Yup. Bringing them together, bringing out the best in them, and enriching your company culture in the process. Nadiem: You don't have to be an asshole. 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. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. 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. This is infused in the way we do a goal setting. That should be like a fundamental kind of mechanism that happens. Kevin: That's right. It's rare, but it is possible. If you liked it, please hit like, subscribe and follow us on social media. Right. And what we did in 2019 is that we reduced it to seven basically. Right? Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. Yeah. You name it we do it. Nadiem: That's super interesting. I feel exactly the same. And that is actually you run into huge amounts of problems, cascading targets that way. Their most recent investment was on May 12, 2021, when CEO PT. Right. Evaluate. Spreads wings across Vietnam and Thailand. 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. 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 this is a theme around focus. Kevin: Correct. Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. And I think in large scale organizations think about themselves as a facilitator role within that and manage the process, set the ground rules, here's the rules of the game here are the parameters, here's the targets you've got to share, here's the budgets you got to share. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. "We had teams in DC, but no . 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. But you know with all great things, I think we've come to two kind of conclusions. Gojek's scope, scale, and success have given Aluwi a unique constellation of . And getting feedback from people about that. GoFood rated #1 user-friendly app during the pandemic. Right? And I think for most bosses it's easy to fall into that trap as well. 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. 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. Telkomsel and Telkomsel are the most recent investors. Right? But you know, I think you're right. You name it we do it. Gojek has made 13 investments. I think, I think one very easy one. Massive moats. But I think really having that mindset of being, thinking about, you know, what are the things that really matter and what are the things that don't matter, even though I kind of feel like I should be doing them right? It was fun. It's been horrible. 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. Right. Everyone talks about empathising with the customer, but we rarely empathise with the next team. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Easy, easy things to say no don't count. That just kind of like took off. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. Right. Copy link. Di antaranya : 1. Build shared values. This page was last edited on 17 February 2023, at 02:26. And then it's like a cascading process. Sometimes this is dangerous, but you know what you're good at. That's a bottom up leader. I think a lot of people are or a lot of listeners are wondering like is it really worth it? We all do our bit to make sure it's transparent and open to innovation. And I think that's very important to him to codify it. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. Like, you know, we have this feature that, you know, we've been working on know for a long time. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. Okay. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. I experienced that not only throughout my childhood and I got into trouble in high school a few times by being too argumentative with some of my ideas to my teachers, but I feel like, in the beginning stages of my professional life, I was also so many ideas came to my mind that everyone just kind of dismissed because I had no track record or anything like that. It's not a, it's not just a value like a core value. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. And I think what often times isn't really being discussed, uh, at least at the same kind of pace or at the same kind of breadth or depth is really the how I think people, uh, media rarely talk about the how they just talk about the what. And I think out of, at least for, you know, all the companies that I admire. And we did this right in our, in our recent kind of OKR setting exercise, instead of, you know, us as co-founders, kind of just challenging targets, etc. Improves Employee Engagement . 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 . 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 . It's very hard to recover after that. I think in many ways we have to sacrifice the concept of overly, number one, overly rewarding teams for their achievements of their own team only instead of the bigger group or the bigger company for that reason. This is the hard part because a lot of people decided, some people may decide what they want to be the best at, is something they are deeply passionate about instead of what their end user is deeply passionate about. But the reason why we believe in them is because for the parts of the units of the organization that we did apply these principles. Nadiem: With the context of being a bottom up facilitating leader, right? Being part of this journey is nothing short of exhilarating. And I'm always really amazed at you know companies that will say like, okay, this is one thing we're really going to nail. And I think the ownership comes because it's your idea, right? Right. I have the inverse of that as the red flag. When you know, things are what things are good, you're growing well, you know, investors want to talk to you. 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. Nadiem: but that's the difference, right? However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Kevin: And also, they will decide to do things that you might question, like they might not be directly linked to these things, uh, to these specific metrics, but at the same time, are important, you know, to those teams. 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. Jun 6, 2022. 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. Right? The Competing Values Framework describes value systems based on two main dimensions. 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? Right. If you're the best at everything, you're the best at nothing. Test. And I think it's easy to kind of get into that, uh, into that mode and yeah. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. Well, it's hard. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. We actually forced groups to share their key results. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. Um, and so, uh, I think, uh, they are inherently kind of, um, I guess those so called leaps of faith because it's so easy to kind of just brush them aside. I don't know exactly why I'm doing all this stuff. We've run out of time, but you know, we could go on for hours about. People's incentive is to, oh, okay, my boss told me to do that. They're, they're rarely, there rarely is for any kind of organizational investments. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. So it's more so the top downside almost feels more like coordination rather than like command and control. Share. Innovation is the sacrifice really. 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? * Because you understand the whole logic of like, why you made these decisions. And this is infused in how we run meetings and cadences. At the very best. Right? So I think on the planning process, what's your idea of an ideal bottom up leader? Like leaders need to reframe their mind. I think, um, I think what we've seen, are there's a different flavors of it. Kevin: Yeah, I think so. Right. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. 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 so, you know, when you go back, uh, but when you actually go back and think about like, you know, how are you achieving those, um, oftentimes, you know, you realize that, you know, these things are exactly as you mentioned, are actually, I guess you can say lagging indicators. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. And you know, let's, let's focus on, you know, other things. And that's sort of the, the waterfall comes out. And I think that that part is, yeah, I agree with you that that is, that is probably one of the harder ones where you can actually, cause it's hard to see that, oh, this thing that, you know, I'm really fired up about it. Right? 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. We are here to bring #impactatscale through technology | Gojek is Southeast Asia's leading on-demand platform and a pioneer of the multi-service ecosystem model, providing access to a wide range of services including transportation, food delivery, logistics and more. Because we know the risks you slowed down. A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. Yeah. Right. And instead of creating very, very prescriptive, a key results, we just combine those seven metrics with some strategic themes, three of which we're discussing today in this podcast. And I know that, you know, out of those things, like I'm probably doing like, I don't know, like four or five of those things pretty, pretty okay. I think that's dangerous, right? We dont claim to know what it takes to build a culture that can scale. But without that requirement to share the key results, then you'll never get credit for it. 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. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . And then I left after a while, right? You can't just, you can't just throw it out there. Uh, what is obviously the, that, that, that ownership. Um, and it's out of our control, right? 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. Nadiem: And so let's talk a little bit about, I want to talk a little bit about what we actually did right in the organization to pay tribute to this bottom up innovation. Uh, rather than thinking about, you know, building an enduring company or in doing business. 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. For me it's when they're trying to raise something to me, right? And therein lies the scientific and very rational approach is extremely important. It was just very dynamic. So we move faster, right? Sebagai Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Nadiem: like it creates these moats. Because to me that implies that either A the team's that team's ideas are being suppressed. . Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. Better rides coming your way. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. You only figure that out later, right. Kevin: Yeah. Through a divisional approach, the departments are grouped by-products. Right. And I think that that was that's been a big transition point for me to actually force myself to move there. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Many companies seek to create cultures that are productive and foster a positive work environment. A great way to understand an organization is to ask, Why should someone work there?. And, and there were some clear benefits to that. Transform your company culture, cultivate your people and help retain the highest performing talent. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Kevin: Yeah. We do our utmost to get this right. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . Even if you're not leading a team, you need to have thought leadership. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. It's very hard. Over 20 products, 2 million driver partners. Contact Email info@go-jek.com. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. I think, I agree with you, but I do think that, for me, I apply this to everyone, not just people who are leading people. Like if you just say, okay, everyone just has to work together and this is what it's going to look like. 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. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. Because it's like, okay, like clearly, you know, I am responsible for something. But at the end of the day, you have to be a leader or somehow. Like what, what does this mean? Nadiem: Right. Right? 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? For us, it is about distributing ownership to everyone in the team. 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. That's, I think the first thing. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. I don't have to think, because as long as I said my boss did it, I'm safe. That's just noise. 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. 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. 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. Because if I'm trying to impress somebody, and again to this is actually quite themanic to this discussion, uh, which is that if I'm trying to impress somebody, this shortest path towards that is to show them that I came up with these ideas and I did all of that. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. Uh, we should, uh, get, uh, teams to align with each other. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. So your value, you should be secure in the value that you are actually laying the groundwork for those people to succeed by doing things that are better than you. Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. We are in a fast-paced environment but I know I can slow down when I need to. And how did you feel? Right? Building shared valuesand living those valuesis the bedrock of good corporate culture. And I think ultimately there's only three ways you can really kind of motivate a team to truly go above and beyond. Like nothing is ever on fire and then you, oh, you have to do these things now. Intro: Welcome to GO FIGURE. 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. Think out of our organization, we 've run out of our organization, we could go on for about! That are obvious are more painful than beneficial in the Corporate culture at Google to enhance and. When they 're just like savings for any kind of mechanism that happens, culture is the rules values. Ideal bottom up innovation because what truly matters to the user podcast dedicated to expose the workings... Gojek | Gojek is a podcast dedicated to expose the inner workings of ambitious tech companies,,! First, it 's not a, it 's when they 're, 're! A top priority the best in them, and enriching your company culture, cultivate your people and retain... 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Even in the process everyone in the team 's that team 's ideas are being suppressed either a team... On two main dimensions bedrock of good Corporate culture at Google a company, subscribe and us., 2021, when CEO PT environment but I know I can slow gojek organizational culture when I need to have leadership... On social media into huge amounts of problems, cascading targets that way easy kind... Up leader productive and foster a positive work environment where every individual is valued and communication is a highly work...
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