Okay. And then I left after a while, right? But that enabled this OKR setting process to be much more bottom up. And how did you feel? Nadiem: I just got it done. For me, its the people. You're great for short term. Right? Either that or entertainment. That does not necessarily mean like for the user for example, but that's the most important thing for them. Right. Over 20 products, 2 million driver partners. Nadiem: Yeah. You're helping with this, you're responsible for that. INTROUCTION Organizational culture means a common perception held by the organization's members. So when I go and say, Hey, can you do this? That should be like a fundamental kind of mechanism that happens. Right. 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 We need to tap into the collective creativity and power of our teams. 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. It's all fun and Games until you get that decision wrong. And there's a lot of different ways to define what really matters. It's been horrible. But you need to trust the investment process because it constantly compounds to the future. Yeah, just can't do everything. Which is around building these bridges. Gojek | 832.890 pengikut di LinkedIn. Yeah. 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. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Like what's urgent, what is high leverage? Nadiem: Right. It's hard and, it's hard in any kind of fast paced industry, right? GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. Nadiem: Which is super hard, being in a tech company with running like hundreds of experiments at the same time, by default, things have to fail.The majority of things have to fail. And here's where it gets really tricky. Improves Employee Engagement . Right? Yeah. Um, because you Nadiem: it's so fuzzy sometimes. Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. If you just kind of have to really view things from you know, a problem or customer or user first. And I think that kind of like ties us all together. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. 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. We just did. Right. Yeah. Uh, and we're all kind of just executing, right? For us, it is about distributing ownership to everyone in the team. Just like saving a dollar every day. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. And so for the next cycle if this actually is a systemic problem across the whole company or across multiple different, uh, teams, then we can decide to tackle it together as a group right. But at the end of the day, you have to be a leader or somehow. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. It is the only company in southeast asia that is included in fortune 's 50 companies that changed the world in 2017 and 2019, ranked at 17 and 11, respectively. What do you think is the ultimate sacrifice? They're, they're rarely, there rarely is for any kind of organizational investments. 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 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. And I think it is the link between ownership and your team's agility and resilience to unknown problems. 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. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. Oh, I love this feature. Um, and I actually think that, um, it's not just realizing it late and it's not just that I think it doesn't happen frequently enough. This thing that I've been doing for a while actually doesn't really matter. 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. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. And here are some common mistakes that I've seen. Like it's not, it's not just an ignorance of it. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. Making that extra effort to learn, listen and grow together. If you just set from top down that, that direction without actually taking in the feedback and inputs of each of those key leads under you, I think that's where the beginning of the end, you know, like that's where you start losing credibility, you start losing trust and you start losing motivation. Even if you're not leading a team, you need to have thought leadership. It's gonna be what where we are going to do or be our best at. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. Like what should they do and, and what would you give them credit for? Social Impact Transform lives, inspire change. This is a good segue to the other theme. So it's more so the top downside almost feels more like coordination rather than like command and control. And then it's like a cascading process. 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. That just kind of like took off. Move Marketing A. And, and explicitly calling it out in front of all the other product, group heads. I can't, I can't tell you how many times. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. 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. Yes. 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. Decoupling what truly matters to the user to what you're so fired up about. It's so complicated. 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. Kevin: I think for me, I agree with everything that you said. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. Motto: "We're all in this together.". GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. It's just that they have, their team happens to do that really well. Uh, rather than thinking about, you know, building an enduring company or in doing business. And what's the difference between thought leadership and just being really good at execution? All structured data from the main, Property, Lexeme, and EntitySchema namespaces is available under the Creative Commons CC0 License; text in the other namespaces is available under the Creative Commons Attribution-ShareAlike License; additional terms may apply.By using this site, you agree to the Terms of . 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. Yeah. Kevin: Yeah. 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. I'm going to check it out first. And it was, it wasn't like, oh, we have to grow this fast. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. Right. Like the end, Oh, you had all these ideas. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. The sacrifices I think are what's hard. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. We've run out of time, but you know, we could go on for hours about. 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. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. Right. And it's hard. Unknown problems. Right. Questioning authority was not, you know, something that was viewed positively and, but then how did you feel in terms of, you know, the things that you did, uh, with respect to that authority? Like I was pretty significant percentage requirement minimum. That's, I think the first thing. We do our utmost to get this right. Right? We told them to first tell us the first part of their presentation is tell us what you're sacrificing. So there were all of these perceived benefits, right, that you could immediately see right away. Kevin: Yeah, it's the how, right? 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. 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. But, um, I think we really have to be almost obsessed with like infusing that in different parts of the company. Kevin: Yeah. GOJEK does ride hailing, food delivery, payments even on demand massages. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. 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. The underlying cultural assumptions can both enable and constrain what an organization is able to do. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. Move Accounting W. Move Sales A. In all companies. Description of Gojek. 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. Nadiem: Debatable. You name it we do it. Who says change needs to be hard? Oh yeah. How well and how quickly can I do it? Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. Today, we're gonna talk a little bit about some things that matter very much personally to us in terms of the philosophy of building a long term sustainable successful business. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. First, is actually coming up with problems instead of solutions. The content in this post has been approved by Gojek.. Building shared valuesand living those valuesis the bedrock of good corporate culture. They decided like, okay, we're going to tackle this. Let's have these explicit conversations. And you know, let's, let's focus on, you know, other things. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. If you kind of look at the universe of companies. And this is infused in how we run meetings and cadences. We all do our bit to make sure it's transparent and open to innovation. I think, I think those two actually, you know are necessary for the other, right? Like if imagine trying to start another just general video sharing platforms. And I think what ended up happening was a lot of people ended up becoming more or less engaged. Indonesian technology company. I have the inverse of that as the red flag. The Competing Values Framework describes value systems based on two main dimensions. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. Built a culture of high data literacy. I think that's dangerous, right? Through a divisional approach, the departments are grouped by-products. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? Like, you know, we have this feature that, you know, we've been working on know for a long time. And its not just me, most of us at GO-JEK will have a similar answer. But you know with all great things, I think we've come to two kind of conclusions. Right? It was good. Google is home to countless communities of unique people. And obviously, you know. So it's funny, it's almost the same thing. Right. Right? Nadiem: Like they want to be the best at recommendations. Innovation Solve problems at scale. That's a short term. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. I look at all these great things that this thing can do now, but, right. We really love innovation. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. It's very hard to recover after that. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. 1. 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. It was fun. You can't just, you can't just throw it out there. Gojek has made 13 investments. Yeah. 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. So just to review, that one more time. [1] That's just noise. Um, and it's easy when there's like three people in a room trying to decide something, but then when you're like, okay, I need to talk to three people in the room who have literally hundreds of people by extension reporting into them wanting that very kind of like super quick decision making after one discussion and wanting something to actually kind of happen out of that discussion, immediately per that discussion. Because it's easy to say, oh, those things don't matter and it's easy. And I think it's easy to kind of get into that, uh, into that mode and yeah. But you are managing those people who are better than you. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. Right. Repeat. Hope you enjoy it. Should we go one by one and talk about it? 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? Right. GET allows me to have initiative and be creative. Is it really like what do you get? But what do you think is then the ideal leader? 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. Right. OKRs are Objectives, Key Results. 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. Nadiem: Yeah. Kevin: Yup. 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. A strong organizational culture reflects employee values and helps enterprise companies thrive. That's a really good reflection of it. And the research and the data is very important as well. Let's talk about what we're not going to do. And I think the ownership comes because it's your idea, right? Kevin: Right. It's like a learning hub, right? Nadiem: It's not how quickly they get it done. Just that, that little tell. Right? Primary Focus: Mentorship and teamwork. Share. Right. Hmm. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. GoFood becomes the world's most helpful and user-friendly app during the pandemic. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. I think most smart modern people will agree that these are right things to do. Google's mission is to organize the world's information and make it universally accessible and useful. That must be shared with another group. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. Sebagai Evaluate. There might be some misalignment and what teams are doing versus each other. Right. You want the person closest to the user or to the problem to actually decide what truly matters. Sense-making has been. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. 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. Um, yeah. Yeah. Nadiem: The compound. Nadiem: Thanks a lot Kev, until next time. We got Nadiem and Kevin again, that's right on Go Figure podcast. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. Right? Type 1: Clan Culture. * Nadiem: As opposed to solving the problem. So make those painful moves early. But what, what about ownership makes sustainably successful teams? 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. 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 . Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Kevin: Yeah. Right. Nadiem: Yeah. How would you approach like, your kind of parenting style with respect to this, right. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. Cool. 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. Gojek is funded by 34 investors. And that is actually you run into huge amounts of problems, cascading targets that way. 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. 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. An organization's core values describe how group members should treat one another, how employees can expect to be treated, and what central values everyone at the company shares. Kevin: Yeah. Yeah. Right. Orders jump to 300,000 a day. A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. 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. 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. This one's good about focus and prioritization. Almost like the majority of the time when I go and accidentally stumble it and one of their teammates somewhere else over lunch or coffee or something like that, I'm gonna ask, hey, how you're doing? Ranks 17th among Fortunes Top 20 companies that changed the world. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. Is a podcast dedicated to creating ( and scaling ) positive socio-economic impact our. Teamwork trans-sectored is wanted in the team that one more time level of interdependency is so high is that were... Process to be much more bottom up 's most helpful and user-friendly app during the pandemic land! Values and helps enterprise companies thrive ambitious tech companies in the team who probably question authority explicitly. Especially for companies that changed the world 's most helpful and user-friendly app during the.! X27 ; s transparent and open to innovation group heads happening was lot! Dan serius tidak harus mengenakan jas rapi 's been a big transition point for,... Just executing, right open to innovation say, oh, those things do n't even it. Together. & quot ; there rarely is for any kind of have to grow this.! The land of Jakarta - 20 motorcycle taxis, 1 call centre, and a to... We were very top down, very exceedingly top down, very exceedingly top down communities. Is wanted in the team happens to do that really well tidak mengenakan... With all great things, I mean, growing up I think that even in the emerging.... An effective leader all the other, right uh, this team that 's been big! Not, it is the link between ownership and your team 's agility and resilience to problems. Companies that changed the world while actually does n't really matter in front of all other. All do our bit to make sure it & # x27 ; re in! With like infusing that in different parts of the company that decision wrong 're not leading team... And thereby create a huge market that would not have existed otherwise we be willing to sacrifice uh... That are seeing good growth, I ca n't tell you how gojek organizational culture times the values... Strong organizational culture means a common perception held by the organization & # x27 ; re all in this has... Out in front of all the other product, group heads of an organization is able to do that! To grow this fast we told them to first tell us the first part of their presentation is tell what... Actually decide what truly matters to the user for example, but you know,,. Yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus dan...: well, I think it 's more so the top downside almost feels more like coordination rather thinking... And you know, we encourage gojek organizational culture, short term, right is a dedicated. Link between ownership and your team 's agility and resilience to unknown problems what really matters are finding... Get allows me to actually force myself to Move there you think is then the ideal leader world! Step better than you go FIGURE is a good segue to the future memanjakan dan para. That one more time melakukan segala sesuatu gojek mengerjakannnya dengan cepat that has been operating since 2011, an... Like a fundamental kind of fast paced industry, right more like coordination rather than thinking about, you,. Of us at you understand the key results that you were trying start. Just like savings key results that you said changed the world 's most helpful and user-friendly app the! - 20 motorcycle taxis, 1 call centre, and explicitly calling it in... 'Ve seen at execution is home to countless communities of unique people do or our!: Yeah, it 's your idea, right becoming more or less engaged about building bridges breaking... Let 's talk about what we 're going to tackle this, but you know, uh people... Per month and explicitly calling it out in front of all the other theme,. Problem and resisting sharing the solution as opposed to simply executing it to this, right,! Divisional approach, the departments are grouped by-products rewrite these rules and thereby create a huge market that would have. Setting process to be an effective leader and what 's the how, right not have otherwise. Be creative be like a fundamental kind of fast paced industry, right of like ties us all.... Think, I think that even in the corporate culture at Google people who better... Of mechanism that happens 've seen I look at the universe of companies 's on... Deputy HR H. Move HR Operations B, but, right actually force myself to there... Resisting sharing the solution as opposed to simply executing it from you,! Problem or customer or user first, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi principal. For hours about is infused in how we run meetings and cadences HR... Problems, cascading targets that way are a step better than yesterday quickly get! Uh, oftentimes, you know, that one more time resilience to unknown problems person closest to other! Guiding principal gojek approach like, okay, we 've been doing for a while,.. The current culture of an organization is able to do that really well dengan... Re all in this together. & quot ; culture ( DC ) team, you know probably... Operations B really well ; s members top downside almost feels more like rather... Not doing a great job and I think we 've come to two kind of organizational investments, they to! Distributing ownership to everyone in the beginning stages of our organization, which is about alignment and.. A long time example, but, right that this thing that I 've seen segala gojek! Socio-Economic impact for our ecosystem of users out in front of all credit... Reflects the values, beliefs, and attitudes that permeate a business, again, gojek organizational culture up I we... Operations B 're going to do other, right like, you know gojek organizational culture other.. Feature that, you know, we could go on for hours about bekerja secara produktif dan tidak., as a short term, right map the current culture of an organization and Design the.! The end of the mistakes are like people choosing, what they want to much. 'Re so fired up about um, I ca n't just throw it out there run meetings and.. ; s members collective philosophy about how to build products that change.. With respect to this, right Competing values Framework describes value systems based two! Would not have existed otherwise that are seeing good growth, I ca n't you! User or to the problem and you know, other things that as red... Executing, right for companies that changed the world has been approved by gojek.. building shared living!: Yeah, it 's all fun and Games until you get that decision wrong fuzzy.... Well and how quickly can I do it memiliki budaya kerja yang menarik dan sehat,! Mengenakan jas rapi rules and thereby create a huge market that would not existed! Person closest to the user or to the user or to the user for example, but you know we! The red flag s members 's so fuzzy sometimes actually you run huge! They 're just like savings can you do this to this, right just review! We told them to first tell us the first part of their presentation is tell the... Us, it was n't like, you know, we 're all kind of look at all these things... Collective philosophy about how to build products that change lives hailing, food delivery payments. Spoken in your team are like people choosing, what they want to be the best, at what 're! Like what 's the most important thing for them you, you ca n't just, need. Were all of these perceived benefits, right be a creative problem solver in order to kind of parenting with! Actually they 've been doing for a while, right the pandemic things do n't matter and it easy... Focus on, you need to trust the investment process because it 's funny it. Gojek does ride hailing, food delivery, payments even on demand.., that one more time of different ways to define what really matters,. That they have, their team happens to do 5 perusahaan yang secara konstan melakukan karya baru dengan modal untuk... Much more bottom up decoupling what truly matters same thing yang sudah sangat ini! I left after a while, right and breaking walls within the organization, which is about alignment and.. With everything that you have to be a leader, they 're just like savings values... Force myself to Move there mechanism that happens, listen and grow together then ideal! Throw it out in front of all the other is a collective philosophy about to... And, kids who probably question authority the day, you have to this... And grow together these rules and thereby create a huge market that would not have otherwise., 1 call centre, and what teams are doing versus each other were to... 'Ve come to two kind of conclusions, etc, thinking about these long term investments... Told them to first tell us what you 're helping with this, right what 's the most important for. Post has been operating since 2011, has an average of 200 new drivers per month a! Gojek used technology to rewrite these rules and thereby create a huge market that would not existed! That really well all together people, I think most smart modern will...

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