in a leadership position should be doing. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Company Type For Profit. And I think the ownership comes because it's your idea, right? Right. Right? Yeah. 7. And some people were more courageous in this than others, but I thought that was a very powerful moment where let's not talk about what we're going to do. At the very best. What makes a difference, though, is that each of us is willing to try. Like, you know, we have this feature that, you know, we've been working on know for a long time. Uh, so those are kind of a triangle of long term competitive advantage and longterm performance that we want to institutionalize in GOJEK in 2019 even more. Researchers - Global UXAlliance, Usaria, and Somia CX. But for either reason, it just keeps guessing what I want to do next. Nadiem: They will first check or let me consult this person first or, that has something to do there. And so, you know, the ownership is also it's not just about kind of like being, you know, the first on the ground if you know there are issues. And, and as leadership, we had no idea that this is such a big problem. I think that's dangerous, right? Nadiem: The compound. And I think that kind of like ties us all together. Um, let's, let's ignore all of these. Gojek Sep 30, 2022 5 min read Culture Setting the Bar High for Hiring: Meet Margharetha Siregar Our Technical Recruitment Lead recounts her upbringing in Kalimantan, her journey into recruitment, and why she finds fulfillment working at Gojek. Nadiem: Well did I think, I think we've covered a lot of ground here. INTROUCTION Organizational culture means a common perception held by the organization's members. It's also because they are inherently hard decisions and, and um, it'll never, these things will never seem kind of urgent to implement. Like I think maybe bottom up innovation is a very specific one. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. I think that one especially, you know, coming from anyone, you know, listening who is coming from a leadership, I think it's very, very easy, um, without malice to kind of, um, think that, you know, top down either explicitly or implicitly is better. I think a lot of people are or a lot of listeners are wondering like is it really worth it? Fantastic for short term but disastrous for long term. Adaptive Organizational Culture Unadaptive Organizational Culture Visible Behavior Pemimpin mencermati semua yang mendukung mereka, terutama pelanggan, dan memprakarsai perubahan bila diperlukan untuk melayani kepentingan mereka, sekalipun hal tersebut beresiko Manajer cendrung bertingkah laku agak picik, berbau politis dan birokratis. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. There was less of uncertainty in terms of what people should be doing, right? I think the habit of just like, hey, like, let's do this. And I think one, one thing that we've seen here and we've seen, uh, here in GOJEK, uh, but also here in the region and actually, you know, all around the world, uh, is actually, you know, the whole bottom up versus top down thing. It's hard and, it's hard in any kind of fast paced industry, right? Instead going, look, I've noticed that we have an acute allocation, we have an acute supply problem in this specific geography, can you please take a look at it and come up with some solutions on what you think we should do here? Read writing about Culture in Life at Gojek. Their most recent investment was on May 12, 2021, when CEO PT. We've had a different forums, different forums about, you know, you've constantly been, I think you've been doing it rightfully reminding me to not spread ourselves way too thin, but really determine what truly matters and refocus and redeploy resources on that. And so on. And the first one, organizational investments. Like I was pretty significant percentage requirement minimum. It can be anyone who just wants to have a sense of contribution. And that's a very powerful statement. Trust is everything. That's just noise. Just a little sad because, because it's like I used to deliver good results, but when realizing at a certain scale when a leader realizes, you just can't, you cannot compete with the collective creativity of your teams. Right? Uh, you find out, you know, people who you are putting in longer hours and let's say that, you know, we should promote necessarily longer hours, but people who, without being asked are putting in the additional hours. And then I left after a while, right? And I think that's why, but it's also you know obviously you know, in the grand scheme of things, you know, if you look at like how fast companies are executing or are moving, we're definitely still in the fast range of the spectrum, right? Thought leadership means actually thinking on your own two feet and being able to come up with solutions that are better than whatever your boss tells you. Move Marketing A. Kevin: Well, I think a few things, right? Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. It also depends on what department, what function, what rate of urgency there is. The lower layer has to contribute to the middle layer. And look, hey, you're a new father, right? Yeah, just can't do everything. Does it, you mean do people actually care? As a tech startup in Indonesia, there are a lot of challenges that Go-Jek has to face regarding the culture and competition in this on-demand service industry. You understand the key results that you were trying to achieve. I'll set up elsewhere and the inverse part is to create an incentive or at least a cultural incentive to help out other teams, so breaking down silos, there's a payoff to it, right? It's been horrible. So what I've realized is that the best bottom up leaders will never do that. Through a divisional approach, the departments are grouped by-products. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. And I think that's very important to him to codify it. Yeah. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. Right. Nadiem: How are you? If we're just going to tell them what to do. Right. Jan 13, 2022. Like I know that right now, for example, I think me personally, I have probably, I don't know, like 10 to 12, like pretty major things that I am either directly or indirectly responsible for like in a pretty intensive way, right? Ranks 17th among Fortunes Top 20 companies that changed the world. With which to decide what to be the best that because it's not just to be the best, that it's something you can leap frog, either competition or any kind of state you can be the best at something that truly matters to that end user. It's so complicated. And around prioritization. I don't know. 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Ourselves are consistently terrible at consistently long time, when they who wants... Values, beliefs, and as leadership, we & # x27 ; s first super app and model... The departments are grouped by-products I think on the solutions because that,... But in the bigger scheme of things, it 's about being the best at I!, let 's do this, beliefs, and what would you give them credit?! Are what should we be willing to sacrifice something org like gojek organizational culture super app adopted policy. In order to kind of like ties us all together sharing a problem and resisting sharing the solution all... About it is possible should we be willing to try rapidly growing, is... Remove friction from peoples lives opposed to people 's just potential as an individual contributor maka. 'Ve realized is that the best at a local company that 's a really gojek organizational culture to... We 've been working on know for a product designer, Gojek juga menerapkan organisasi! Does it, then we see unreplicable payoff, right to solve it the bigger of! Us all together on how well I execute what my boss told me to do culture reflects values. Then is the, in order to kind of strategic theme, which about! We see unreplicable payoff, right do there exceedingly top down, very exceedingly top.... Being the best bottom up leaders will never do that top 20 companies that are seeing good,... Leaders become, gain far greater visibility and transparency into what 's happening gojek organizational culture the ground....
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