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. So it's more so the top downside almost feels more like coordination rather than like command and control. Nadiem: That's right. Those issues happen. We've run out of time, but you know, we could go on for hours about. And it just shows that there, there are some of these like achiever showers or, uh, you know, uh, leaders that yes, they do, they hit those milestones, but at what cost? After about a year or even more than a year, then we see unreplicable payoff, right. If you just kind of have to really view things from you know, a problem or customer or user first. The best bottom up leaders were like, hold on, let me talk to my team first. 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. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. I think a lot of people are or a lot of listeners are wondering like is it really worth it? Yeah. . Category - Community and Industry Engagement. Nadiem: They will first check or let me consult this person first or, that has something to do there. The three pillars of Gojek Speed Move fast, push boundaries. 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. 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? 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. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. And that is actually you run into huge amounts of problems, cascading targets that way. Move CTO S. Move Business Intelligence I. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. Google's mission is to organize the world's information and make it universally accessible and useful. Right. 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. That just kind of like took off. Yeah. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. Tell us why it matters and tell us what you're going to be sacrificing. I'm going to check it out first. And therein lies the scientific and very rational approach is extremely important. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. You name it we do it. 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. It's hard and, it's hard in any kind of fast paced industry, right? Top down isn't about being a, uh, you know, like a tyrant. 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. Nadiem: Right. It's just that they have, their team happens to do that really well. 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. Well, it's hard. GET allows me to have initiative and be creative. Uh, you know, people. To the point of what's sustainable. And I think out of, at least for, you know, all the companies that I admire. That does not necessarily mean like for the user for example, but that's the most important thing for them. Right? Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. There were some clear benefits. I don't know exactly why I'm doing all this stuff. Nadiem: Exactly. 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. Right? The more that people below you come up with better ideas, the more you know you're on the right path. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. 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. Like what, what does this mean? You cannot compete with that brain power and a lot of leaders can't let that go. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. 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. Secara parsial, Gojek juga menerapkan budaya organisasi market. One of the few Southeast Asian companies to be listed twice by Fortune. GoTo Group is the largest digital ecosystem in Indonesia, with a mission to "empower progress" by offering technology infrastructure and solutions that help everyone to access and thrive in the digital economy. Know our journey, and the people behind it. 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? 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. Grows 1,100x in total volume of transaction. 1. Review the different organizational structures most commonly used. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? 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. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. 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. Then you know, it's kind of hard being in a tech company. 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. I haven't gone home since like two days. 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. You can't just, you can't just throw it out there. Kevin: Yeah. This is infused in the way we do a goal setting. Their most recent investment was on May 12, 2021, when CEO PT. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. Right. Right? But it's also about having the best ideas on the solutions because that's your thing. Let's talk about that because if the payoff is not worth it, then why are we even doing this? 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. As individuals and as a team, we never let ourselves get too comfortable whether its about knowing a piece of technology, scaling for hyper-growth or achieving new milestones every day. You want to be the best that what truly matters must be passion agnostic. People without ego are a luxury in the current times. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. And this is infused in how we run meetings and cadences. Enter the Gojek app. According to MomentumWorks, this is the structure of the board of directors: Founders CEO and founder Nadiem Makarim who holds 58,416 shares, accounting for 4.81% of the total shares. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? I can't, I can't tell you how many times. And its not just me, most of us at GO-JEK will have a similar answer. Nadiem: Right. What Gojek does to manage culture within the organisation is by understanding that culture is the lifeblood and backbone of everything they do, supported by having the proper fundamentals such as vision, mission, and statements. Kevin: Yeah, yeah. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. Nadiem: Yeah. And around prioritization. Trust is everything. 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. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? There was less of uncertainty in terms of what people should be doing, right? Like what's urgent, what is high leverage? Nadiem: Right. I think one is, um, people then, um, don't think they don't think, because like, oh, my boss told me to do it right. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. This has been a contentious kind of battle. Right. Like the end, Oh, you had all these ideas. Nadiem: like it creates these moats. Facebook. And this is a theme around focus. The content in this post has been approved by Gojek.. * We all do our bit to make sure its transparent and open to innovation. And what's the difference between thought leadership and just being really good at execution? I think, um, I think what we've seen, are there's a different flavors of it. That makes them feel more safe. And, and as leadership, we had no idea that this is such a big problem. 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. If you're the best at everything, you're the best at nothing. Gojek launched its application in 2015 with . Thanks so much for tuning in. What we did was we invited all the groups together so that peers could challenge and review and we had a whole section of how they can help the issues that they can help with for other groups. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? So let's not talk about how to mitigate the risk, but what's the payoff at the end? 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. Right? And here's where it gets really tricky. Culture matters because it boosts productivity, agility, employee engagement, and innovation. That's it. So keeping it real is kind of our mantra. Move Accounting W. Move Sales A. If you, if you work on only one side of this and only the bottom up innovation and you don't crack the communication and alignment issues and the collaboration issues, then you are potentially worse off because you're creating completely self servient goals that are bottom up, but unfortunately may not help the greater goal of the organization. And that's how we grew really fast. I think, um, there's almost a cost to it actually. Or you have to constantly experiment by default, that means you have to fail most of the time. Um, got everything done on time and really over, uh, over achieved on, on the targets, um, and was constantly being yes, man throughout that whole process. 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. Kevin: Yeah, totally. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. 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. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Through a divisional approach, the departments are grouped by-products. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. Test. 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? Jan 13, 2022. Gojek (then GO-JEK) begins to paint the town green. Orders explode from 3,000 to 100,000 a day. And you're beat, you're there. Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. Kevin: Yeah. 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. We dont claim to know what it takes to build a culture that can scale. Contact Email info@go-jek.com. Kevin: And so you see like the, that payoff, right? Enter food delivery, ticket bookings, and more. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. Right. Like if imagine trying to start another just general video sharing platforms. 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. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. And I think for most bosses it's easy to fall into that trap as well. Kevin: I think for me, I agree with everything that you said. 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. Nadiem: but that's the difference, right? 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. 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. 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. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . 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. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. Where do you draw the balance of this bottom up? It's been horrible. And thats the essence of working in a a dynamic engineering org like GO-JEK. Right? 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. Making that extra effort to learn, listen and grow together. And the research and the data is very important as well. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. Kevin: Yeah. 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. Nadiem: And so the, the role of leadership there, and I think that there's a point to be made about when you're talking about building bridges and breaking walls, forcing that from a top down approach also is not very effective. Right? GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. It's about really encouraging bottom up innovation, which is about innovation. It's basically another word for our target setting and goal setting. Nadiem: Debatable. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Build products that change lives keeping it real is kind of our mantra percaya bahwa bekerja secara produktif dan tidak... 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