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. Right. Motto: "We're all in this together.". Investment Stage Late Stage Venture. And I think out of, at least for, you know, all the companies that I admire. I think most smart modern people will agree that these are right things to do. This one's good about focus and prioritization. Kevin: Yeah, totally. In this article, we'll explore what organizational culture is, how . Pay Off. Hmm. Uh, we should, uh, get, uh, teams to align with each other. Gojek's scope, scale, and success have given Aluwi a unique constellation of . 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. See? Like the end, Oh, you had all these ideas. 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? GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Outro: Hey guys, hope you enjoy the podcast. 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? The products may be interrelated but they have their particular descriptions. Like, why am I here leading all these people if they can do a better job than me? For me, its the people. And so it's very easy to kind of, you know, create that alignment and people are excited. I don't have to think, because as long as I said my boss did it, I'm safe. Like I think maybe bottom up innovation is a very specific one. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? 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. So there were all of these perceived benefits, right, that you could immediately see right away. There might be some misalignment and what teams are doing versus each other. Mario Gabriele. Nadiem: like it creates these moats. And that's a very powerful statement. Nadiem: In order to achieve building better bridges? Crosses 190 million app downloads. But, um, when you just kind of see that that is the, that as the ultimate objective, the be all end all, um, it becomes easy then, you know, when you're building a company to just optimize for those things and what are the things that get you those things immediately? Either that or entertainment. And you're beat, you're there. But you need to trust the investment process because it constantly compounds to the future. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. Hope you enjoy it. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. 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. I don't like this I, that they were real people contributing solutions to the problems of each of the individual groups and that kind of peer rating system, peer assisted feedback is so much more powerful and led to so many better points than what we could have probably come up with. The Competing Values Framework describes value systems based on two main dimensions. Nadiem: I just got it done. And its not just me, most of us at GO-JEK will have a similar answer. Like nothing is ever on fire and then you, oh, you have to do these things now. 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. We do our utmost to get this right. Read writing about Culture in Life at Gojek. This is a good segue to the other theme. And then it's like a cascading process. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. Right. And that just doesn't work. This has been a contentious kind of battle. Right. Yeah. And this is infused in how we run meetings and cadences. It's hard and, it's hard in any kind of fast paced industry, right? Right. And the leader immediately says, yeah, yeah, yeah, we can do that. 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. It's so complicated. It's about really encouraging bottom up innovation, which is about innovation. And the what you know, is easy to validated are those, you know, those numbers, uh, those, uh, those media stories are easy to kind of, um, it's easy to see that, oh, that's kind of the, uh, the, the objective. It's a very small, it's very small nuance, but yet critical. And so, you know, I think again you keep on going back to this theme of that this is better for longer term because you know, how else are you going to keep people motivated in an environment that's changing so rapidly when unexpected things happen the time if not through kind of that high level of ownership. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. Right. Nadiem: Yeah. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. But what, what about ownership makes sustainably successful teams? Nadiem: Yeah. 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. Right? Kevin: Yeah. There are a trove of new projects both teams are cooking up. Twitter. That's a bottom up leader. 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. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. If you just focus on output numbers, then at a certain point, those output numbers like revenues, sustainability, all of this other stuff might go down over time if you're not investing in the long term leading indicators of health in an organization. To make matters worse, Sam was just getting off a plane in Singapore. So just to review, that one more time. You only figure that out later, right. Yeah, very, very powerful stuff happens so you have to back it up. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. 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. 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. Examples include integrity, teamwork, transparency, and accountability. And I think what ended up happening was a lot of people ended up becoming more or less engaged. Right? Gojek is funded by 34 investors. Pamela Chan. 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. Okay. Bridges. Gojek | 832.890 pengikut di LinkedIn. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. Do you understand what the objective was? But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? Over 20 products, 2 million driver partners. If you're the best at everything, you're the best at nothing. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. 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. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. Jun 6, 2022. 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. Oh yeah. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Right? . Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. There are a lot of myths out there that we want to dispell. 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. Through a divisional approach, the departments are grouped by-products. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Right. And I think the ownership comes because it's your idea, right? Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. Nadiem: But it requires a huge amount of faith that it will pay off. It's about being the best at what truly matters, which is about a focus. You want to be the best that what truly matters must be passion agnostic. That's right. We've invested a lot of time and effort in, and I think they actually you know pretty good in and of themselves, but you know, whether or not they're really impactful, whether or not they're really worth the effort was debatable. It was fun. We actually forced groups to share their key results. They just had a way or a means to communicate through bottom up. Nadiem: The compound. 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. GET allows me to have initiative and be creative. There are very, very many good benevolent dictators in tech companies out there, right? Like what, what does this mean? People's incentive is to, oh, okay, my boss told me to do that. Because they're closer to the problems. Primary Focus: Mentorship and teamwork. But for either reason, it just keeps guessing what I want to do next. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Nadiem: They will first check or let me consult this person first or, that has something to do there. I think that one especially, you know, coming from anyone, you know, listening who is coming from a leadership, I think it's very, very easy, um, without malice to kind of, um, think that, you know, top down either explicitly or implicitly is better. But without that process, we wouldn't have known. 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. Were now talking 100 million orders a day. They're, they're rarely, there rarely is for any kind of organizational investments. And the first one, organizational investments. But what do you think is then the ideal leader? 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. Nadiem: Like they want to be the best at recommendations. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. I look at all these great things that this thing can do now, but, right. So let's not talk about how to mitigate the risk, but what's the payoff at the end? Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. Right. Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. In a hyper-growth organization like GO-JEK, technology plays a vital role. I think a lot of people are or a lot of listeners are wondering like is it really worth it? To the point of what's sustainable. And it's hard. 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. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. It's so easy to say, you know what, it's not worth it. This is infused in the way we do a goal setting. 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. Yeah. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. Right? Google follows the corporate culture. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. Kevin: Right. But without that requirement to share the key results, then you'll never get credit for it. Kevin: Yeah. Just like saving a dollar every day. Um, and it's out of our control, right? Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . I haven't gone home since like two days. Description of Gojek. Kevin: Yup. Company Type For Profit. Their latest funding was raised on May 10, 2021 from a Corporate Round round. That must be shared with another group. In a hyper-growth organization like GO-JEK, technology plays a vital role. INTROUCTION Organizational culture means a common perception held by the organization's members. It's very hard. We occupy 3 floors of a building in Bangalore's Diamond. Nadiem: Yeah. 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. 2. So keeping it real is kind of our mantra. The other is fear. 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? One of the few Southeast Asian companies to be listed twice by Fortune. Orders explode from 3,000 to 100,000 a day. And that's how we grew really fast. 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. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . 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. Di antaranya : 1. GoFood rated #1 user-friendly app during the pandemic. You don't say, oh, that's not my problem. I guess processes if you will. Kevin: Yeah. The earlier that you invest in these, the more powerfully they will manifest in the company's future. 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 so let's talk about these three things. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. 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. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. * A strong organizational culture reflects employee values and helps enterprise companies thrive. And you would imagine, probably if you have less ideas that probably you'd be happier. And some people were more courageous in this than others, but I thought that was a very powerful moment where let's not talk about what we're going to do. Where do you draw the balance of this bottom up? 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? 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. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. When they're trying to raise something to me, I would like to hear, you know, I would like to hear, um, credit given to others. 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. 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. Yeah. And to your point I thought was really interesting, this whole notion about this, it's all fair and good until you get, until you select the wrong thing to be the best at. Their most recent investment was on May 12, 2021, when CEO PT. If we're just going to tell them what to do. 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. 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. 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. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Right? Once, because most problems are unknown problems. And, and there were some clear benefits to that. We've run out of time, but you know, we could go on for hours about. It also depends on what department, what function, what rate of urgency there is. 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. 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. Um, let's, let's ignore all of these. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. With which to decide what to be the best that because it's not just to be the best, that it's something you can leap frog, either competition or any kind of state you can be the best at something that truly matters to that end user. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. 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. And you know, let's, let's focus on, you know, other things. I think the habit of just like, hey, like, let's do this. Nadiem: but that's the difference, right? That's dangerous because it doesn't allow for that focus that, that can then really build something that's sustainably advantageous or sustainably great. 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. If you liked it, please hit like, subscribe and follow us on social media. Kevin: Yeah, yeah. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. Telkomsel and Telkomsel are the most recent investors. Right? Because we know the risks you slowed down. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . Let's talk about what we're not going to do. Tell us why it matters and tell us what you're going to be sacrificing. Like I've seen this be a pretty consistent theme where you know, I'm always shocked when I hear the amount of effort and depth a lot of your leaders I've seen in many other companies put into their people put in to their organization that don't have like payoffs this week or next month or might be at best to be something like, oh, next quarter, you know, this is going to be great. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . 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