Not in a light touch way. We actually forced groups to share their key results. "We had teams in DC, but no . But you are managing those people who are better than you. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. Uh, what is obviously the, that, that, that ownership. And how did you feel? Nadiem: Yeah. It's rare, but it is possible. When people feel comfortable in a space, when they . Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. Kevin: Yup. Right? A strong organizational culture reflects employee values and helps enterprise companies thrive. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Evaluate. Just a little sad because, because it's like I used to deliver good results, but when realizing at a certain scale when a leader realizes, you just can't, you cannot compete with the collective creativity of your teams. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . Oh, they're great. Because we know the risks you slowed down. 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. Investment Stage Late Stage Venture. 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. It's all fun and Games until you get that decision wrong. Category - Community and Industry Engagement. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Uh, rather than thinking about, you know, building an enduring company or in doing business. There was less of uncertainty in terms of what people should be doing, right? Like it's not, it's not just an ignorance of it. Does it, you mean do people actually care? 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. Yeah. Right. Phone Number +62 21 50251110. INTROUCTION Organizational culture means a common perception held by the organization's members. Kevin: Yeah. I think actually these two parts or these two themes actually almost go hand in hand in that sense. 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. Right. Right. Right. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. And this is infused in how we run meetings and cadences. What does that mean in terms of real business performance? See? It's hard and, it's hard in any kind of fast paced industry, right? Right? It's very hard. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. How well and how quickly can I do it? Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. 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. I'll set up elsewhere and the inverse part is to create an incentive or at least a cultural incentive to help out other teams, so breaking down silos, there's a payoff to it, right? Nadiem: I just got it done. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? Pay Off. And getting feedback from people about that. First, is actually coming up with problems instead of solutions. 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. 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. And that's a very powerful statement. I think, um, there's almost a cost to it actually. 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. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. Enter the Gojek app. This is a good segue to the other theme. Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro Nadiem: As opposed to solving the problem. Yeah, right. So it's funny, it's almost the same thing. Sense-making has been. This page was last edited on 17 February 2023, at 02:26. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. And here's where it gets really tricky. 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. Right. Motto: "We're all in this together.". GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. And I think, you know, we're only kind of in that first layer, but you know, I really do hope that, you know, as a company that we can, you know, go to the next layer, the next layer and then we'll see what that means. The three pillars of Gojek Speed Move fast, push boundaries. Their most recent investment was on May 12, 2021, when CEO PT. Yeah. Kevin: Yeah. Because it's easy to say, oh, those things don't matter and it's easy. It's just a different way of seeing that red flag. 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? Copy link. A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. 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. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. Culture as organizational personality The more that people below you come up with better ideas, the more you know you're on the right path. And therein lies the scientific and very rational approach is extremely important. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. 2. I can't, I can't tell you how many times. 2019 is really about the how. The earlier that you invest in these, the more powerfully they will manifest in the company's future. After about a year or even more than a year, then we see unreplicable payoff, right. Read writing about Culture in Life at Gojek. GET allows me to have initiative and be creative. That's it. I mean on a daily basis shit is hitting the fan. 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. 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. You might have solutions in your head and that's fine. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. There are very, very many good benevolent dictators in tech companies out there, right? And this, whether or not this is a bad decision whether or not I have information that actually might make this a better decision is irrelevant. 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. So when I go and say, Hey, can you do this? Like what's urgent, what is high leverage? 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. Right. Jan 13, 2022. You can then bring your solution. That makes them feel more safe. And there's a lot of different ways to define what really matters. Right. I don't know. 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. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? 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. Right? Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . [1] Nadiem: And if you connect the first theme of bottom up innovation to the second theme that we just discussed, um, about, uh, building bridges and breaking walls, right? A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. 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. Because if you're not doing things the right way, eventually those things all kind of fall apart. So you need that forcing mechanism. Kevin: Yeah. So let's not talk about how to mitigate the risk, but what's the payoff at the end? 7. So make those painful moves early. 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. For me it's when they're trying to raise something to me, right? This ownership gives everyone responsibility to put their best and gives meaning to daily work. 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. I feel exactly the same. Oh yeah. It's basically another word for our target setting and goal setting. It's like a learning hub, right? We need to tap into the collective creativity and power of our teams. Kevin: But did you also know people who are totally fine with just like, hey, heads down. Nadiem: And why is that a bad thing? We grew 900x in 18 months and still rapidly doubling. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. And I think the ownership comes because it's your idea, right? Rather than being the guy or the girl who has all the ideas. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. 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. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. I think most smart modern people will agree that these are right things to do. But, but I think in reality you have to push yourself up to the point where every single one of the, no decisions are hard, right? Everyone talks about empathising with the customer, but we rarely empathise with the next team. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. It's about really encouraging bottom up innovation, which is about innovation. Nadiem: but that's the difference, right? You say, yeah, that's, you know, I'm going to solve it. Right? Just that, that little tell. Instead of creating flexibility within each of the teams to determine how they want to decide and which ones they want to decide to contribute instead of just getting cascaded like a mathematical formula. Nadiem: Like they want to be the best at recommendations. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. 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. 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. So just to review, that one more time. Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. It was like, okay, that sounds cool. And that's okay. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. Kevin: Yeah, yeah. And those can also be sources of insight as to maybe these are other things that we should consider focusing on maybe during the next quarter or the next half these are when like, uh, these are when problems, that we didn't realize were problems, suddenly surface, right? Evaluate. Right. Right? But at the end of the day, you have to be a leader or somehow. Improves Employee Engagement . Ranked #11 on Fortunes top 50 companies that changed the world. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. It was fun. And it was, it wasn't like, oh, we have to grow this fast. Nadiem: Yeah, I get it. 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. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. Nadiem: That's right. The best bottom up leaders were like, hold on, let me talk to my team first. Building a strong organizational culture is a long journey, one that requires exceptional focus and consistency between the various layers (from beliefs to rituals, from heroes to symbols . 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. Right. 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. Innovation Solve problems at scale. We got Nadiem and Kevin again, that's right on Go Figure podcast. This thing that I've been doing for a while actually doesn't really matter. Yeah. Kevin: Yeah. 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. It was good. 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. Today, Gojek has transformed into a "Super App": a one-stop platform with more than 20 services, connecting users with over 2 million registered driver-partners, and 500,000 GoFood merchants - with a total of more than 170 million total downloads across the region. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. That's a bottom up leader. And the leader immediately says, yeah, yeah, yeah, we can do that. So keeping it real is kind of our mantra. 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. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. This meta-analysis, which comprises 43 studies with a combined sample size of 6341 organizations, reveals that Quinn and Rohrbaugh's Competing Values Framework provides a meaningful structure for the ideational aspects of organizational culture. Nadiem: With the context of being a bottom up facilitating leader, right? Google. I think also a lot of, one of the reasons why this is one is challenging is because a lot of times people, people, leaders, then might feel insecure, right? Implement. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. 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. Yeah. 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. Because you understand the whole logic of like, why you made these decisions. I look at all these great things that this thing can do now, but, right. You, you left. So it's more so the top downside almost feels more like coordination rather than like command and control. WeWork Calle 26 # 92-32 in Bogota, Colombia. That just kind of like took off. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. Tell us what you want to be the best at. Well, it's hard. Right? It's not a, it's not just a value like a core value. Yeah. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. Photograph by WeWork. The content in this post has been approved by Gojek.. Kevin: Right. Right? Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. 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? Right. We've run out of time, but you know, we could go on for hours about. Kevin: I think for me, I agree with everything that you said. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Facebook. That's something that people consistently come up against. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. Right. If you kind of look at the universe of companies. 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. Hmm. 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. Yeah. And the research and the data is very important as well. Nadiem: But it requires a huge amount of faith that it will pay off. The Wisdom List: Kevin Aluwi. I was just labeled a dreamer all the time. 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. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. And so it's very easy to kind of, you know, create that alignment and people are excited. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. You understand the key results that you were trying to achieve. And I think that that was that's been a big transition point for me to actually force myself to move there. Nadiem: Yeah, we can go on for hours about this. But what, what about ownership makes sustainably successful teams? Repeat. And then we come to the third kind of strategic theme, which is be the best at what matters. Innovation is the sacrifice really. We are in a fast-paced environment but I know I can slow down when I need to. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. So I think that would be my one. Company Type For Profit. And you see this in product teams all the time, right? But without that requirement to share the key results, then you'll never get credit for it. 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? Over 20 products, 2 million driver partners. Kevin: Yeah, it's the how, right? 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. We really love innovation. I think the habit of just like, hey, like, let's do this. I never used to be a regular youtube visitor. Thought leadership means actually thinking on your own two feet and being able to come up with solutions that are better than whatever your boss tells you. Nadiem: I think that's what, that's the theme that we wanted to talk today. It is possible to create organizational structures that are tailored to the needs of specific businesses and industries based on functions, markets, products, geographies, or processes. Google follows the corporate culture. Type 1: Clan Culture. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. 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? Listed Fortunes favorite again! For me, its the people. 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. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. If we're just going to tell them what to do. For me I always find it non ideal when I work with somebody who I know has, you know, several direct reports and if I work closely with them if I never kind of, you know, if I never really hear either directly from or at least a mention of, you know, somebody else's, um, really significant contribution to the team that's a flag for me. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. Outro: Hey guys, hope you enjoy the podcast. The culture consists of an established framework that guides workplace behavior. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. 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. And this is where it also gets tricky. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . And then I left after a while, right? So we move faster, right? And look, hey, you're a new father, right? To the point of what's sustainable. Operations expand beyond Jakarta. Primary Focus: Mentorship and teamwork. Built a culture of high data literacy. I know it seems kind of like, I dunno, uh, almost administrative in a way, but I think those details of like, oh, this is infused in the way we do performance management. 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. 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