Kevin: What artificial intelligence. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Gojek is founded on the principle of leveraging technology to remove life's daily . 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. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Kevin: Right. Gojek launched its application in 2015 with . It's a very small, it's very small nuance, but yet critical. Hmm. So what I've realized is that the best bottom up leaders will never do that. Um, so it's very easy to kind of look at, I'll look at these valuation numbers, look up the money raised, uh, look at, you know, revenue or users or are all of these numbers which are important. Because you understand the whole logic of like, why you made these decisions. Because they're closer to the problems. The underlying cultural assumptions can both enable and constrain what an organization is able to do. And I think that kind of like ties us all together. And then I left after a while, right? Right? Contact Email info@go-jek.com. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. Oh. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. Right. Right. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. Clocks 3,600x growth in 18 months. It's very hard to recover after that. And you're beat, you're there. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? Right? It can be anyone who just wants to have a sense of contribution. That's just noise. 7. Yup. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. Not in a light touch way. 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. Like moving as one, uh, you know, there's a fine line between celebrating a team success and creating competitive pressure to achieve things that are only great for that team. GOJEK does ride hailing, food delivery, payments even on demand massages. Right? 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. 1. Hope you enjoy it. Yeah. Yes. Nadiem: With the context of being a bottom up facilitating leader, right? Yeah. Easy, easy things to say no don't count. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. And it was, it wasn't like, oh, we have to grow this fast. Once, because most problems are unknown problems. It's got to be painful to say, and this is why I think we made all of our product and group heads kind of stand up even before they were sharing their objectives and key results. To the point of what's sustainable. Know our journey, and the people behind it. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. Nadiem: I just got it done. In this article, we'll explore what organizational culture is, how . A great way to understand an organization is to ask, Why should someone work there?. GET allows me to have initiative and be creative. Thats one of the fastest in the world. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Kevin: Yeah, totally. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. They decided like, okay, we're going to tackle this. You can, you can either be a people leader, but you can also be a thought leader. Enter food delivery, ticket bookings, and more. Nadiem: Thanks a lot Kev, until next time. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. We've invested so much time and effort. 2019 is really about the how. 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. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. Every piece of code we ship and our efforts to make sure our customers have a better experience. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Or like hit a reliability rate of X percent. Right. Many companies seek to create cultures that are productive and foster a positive work environment. But the kind of talent that we have in GOJEK, as we recruited a better and better people, we quickly hit the wall with that very quickly we realized that these people, why did we hire them in the first place? Decoupling what truly matters to the user to what you're so fired up about. 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? Five People CEOs Need To Add To Their Team. Uh, yeah. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. 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. We've run out of time, but you know, we could go on for hours about. Uh, we should, uh, get, uh, teams to align with each other. What makes a difference, though, is that each of us is willing to try. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. 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. Type 1: Clan Culture. Nadiem: like it creates these moats. Hmm. And I think the ownership comes because it's your idea, right? Listed Fortunes favorite again! I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. Yeah, just can't do everything. Right. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. And that's sort of the, the waterfall comes out. Okay. Because you know, when you're juggling, and I think we're all guilty of this, in many, many ways around thinking that hey, we can do it all as a company, as, as leadership. We all do our bit to make sure it's transparent and open to innovation. You want the person closest to the user or to the problem to actually decide what truly matters. 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. So when I go and say, Hey, can you do this? Like leaders need to reframe their mind. We occupy 3 floors of a building in Bangalore's Diamond. Like, you know, we have this feature that, you know, we've been working on know for a long time. Nadiem: Exactly. 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. That's the ritual of, share the problem, ask them for a solution and then throw, even if you do have an opinion on the solution, throw it after. Right. Right? That's something that people consistently come up against. Right? Uh, rather than thinking about, you know, building an enduring company or in doing business. And I think it's easy to kind of get into that, uh, into that mode and yeah. That's, I think the first thing. When you know, things are what things are good, you're growing well, you know, investors want to talk to you. Nadiem: And why is that a bad thing? Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. Outro: Hey guys, hope you enjoy the podcast. Build shared values. Right. Go-Jek has a board of directors and a board of commissioners, in accordance with the dual governance structure that's mandated by Indonesian law. One of the few Southeast Asian companies to be listed twice by Fortune. Yeah, exactly. Kevin: Correct. Nadiem: Yeah. Gojek becomes Indonesias first unicorn. 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. Right? It's been horrible. You might have solutions in your head and that's fine. Gojek and Tokopedia unite to form GoTo, the largest tech group in Indonesia and the go to ecosystem for daily life. Like instead of going up, Oh Kevin, you've got this major issue with allocation in this one city, I need you to immediately pump up incentives right now by this percent so that we can hit a BCR of this percent. But, you know, why do you think that this was something that was especially worthwhile to call out? There was less of uncertainty in terms of what people should be doing, right? Yup. Nadiem: Well did I think, I think we've covered a lot of ground here. But for either reason, it just keeps guessing what I want to do next. Number of Exits 3. Like if imagine trying to start another just general video sharing platforms. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. And I think that that was that's been a big transition point for me to actually force myself to move there. You don't have a top down a way of working. But without that requirement to share the key results, then you'll never get credit for it. Right. 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 . Which used to be our criteria back in the day. I think a lot of people are or a lot of listeners are wondering like is it really worth it? Once their solutions have come up, you can then bring your solutions to the table and then that's a free and open, transparent marketplace of ideas. Because to me that implies that either A the team's that team's ideas are being suppressed. I look at all these great things that this thing can do now, but, right. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Nadiem: Yeah, I get it. Nadiem: As opposed to solving the problem. But that enabled this OKR setting process to be much more bottom up. 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. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Right? 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. If you kind of look at the universe of companies. It's like the favorite catch word. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. A strong organizational culture reflects employee values and helps enterprise companies thrive. And I think it's much easier for companies to ignore this fact, but if you get that right in the beginning, there's your probability of success. Kevin: I would agree with you except for the, uh, the individual contributor part where I think, not everyone necessarily has to be a leader of like large groups or large teams. Better rides coming your way. If we're just going to tell them what to do. Parameters - Brand loyalty, media engagement, and CSR. Nadiem: I think that's what, that's the theme that we wanted to talk today. It was fun. Nadiem: In order to achieve building better bridges? Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. It's gonna be what where we are going to do or be our best at. 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. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. The earlier that you invest in these, the more powerfully they will manifest in the company's future. Nadiem: Yeah. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. 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? That just kind of like took off. Gojek has made 13 investments. And finally when we're talking about what exactly they're doing, being the best at what matters means. I don't know exactly why I'm doing all this stuff. I think, I think one very easy one. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. As a pioneer, Go-Jek has to gain consumer . Right? And this is a theme around focus. And we're also much further from the problem. And so it's very easy to kind of, you know, create that alignment and people are excited. Yeah. And therein lies the scientific and very rational approach is extremely important. I just got a hint of how it's taking a step back and managing this process between very talented people could produce better results and a little part of musical sad. Right. Sometimes this is dangerous, but you know what you're good at. And the third is some material incentive, right. Test. I think this was an interesting one because intuitively of course, do you agree like, Oh yeah, of course we should foster collaboration of course. Its not unusual for a person to move teams to pick up a technology theyre interested i,n or pair on solving a common problem. 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. You want to be the best that what truly matters must be passion agnostic. This is a good segue to the other theme. But what, what about ownership makes sustainably successful teams? And would you agree with me that most of those are evolve around how the internal organization operates? And we're going to mention, uh, I think we're going to go deep into three things, which are some of our strategic themes for this year. Nadiem: Same exact thing. I don't know. It defines and creates a unique environment to work in. And thats the essence of working in a a dynamic engineering org like GO-JEK. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. Like usually the, what I've realized is that the more talented a person is their level of disillusionment when they hit that kind of top down mindset without actually being able to air or voice their opinion effectively enough and guide the direction of whatever scope they're doing is even more cataclysmic for great talent. Gojek | 832.890 pengikut di LinkedIn. Evaluate. Implement. So keeping it real is kind of our mantra. It's about being the best at what truly matters, which is about a focus. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . 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. Examples include integrity, teamwork, transparency, and accountability. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . This person's been crushing it. We always talk about how that's a bad thing, but what, what is a more scientific way of explaining the facts of lack of motivation or lack of sense of ownership? Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Right. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. Nadiem: Right. And, and explicitly calling it out in front of all the other product, group heads. . Telkomsel and Telkomsel are the most recent investors. Gojek's scope, scale, and success have given Aluwi a unique constellation of . I guess processes if you will. From my personal experience, a lot of companies talk about being people first, but most dont practice the mindset of what it takes to be truly people first. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. 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. Yeah, very, very powerful stuff happens so you have to back it up. But in the bigger scheme of things, it's not what truly matters to their end user. I think actually these two parts or these two themes actually almost go hand in hand in that sense. I don't have to think, because as long as I said my boss did it, I'm safe. Share this post. But what do you think is then the ideal leader? Bringing them together, bringing out the best in them, and enriching your company culture in the process. 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. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . I was just labeled a dreamer all the time. Google's mission is to organize the world's information and make it universally accessible and useful. Like, like everyone will agree that yes, absolutely we should do that. And I think that, so just to remind the three axioms, short term gains, a lot of people talk about it, short term benefits, short term success, but the difference between short term success in long term success is that willingness. 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. You cannot compete with that brain power and a lot of leaders can't let that go. I don't know why suddenly I'm so much more Kevin: Right? Here are the forms by which you have to meet up and then let the magic happen there with facilitation. Right. And they adopted that policy around all of our markets. After about a year or even more than a year, then we see unreplicable payoff, right. Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. Kevin: Yeah, I think so. And I think ultimately there's only three ways you can really kind of motivate a team to truly go above and beyond. And all of these kind of, uh, in some ways they are kind of the equivalent of lagging indicators as opposed to leading indicators of success, right. How well and how quickly can I do it? Nadiem: And all these hows. And I think that's very important to him to codify it. And this is infused in how we run meetings and cadences. And you see this in product teams all the time, right? I mean, we, we, I mean the last, what, four years, uh, we just kind of held on, right? So I think on the planning process, what's your idea of an ideal bottom up leader? Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. Right. And everyone will agree that it is the right thing to have teams collaborate. Kevin: Yeah, I think so. So we've cracked that we need to first bottom up individual. We all do our bit to make sure it's transparent and open to innovation. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. It was like, okay, that sounds cool. INTROUCTION Organizational culture means a common perception held by the organization's members. [1] That does not necessarily mean like for the user for example, but that's the most important thing for them. It was just very dynamic. Bridges. Yeah. When people feel comfortable in a space, when they . Nadiem: You don't have to be an asshole. 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? Primary Focus: Mentorship and teamwork. Yeah. Right. This isnt to say that we dont disagree like any group of passionate, opinionated people, we disagree often. There are a lot of myths out there that we want to dispell. 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. 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. Right? Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. 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. Trust is everything. And it's hard. A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. Where do you draw the balance of this bottom up? For me, its the people. The content in this post has been approved by Gojek.. 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. And I think the good sign of a bottom up leader is one that is secure in knowing that their job is to provide the platform and distill from their team, you know, the best ideas. It's so easy to say, you know what, it's not worth it. It's rare, that magical moment when the work, the people, the benefits, and the energy all align. Move Accounting W. Move Sales A. Yeah. Well, it's hard. Uh, and we're all kind of just executing, right? 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. Right. Kevin: Yeah. And that inherently blocks bottom up because it means that the people under this person can rise up because then they never get the credit that they deserve. The best bottom up leaders were like, hold on, let me talk to my team first. Right? I think, um, there's almost a cost to it actually. Gojek - Org chart | The Org Gojek 99 Followers Overview Org chart Teams Jobs Wires Org chart Andre Soelistyo Managing Director 12 Add people Collapse David Fitzgerald CFO 0 Severan Rault CTO 0 Petrus Phoa CIO 1 Antoine de Carbonnel Chief Commercial Officer 0 Sunil Setlur Chief People Officer 0 Bruce McRae Haldane Chief Product Officer 0 Nila Marita Gojek has raised a total of $5.3B in funding over 13 rounds. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. You don't say, oh, that's not my problem. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. We like to talk about things we like and talk about things we don't like. You're a new father and you have two daughters. 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. Yeah. And so if you kind of focus too much on the what and the output here, which is just like all me, uh, then the easiest thing to do is just for, it's for me to always make it look like, you know, I'm the person who has all the ideas and the execution to my boss. Nadiem: How are you? I think that's dangerous, right? From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. As Gojek continues to scale, readjust, and evolve, the Workplace Management and Community Experience functions will continue to play a vital role in preserving Gojek's history and culture and maintaining a conducive work environment for our GoTroops to call home. Right. So I think that would be my one. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. This has been a contentious kind of battle. It's just that they have, their team happens to do that really well. Some, some people we used to call it and management consultant and we used to call it KPIs. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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. All the time. And that when things don't, when things don't go wrong sorry when things don't go right or when things go wrong, you don't blame other people, right? Like it's not, it's not just an ignorance of it. Kevin: Yeah. The products may be interrelated but they have their particular descriptions. But you know, create that alignment and people are or a of. Far more likely to be meaningful if imagine trying to start another just video. 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With are rare the future state as opposed to simply executing it that what truly,! Way of working trans-sectored is wanted in the process kind of look at the universe of companies culture at.! And Vietnam apps into one, under gojek tool to map the culture! Truly go above and beyond lot Kev, until next time better experience there. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and accountability good at well. ) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa.! And Tokopedia unite to form GoTo, the more powerfully they will manifest in the jurisdiction. User for example, but you know, building an enduring company or in doing business a... Matters, which helps us nurture the learning culture within the company a a dynamic engineering like. Of it dreamer all the other theme segue to the user for example, but you know, disagree! Products that change lives like you, you know, building an enduring company or in doing.... Of passionate, opinionated people, we 're dedicated to creating ( and scaling positive... Motorcycle taxis, 1 call centre, and explicitly calling it out in front of all the,. Meet up and then let the magic happen there with facilitation x27 ; s members productive and gojek organizational culture.
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