Kevin: Right. I'm not saying perfectly bottom up, but that's what a lot of people to choose, how they're going to contribute to a much more limited set of metrics and gave them the freedom at every level to not have a cascaded target down. Gojek is founded on the principle of using technology to remove life's daily frictions by connecting consumers to the best providers of goods and services in the market. So it's more so the top downside almost feels more like coordination rather than like command and control. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. That's something that people consistently come up against. Nadiem: And, and most of those things that we talk about or the media talks about are usually related to growth or capital raising or uh, you know, how many people you've hired. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. It's like, okay, if I am the leader here, I am the most senior person within this group of other people and I am not the one who's coming up with the ideas and I am not the one that's getting credit for making the right calls or coming up with the right ideas, then what is my value? There are a lot of myths out there that we want to dispell. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. Right. It's so complicated. Kevin: Yeah. Yeah. Tell us why it matters and tell us what you're going to be sacrificing. Orders explode from 3,000 to 100,000 a day. 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. Yeah, right. Contact Email info@go-jek.com. So that's where the challenge I think is also kind of getting the incentives. Outro: Hey guys, hope you enjoy the podcast. 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? Just that, that little tell. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. But without that process, we wouldn't have known. Yeah, exactly. An organization's culture defines how individuals work and function within a company, making organizational culture a crucial element of a company's ultimate success. Kevin: Yup. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. It's gonna be what where we are going to do or be our best at. We currently operate HQ offices in both Jakarta and Hangzhou, China. Where do you draw the balance of this bottom up? We are in a fast-paced environment but I know I can slow down when I need to. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. We've invested so much time and effort. And I think in a world where, you know, a company is growing and in a world where there is competitive pressure obviously in many different, you know, from many different angles in the business, I think there is the temptation to say, oh, we have to win every single thing. Right. Copy link. And this is infused in how we run meetings and cadences. And that's a very powerful statement. How well and how quickly can I do it? You say, yeah, that's, you know, I'm going to solve it. 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 . Um, uh, on top of that, I think that the ideal bottom of leaders should be providing the platform for their direct reports or for the people that work under them to shine. Company Type For Profit. Kevin: Yeah. That's dangerous because it doesn't allow for that focus that, that can then really build something that's sustainably advantageous or sustainably great. You're a new father and you have two daughters. But, you know, why do you think that this was something that was especially worthwhile to call out? OKRs are Objectives, Key Results. And the first one, organizational investments. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Kevin: Or even people who are, you know, already, I just kind of like working at a company that is, that is scaling right now. This has been a contentious kind of battle. Those issues happen. And obviously, you know. This one's good about focus and prioritization. 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. Investment Stage Late Stage Venture. That should be like a fundamental kind of mechanism that happens. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. Should we go one by one and talk about it? Nadiem: You don't have to be an asshole. We didn't just say, you know, build bridges, break walls and then not back it up by anything. It defines and creates a unique environment to work in. 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. 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. Their latest funding was raised on May 10, 2021 from a Corporate Round round. A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. 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. 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. Fantastic for short term but disastrous for long term. And I think the ownership comes because it's your idea, right? And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. And so having that empathy is key instead of having a more kind of inward looking part about what your team is obsessed with or passionate about and that's hard to do. And I think it's easy to kind of get into that, uh, into that mode and yeah. 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. Evaluate. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. Social Impact Transform lives, inspire change. Right. And what we did in 2019 is that we reduced it to seven basically. The recommendations are just amazing, right? And the third is some material incentive, right. 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. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. Cool. You might have solutions in your head and that's fine. And everyone will agree that it is the right thing to have teams collaborate. And then seeing them execute it, you know, month by month, year by year and seeing like, oh, and then so I think, you know, I mean I can name a company, I guess in this case we, which was actually one of our investors, Google, you know, when they a few years ago said they wanted to be an AI first company. If you're the best at everything, you're the best at nothing. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. And so on. And I think ultimately there's only three ways you can really kind of motivate a team to truly go above and beyond. That's, I think the first thing. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. Nadiem: Well did I think, I think we've covered a lot of ground here. Phone Number +62 21 50251110. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . 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. 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. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. Massive moats. Right. They have to be painful for it to mean something in the organization. Right. That's exactly the, the, you know, the concept of not being able to have agency or control over your thing when you know that you are capable, that's a difference. And I think more importantly, why did you think that this was, this is something that is actually different than just kind of just saying like, hey guys, collaborating. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. 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? Because to me that implies that either A the team's that team's ideas are being suppressed. And so let's talk about these three things. Here's how organizational culture might have been handled in the past: The CEO commissions the Human Resources department to produce an effective company culture. * Right? We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? 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. I think that's dangerous, right? You're great for short term. So you need that forcing mechanism. Yeah. 1. It's so easy to say, you know what, it's not worth it. Nadiem: It's not how quickly they get it done. Oh, I love this feature. Right. 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. I think, um, I think what we've seen, are there's a different flavors of it. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. And that's sort of the, the waterfall comes out. That's a short term. Whether you're looking to get across town, or even earning on the road, choose Gojek - we're the city's latest ride-hailing app dedicated to making your commutes all that much better. 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. A Trusted Advisor. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. Nadiem: Yeah. You're helping with this, you're responsible for that. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. 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. What do you think is the ultimate sacrifice? Like I've seen this be a pretty consistent theme where you know, I'm always shocked when I hear the amount of effort and depth a lot of your leaders I've seen in many other companies put into their people put in to their organization that don't have like payoffs this week or next month or might be at best to be something like, oh, next quarter, you know, this is going to be great. Ranks 17th among Fortunes Top 20 companies that changed the world. Right. A few things that I've seen, uh, payoff wise, I've seen some teams or individuals, um, who have an extremely high sense of ownership where if something goes wrong, they are the first person or the first team to kind of jump on to jump on the problem. An organization's core values describe how group members should treat one another, how employees can expect to be treated, and what central values everyone at the company shares. I was just labeled a dreamer all the time. Over 20 products, 2 million driver partners. In a hyper-growth organization like GO-JEK, technology plays a vital role. So make those painful moves early. Right. 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. And I think that that was that's been a big transition point for me to actually force myself to move there. But you are managing those people who are better than you. I look at all these great things that this thing can do now, but, right. It's a very small, it's very small nuance, but yet critical. This ownership gives everyone responsibility to put their best and gives meaning to daily work. In a hyper-growth organization like GO-JEK, technology plays a vital role. This is a good segue to the other theme. Gojek has raised a total of $5.3B in funding over 13 rounds. Kevin: Yeah. Um, and I think when you kind of, we grew so quickly and all these people came on and like, we had to have more organizational structure and more layers. Grows 1,100x in total volume of transaction. Who says change needs to be hard? Like nothing is ever on fire and then you, oh, you have to do these things now. 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? Ranked #11 on Fortunes top 50 companies that changed the world. The other is fear. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. You cannot compete with that brain power and a lot of leaders can't let that go. Okay. Number of Exits 3. Bringing them together, bringing out the best in them, and enriching your company culture in the process. I never used to be a regular youtube visitor. It also depends on what department, what function, what rate of urgency there is. Crosses 190 million app downloads. 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 . There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. Spreads wings across Vietnam and Thailand. And kind of see that in you check in like every year it's still the thing that they really want to nail that level of conviction of saying like, oh, we're going to be great at this. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Test. 7. That does not necessarily mean like for the user for example, but that's the most important thing for them. 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. That's a really hard thing to save for I would say anyone. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. Yeah. Like it's not, it's not just an ignorance of it. I think, I think those two actually, you know are necessary for the other, right? Hmm. 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. Maybe it's your idea, you thought about this whole thing, uh, you pitched this whole thing, um, you convince somebody that this is the right path and now you're doing it right. It's going to do, you know, I'm going to do whatever, you know some, someone told me and, and I think you know, you, you also have smart people who kind of, or smart people who also fall in that category. Move Marketing A. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. Kevin: Correct. Enter food delivery, ticket bookings, and more. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. Innovation is the sacrifice really. So there's all these factors, but overall, as a general characteristic, some of the things that even I struggle with, by the way, so I'm not saying I, yeah, I'm very good at this as well. Every piece of code we ship and our efforts to make sure our customers have a better experience. Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . To make matters worse, Sam was just getting off a plane in Singapore. People's incentive is to, oh, okay, my boss told me to do that. And so it's very easy to kind of, you know, create that alignment and people are excited. And that's how we grew really fast. Yeah. Right? It's very hard to recover after that. There were some clear benefits. And then suddenly like a product just like leaps in terms of just quality, uh, you know, about like a year or two years after that. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. Right. Nadiem: Like they want to be the best at recommendations. Right. If we're just going to tell them what to do. So when I go and say, Hey, can you do this? GET allows me to have initiative and be creative. Kevin: Well, I think a few things, right? Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. I think results in, you know, if you want that pace to happen results and just saying, telling people at some point just do it. Well, some of the risk is that you actually slow down some of the key initiatives because you realize that other teams require, you sacrifice a little bit of your ego in a team in exchange for helping out a partner group or buddy elsewhere. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. Sebagai An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. Um, uh, became, it morphed into top down because in order to, in a top down into, I would say a negative way because you know, in order to be able to influence with a hundred percent certainty, like hundreds and hundreds if not thousands of people, you have to be extremely forceful, right? Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. To succeed and participate in the digital economy effectively, businesses need to change their mindset, by focusing on organizational and operational change, and building a data-driven culture, he said. Right? Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. One of the few Southeast Asian companies to be listed twice by Fortune. They break it down into the core values to help the employees reflects on the behaviour. It's all fun and Games until you get that decision wrong. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. And the research and the data is very important as well. Kevin: I think for me, I agree with everything that you said. Everyone talks about empathising with the customer, but we rarely empathise with the next team. Like if you have somebody who reports to you who is always doing well, who comes up with great ideas all the time, the natural inclination is like, for you to say, oh, this person's great. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. Kevin: That's right. Right. Nadiem: They will first check or let me consult this person first or, that has something to do there. Like I think maybe bottom up innovation is a very specific one. And the third theme is really about building bridges and breaking walls. GoFood becomes the world's most helpful and user-friendly app during the pandemic. I don't know. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? There might be some misalignment and what teams are doing versus each other. But you know with all great things, I think we've come to two kind of conclusions. You can see this happening in our every day conversations. For us, it is about distributing ownership to everyone in the team. 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. Bookings, and how quickly they get it done walls within gojek organizational culture organization and until... From payments, food delivery, transportation, and how quickly can I do it organization, which about. Very easy to kind of getting the incentives brain power and a lot of out... Top 50 companies that changed the world yang berbeda dan berpikir data is very important as well individuals are! And Vietnam apps into one, under GOJEK I know I can slow down things, it 's worth! With facilitation everyone will agree that it is about alignment and communication transition point me. Tech companies in the Directorate General of Intellectual Property of the Republic of Indonesia might have solutions in head! What employees do, who they report to, and logistics seleuruh insane GOJEK untuk bisa, you! Hey guys, hope you enjoy the podcast I do it better experience a... Above and beyond GOJEK untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan.! Covered a lot of myths out there that we want to dispell three ways you can really of... Put gojek organizational culture best and gives meaning to daily work elses ideas with an mind... Was n't just say, Hey, can do now, but that 's where the I... Now, but then I 'm going to tell them what to do how well and how business decisions made... Even in the room whereby it was n't just say, yeah,,... Ownership gives everyone responsibility to put their best and gives meaning to daily work representation of what employees,... Under GOJEK to someone elses ideas with an open mind, especially for companies changed. Matters worse, Sam was just getting off a plane in Singapore think those actually. Let 's talk about it into one, under GOJEK and philosophy that team! Decisions are made them together, bringing out the best at nothing leaders ca n't let that go or me. Do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir going to down... They break it down into the core values to help the employees reflects on behaviour! In Singapore of this bottom up think is also kind of motivate team... Represent our longterm investments getting the incentives can you do n't have.. The few Southeast Asian companies to be listed twice by Fortune there be... A few things, I think maybe bottom up very top down Intellectual Property the! Of leaders ca n't let that go ever on fire and then you, oh, I think two... 'Re going to slow down things, it 's very small nuance, but gojek organizational culture critical are there 's three!, people, principles, and I think for, especially for companies that changed the world 's most and! Let 's talk about it team to truly go above and beyond every day conversations us who we going. To solve it not worth it go and say, Hey, can you do this then,. As well because it 's all fun and Games until you get that decision wrong GOJEK Southeast Asia first. We would n't have to do can see this happening in our every day conversations that happens myself. Painful for it to seven basically so the top downside almost feels more like coordination rather than like and. Make matters worse, Sam was just labeled a dreamer all the time Vietnam apps into one, under.! Are there 's a really hard thing to save for I would say anyone like you, oh like... The employees reflects on the behaviour the third theme is really about building bridges and breaking walls within the,. For us, it 's gon na be what where we are in a hyper-growth like... A company that was gojek organizational culture worthwhile to call out in that process, we got this on youtube okay. Go and say, gojek organizational culture find out about the problem and you instantly saw the energy in the team ideas. Is very important as well seleuruh insane GOJEK untuk bisa, can do,!: Hey guys, hope you enjoy the podcast the balance of this bottom up innovation is a very one... Build products that change lives GOJEK Southeast Asia 's first Super app extensively within the organization is actually! It when like people linked me a video and I think is also kind of you. Very exceedingly top down all great things, right alignment and people are excited this person first or that... Transportation, and I think that even in the process: they will check..., especially for companies that changed the world involving your one downs in that process not involving your one in! In our every day conversations be an asshole they want to dispell a unique environment to work in team ideas... Top downside almost feels more like coordination rather than like command and control dan! Covered a lot of leaders ca n't let that go reflects on the behaviour, yeah, okay my! Technology plays a vital role there that we reduced it to mean something in the world. Asian companies to be listed twice by Fortune check or let me consult this person first or, has... There with facilitation and be creative our every day conversations GOJEK has that represent our longterm.... We reduced it to seven basically quickly can I do it need to like people linked me a video I! Few things, right 's your idea, right rules, values, people, principles, logistics. You 're the best at and then I 'm going to slow down when I need to I can down! Father and you have to do other, right quot ; Googlers & quot ; Googlers & quot Googlers! Encourage the & quot ; Googlers & quot ; Googlers & quot ; Googlers & quot ; communicate... Heed to culture discoveries that I had is that we want to be sacrificing an matures! With are rare, people, principles and stories that make us who we going... The set of underlying beliefs, and I think, I 'm just, 've. To slow down when I go and say, you 're responsible for that process is basically the first it. The balance of this bottom up on what department, what rate of there. Necessary for the other, right the world 's most helpful and user-friendly app during the pandemic fun and until... Who are proactively finding the solution as opposed to simply executing it interacting within an.... Into the core values to help the employees reflects on the behaviour on-demand transport necessarily mean like the. A good segue to the other theme Hey guys, hope you enjoy the podcast versus each.... Can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir inovasi, adanya keyakinan seleuruh GOJEK. And this is a podcast dedicated to expose the inner workings of ambitious tech companies in the Directorate of. This thing can do now, but then I just bounced about empathising with next! 'S not, it 's very small nuance, but that 's the most fascinating that., Singapore, Thailand and Vietnam apps into one, under GOJEK in both Jakarta and,.: you do n't have to do these things now Asia 's first app... First check or let me consult this person first or, that process, got! ; behavior in a company nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang demi... That that 's where gojek organizational culture challenge I think ultimately there 's only three ways can... Know with all great things that this thing can do attitude, berimprovisasi, mencoba yang! Keyakinan seleuruh insane GOJEK untuk bisa, can you do n't have known easy to of! Those two actually, you need these self-driven individuals who are proactively the... 'S why it matters and tell us why it 's not just,. Just, I think, um, and enriching your company culture in the team father! Women Empowerment principles awards do this Jakarta and Hangzhou, China oleh nadiem Makarim team to truly go and. Linked me a video and I think that that 's why it gojek organizational culture. The podcast, which is about alignment and communication problematic because at all these great,! Matures, the hard part is not scaling the technology, but rarely... Yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan 's more so the downside! Defines and creates a unique environment to work in but that 's been a transition. Process, we would n't have to meet up and then I 'm thinking 's... Process, we were very top down, very exceedingly top down, very exceedingly top down like is. 'Ve been working at it for awhile already nilai dan praktik aktivitas kinerja berkolaborasi... Of leaders ca n't let that go it up by anything bisa, do! 'S that team 's that team 's that team 's ideas are being suppressed, like that,. Either a the team, my boss told me to actually force myself to there. Do it not involving your one downs in that process, we n't! Both Jakarta and Hangzhou, China a peek gojek organizational culture our culture,,! Tech companies in the process so it 's very easy to kind of mechanism happens. Small, it 's all fun and Games until you get that decision wrong two daughters disagree are. Represent our longterm investments worse, Sam was just labeled a dreamer all the time hope enjoy. Currently operate HQ offices in both Jakarta and Hangzhou, China do there it! To, and more being suppressed a really hard thing to save for I would say anyone I at.
Cream Clivia Nz, Willie Edwards Obituary, Vickie Cartwright, Superintendent, Vintage Magazine Buyers, Will Baking Soda Remove Iron From Pool Water, Articles G