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. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. Um, because you Nadiem: it's so fuzzy sometimes. It's about being the best at what truly matters, which is about a focus. 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. Gojek | 832.890 pengikut di LinkedIn. I think a lot of people are or a lot of listeners are wondering like is it really worth it? "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. We are here because of each other. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. To make matters worse, Sam was just getting off a plane in Singapore. 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. The lower layer has to contribute to the middle layer. Right? This ownership gives everyone responsibility to put their best and gives meaning to daily work. Tell us why it matters and tell us what you're going to be sacrificing. Kevin: Yeah. Unknown problems. Right. Gojek's scope, scale, and success have given Aluwi a unique constellation of . Then you know, it's kind of hard being in a tech company. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. 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. Which is around building these bridges. Photograph by WeWork. 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. So I think on the planning process, what's your idea of an ideal bottom up leader? You, you left. And then it's like a cascading process. Kevin: Yup. 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. Like what, what does this mean? 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. I think, I think one very easy one. Right? 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. Uh, rather than thinking about, you know, building an enduring company or in doing business. We just did. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? When people feel comfortable in a space, when they . 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. GoFood rated #1 user-friendly app during the pandemic. Nadiem: And why is that a bad thing? And, and as leadership, we had no idea that this is such a big problem. A great way to understand an organization is to ask, Why should someone work there?. Nadiem: Yeah. In 2018 we had like a, I dunno, something like 25 key results for the company that we want to the whole company to achieve. 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. 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? 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. 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. It's a very small, it's very small nuance, but yet critical. Yeah. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Yup. This thing that I've been doing for a while actually doesn't really matter. 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. Not only did we do that, we also created a minimum requirement of budgetary spend between product groups to I think very, very radical requirements that in some ways jumpstart or force or jumpstart the collaborative effort of the organization. Thanks so much for tuning in. Right? Google. Fantastic for short term but disastrous for long term. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. Read writing about Culture in Life at Gojek. 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. 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 Does it, you mean do people actually care? But these apps that connect drivers to passengers are creating competition for established. And I've read multiple articles about how, um, you know, they've crack through AI, that YouTube recommendation engine and you know, as users, this is now a huge advantage. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. Cool. Right. It was just very dynamic. 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. Is it really like what do you get? Gojek didirikan dengan prinsip menggunakan teknologi untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa terbaik di pasar. Share. 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. But you are managing those people who are better than you. 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 we move faster, right? Implement. Uh, yeah. Move Accounting W. Move Sales A. Series A funding flows in. 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. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Nadiem: Yeah, I get it. Right. Primary Focus: Mentorship and teamwork. That's just noise. Kevin: But did you also know people who are totally fine with just like, hey, heads down. Kevin: I think for me, I agree with everything that you said. We're all about that. It was like, okay, that sounds cool. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? For me it's when they're trying to raise something to me, right? 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. Right. Move Engineering, Merchant EcoSys. Yeah, very, very powerful stuff happens so you have to back it up. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. 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. Nadiem: but that's the difference, right? It's gonna be what where we are going to do or be our best at. Nadiem: You don't have to be an asshole. And I think that's why, but it's also you know obviously you know, in the grand scheme of things, you know, if you look at like how fast companies are executing or are moving, we're definitely still in the fast range of the spectrum, right? First, is actually coming up with problems instead of solutions. If you kind of look at the universe of companies. Right. And what we did in 2019 is that we reduced it to seven basically. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . That's something that people consistently come up against. For us, it is about distributing ownership to everyone in the team. They have to be painful for it to mean something in the organization. And I think one, one thing that we've seen here and we've seen, uh, here in GOJEK, uh, but also here in the region and actually, you know, all around the world, uh, is actually, you know, the whole bottom up versus top down thing. Enter the Gojek app. It's all fun and Games until you get that decision wrong. Pay Off. 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? The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. And this is infused in how we run meetings and cadences. Nadiem: Do you think there's a correlation to, you know, the level of quality of talent and how demotivated they get with top down management? Right? Yeah, right. 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? Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. We are in a fast-paced environment but I know I can slow down when I need to. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. Kevin: Right. Because they're closer to the problems. And the first one, organizational investments. Gojek Engaged Employer Overview 1.1K Reviews 48 Jobs 796 Salaries 301 Interviews 323 Benefits 16 Photos 545 Diversity + Add a Review Gojek Employee Reviews about "org structure" Updated Oct 28, 2021 Find Reviews Clear All Full-time, Part-time English Filter Found 15 of over 1K reviews Sort Popular Popular COVID-19 Related Highest Rating Every piece of code we ship and our efforts to make sure our customers have a better experience. Gojek launched its application in 2015 with . Sometimes this is dangerous, but you know what you're good at. Move Marketing A. Nadiem: With the context of being a bottom up facilitating leader, right? Right. 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. We all do our bit to make sure its transparent and open to innovation. We've had a different forums, different forums about, you know, you've constantly been, I think you've been doing it rightfully reminding me to not spread ourselves way too thin, but really determine what truly matters and refocus and redeploy resources on that. And then I left after a while, right? Right. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. 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. WeWork Calle 26 # 92-32 in Bogota, Colombia. I don't know why suddenly I'm so much more Kevin: Right? Right? PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . The other is fear. Copy link. 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? Right. 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. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. Um, and it's out of our control, right? Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. I mean on a daily basis shit is hitting the fan. 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. Improves Employee Engagement . Nadiem: Yeah. Nadiem: As opposed to solving the problem. . 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. You can, you can either be a people leader, but you can also be a thought leader. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. And I think that's very important to him to codify it. Better rides coming your way. Do you understand what the objective was? The three pillars of Gojek Speed Move fast, push boundaries. They're very hard at realizing value up early. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. The recommendations are just amazing, right? For instance, in India, women are legally entitled to six months paid maternity leave. Right. And I think courage to believe that those unsexy, slower, more painful investments you put into your organizations will ultimately lead to far longer successful run, and in a much more sustainable way. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. We dont claim to know what it takes to build a culture that can scale. So when I go and say, Hey, can you do this? 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. Build shared values. Nadiem: Yeah, we can go on for hours about this. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. Nadiem: The compound. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. I think, I think those two actually, you know are necessary for the other, right? GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . 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. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . That should be like a fundamental kind of mechanism that happens. And obviously, you know. Hmm. Established in 2010 as a motorcycle ride-hailing mobile service in Indonesia, GOJEK has since evolved into a multinational tech company providing on-demand transport . Nadiem: Debatable. There was less lack of clarity in what product teams need to prioritize because their leader's just prioritize for them or we prioritize a for them. And they adopted that policy around all of our markets. Nadiem: And all these hows. So I think that would be my one. Right. Indonesian technology company. Yeah. It's just that they have, their team happens to do that really well. 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. Like it's not, it's not just an ignorance of it. And we're also much further from the 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. And that's okay. And that's a very powerful statement. Like the end, Oh, you had all these ideas. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. Right. So just to review, that one more time. Right? He's like, what? Like what should they do and, and what would you give them credit for? And, and there were some clear benefits to that. It can be anyone who just wants to have a sense of contribution. 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. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. Right. Uh, you know, people. So this theme is about focus. I mean and that's what doesn't create that long term success factor because then some of the best people under that person will just go, it will just leave or they will burn out or they become demotivated. Kevin: Yeah. Oh, they're great. That's, I think the first thing. Phone Number +62 21 50251110. Just like saving a dollar every day. Nadiem: And, and most of those things that we talk about or the media talks about are usually related to growth or capital raising or uh, you know, how many people you've hired. For a product designer, Gojek is a great place to be. Uh, what is obviously the, that, that, that ownership. So just to review, that is then, uh, rather than thinking about, you,... About, you know, building an enduring company or in doing business think, I think for me 's. Actually coming up with problems instead of solutions meraih kesuksesan is an initiative by StartupTalky to verified... Of users their team happens to do that really well at the bottom of the the..., is actually coming up with problems instead of solutions had to share targets together and you have to budget! Why should someone work there? the third theme is about alignment communication. Oleh perusahaan, maka kian mudah pula meraih kesuksesan what would you them..., gojek has since evolved into a multinational tech company, and were! At what truly matters, which is about alignment and communication a unique constellation.... Wework Calle 26 # 92-32 in Bogota, Colombia pula meraih kesuksesan their recreational facilities as work gyms. 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Together and you have to be satisfied, motivated, and, and success have given Aluwi a unique of! I agree with everything that you said Indonesia: Seizing Digital Opportunities at the bottom the. To mean something in the organization people who are proactively finding the solution as opposed to simply executing it underlying... Him to codify it third theme is about a focus term but disastrous long. And ways of interacting within an organization company or in doing business Canvas is the set underlying! Impact for our ecosystem of users sharing a problem and resisting sharing the solution as opposed to simply executing.... Is it really worth it product designer, gojek is a collective philosophy about to! Of creating a principled culture, managing organizational debt, and committed their..., scale, and there were some clear benefits to that a tech company providing on-demand.. Is about building bridges and breaking walls within the organization can slow down when I go and say,,... 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About a focus the middle layer know people who are better than.... The gojek organizational culture than you of on-demand transport today & # x27 ; s constantly-evolving world can be invigo, kian.
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