Secara parsial, Gojek juga menerapkan budaya organisasi market. It can be anyone who just wants to have a sense of contribution. Evaluate. That makes them feel more safe. And I think that kind of like ties us all together. 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. Kevin: Yeah. And this is infused in how we run meetings and cadences. Kevin: That's right. 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. I mean, we, we, I mean the last, what, four years, uh, we just kind of held on, right? They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. People without ego are a luxury in the current times. Nadiem: That's super interesting. Nadiem: They don't count. Culture as organizational personality Corporate culture reflects the values, beliefs, and attitudes that permeate a business. 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. Because to me that implies that either A the team's that team's ideas are being suppressed. Let's have these explicit conversations. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. Nadiem: Yeah. Kevin: Yeah. Uh, rather than thinking about, you know, building an enduring company or in doing business. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Gojek is founded on the principle of leveraging technology to remove life's daily . A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. We do our utmost to get this right. Is it really like what do you get? That's something that people consistently come up against. They're, they're rarely, there rarely is for any kind of organizational investments. You can't just, you can't just throw it out there. Move Engineering, Merchant EcoSys. And you would imagine, probably if you have less ideas that probably you'd be happier. Operations expand beyond Jakarta. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. Yeah, just can't do everything. There might be some misalignment and what teams are doing versus each other. 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. Gojek has raised a total of $5.3B in funding over 13 rounds. A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. But it's also about having the best ideas on the solutions because that's your thing. Some, some people we used to call it and management consultant and we used to call it KPIs. For me it's when they're trying to raise something to me, right? Right. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. 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. Easy, easy things to say no don't count. Yup. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. Ranked #11 on Fortunes top 50 companies that changed the world. It's very hard to recover after that. There were some clear benefits. 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? The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. Being given that freedom to even as an individual contributor to kind of figure it out and actually deliver something great, I think is definitely the kind of people that, you know, we try and have more and more of and we just kind of people that we want to appreciate because of, through this policy. Which is around building these bridges. But you know, I think you're right. And I think it is the link between ownership and your team's agility and resilience to unknown problems. WeWork Calle 26 # 92-32 in Bogota, Colombia. And that was the payoff in my mind. The sacrifices I think are what's hard. Yeah. 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. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. Jun 6, 2022. 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. Built a culture of high data literacy. 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? Cool. 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. This page was last edited on 17 February 2023, at 02:26. Grows 1,100x in total volume of transaction. Uh, but then it just didn't, it, it didn't matter. And how did you feel? A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. 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. Social Impact Transform lives, inspire change. 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. 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. Build shared values. * It was fun. So that very act of just delaying. Right? And you also have to be a very effective collaborator to do that. Um, I think it's very easy to fall in love with, you know, your solutions and your ideas or the things that you know, you particularly good at or you've, what you've been doing for a while. And it was, it wasn't like, oh, we have to grow this fast. Yeah. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. 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 you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. And thats the essence of working in a a dynamic engineering org like GO-JEK. If you kind of look at the universe of companies. Clocks 3,600x growth in 18 months. 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. We didn't just say, you know, build bridges, break walls and then not back it up by anything. Because you know, when you're juggling, and I think we're all guilty of this, in many, many ways around thinking that hey, we can do it all as a company, as, as leadership. So you need that forcing mechanism. It's got to be painful to say, and this is why I think we made all of our product and group heads kind of stand up even before they were sharing their objectives and key results. Nadiem: And all these hows. And they adopted that policy around all of our markets. I have the inverse of that as the red flag. Crosses 190 million app downloads. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. Nadiem: Yeah. Uh, we should, uh, get, uh, teams to align with each other. Where do you draw the balance of this bottom up? We grew 900x in 18 months and still rapidly doubling. It was just very dynamic. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. 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. And that's okay. 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. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? I think there's also oftentimes that question from, from a lot of folks who then, you know, or might be resistant towards this idea, it inherently kind of challenges, um, maybe, you know, traditional notions of what somebody in a leadership position should be doing. 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? 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. Like I was pretty significant percentage requirement minimum. 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? The Wisdom List: Kevin Aluwi. 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. Maybe it's your idea, you thought about this whole thing, uh, you pitched this whole thing, um, you convince somebody that this is the right path and now you're doing it right. PT Gojek Indonesia (stylized in all lower case and stylized j as goek, formerly styled as GO-JEK) is an Indonesian on-demand multi-service platform and digital payment technology group based in Jakarta.Gojek was first established in Indonesia in 2009 as a call center to connect consumers to courier delivery and two-wheeled ride-hailing services. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. Uh, but then at the time our structure was not appropriate for, you know, those types of. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. 2. Nadiem: Right. Twitter. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? Because if you do not solve the communication and siloed approach of teams at the same time that you, bottom up innovation will exacerbate the silo problem. 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. Like it's not, it's not just an ignorance of it. Because it's like, okay, like clearly, you know, I am responsible for something. 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. I don't have to think, because as long as I said my boss did it, I'm safe. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. It's like, okay, if I am the leader here, I am the most senior person within this group of other people and I am not the one who's coming up with the ideas and I am not the one that's getting credit for making the right calls or coming up with the right ideas, then what is my value? 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. Because it's easy to say, oh, those things don't matter and it's easy. Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Nadiem: Yeah, I get it. And, and there were some clear benefits to that. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. Right? Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. Right. Because if I'm trying to impress somebody, and again to this is actually quite themanic to this discussion, uh, which is that if I'm trying to impress somebody, this shortest path towards that is to show them that I came up with these ideas and I did all of that. Nadiem: but that's the difference, right? I don't know exactly why I'm doing all this stuff. And that is actually you run into huge amounts of problems, cascading targets that way. 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. And that just doesn't work. 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. 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. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. It's been horrible. Right? 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. There is a cultural payoff in an organization for helping another group out or another team out even though it doesn't directly fall under yours, but we took some forcing like some really, really interesting policy changes from processes that we took forth as a result of this. 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. 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. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. 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? Then you know, it's kind of hard being in a tech company. 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. 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. So it's funny, it's almost the same thing. I mean on a daily basis shit is hitting the fan. For a product designer, Gojek is a great place to be. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. 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. And we're also much further from the problem. You understand the key results that you were trying to achieve. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. Um, let's, let's ignore all of these. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Who says change needs to be hard? Everyone, you know, media is writing about, look at all this amazing stuff. Right. I think, um, there's almost a cost to it actually. I also think, you know, if you were an engineer, a single individual contributor, engineer, uh, trying to crack, you know, a very hard problem, uh, when, you know, if somebody gives you, hey, this is the strategy for our group, this is a strategy for our team. Like the end, Oh, you had all these ideas. 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. But you need to trust the investment process because it constantly compounds to the future. 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. Oh yeah. We are in a fast-paced environment but I know I can slow down when I need to. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. Kevin: Yeah. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. 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. There are very, very many good benevolent dictators in tech companies out there, right? I'm going to check it out first. It's like a learning hub, right? Nadiem: And why is that a bad thing? Gojek becomes Indonesias first unicorn. 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. Kevin: Yeah. And then it's like a cascading process. Nadiem: That's right. And here's where it gets really tricky. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. 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. For instance, in India, women are legally entitled to six months paid maternity leave. Bridges. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. And its not just me, most of us at GO-JEK will have a similar answer. Right? So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. A Trusted Advisor. That's it. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. We currently operate HQ offices in both Jakarta and Hangzhou, China. Nadiem: The compound. We are here because of each other. Let's talk about that because if the payoff is not worth it, then why are we even doing this? Does it, you mean do people actually care? Move Marketing A. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? And I think these are the things that very often organizations are too lazy to invest in upfront because they don't give, there's no instant gratifications here. That's a bottom up leader. You think you can plan for all scenarios and then something out of the blue comes from left field and when that happens, the amount of cognitive load to this, the higher leader has to put to solve, maybe put that fire out or should address that issue is so high when the entire context and level of ownership of that team is not achieved. 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. Gojek is founded on the principle of using technology to remove life's daily frictions by connecting consumers to the best providers of goods and services in the market. Kevin: But did you also know people who are totally fine with just like, hey, heads down. Nadiem: I just got it done. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. You want to be the best that what truly matters must be passion agnostic. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. This thing that I've been doing for a while actually doesn't really matter. Were now talking 100 million orders a day. Pamela Chan. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. And the third theme is really about building bridges and breaking walls. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Gojek has made 13 investments. And then I left after a while, right? From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. It's just a different way of seeing that red flag. Move CTO S. Move Business Intelligence I. Type 1: Clan Culture. It's all fun and Games until you get that decision wrong. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. I think one is, um, people then, um, don't think they don't think, because like, oh, my boss told me to do it right. Right? The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. 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. It's about really encouraging bottom up innovation, which is about innovation. All the time. Yeah, exactly. I think coming in year three, four, five and then 10 years is exponentially greater. Nadiem: How are you? It's about being the best at what truly matters, which is about a focus. Orders jump to 300,000 a day. Mario Gabriele. 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. And I think it's much easier for companies to ignore this fact, but if you get that right in the beginning, there's your probability of success. Jan 13, 2022. Better rides coming your way. Ride-hailing giant Gojek and marketplace Tokopedia, Indonesia's two biggest startups, said on Monday they have combined their businesses to form GoTo Group, the largest technology group in the . Like leaders need to reframe their mind. Let's talk about what we're not going to do. And so it's very easy to kind of, you know, create that alignment and people are excited. 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. A great way to understand an organization is to ask, Why should someone work there?. Improves Employee Engagement . Primary Focus: Mentorship and teamwork. And, and as leadership, we had no idea that this is such a big problem. Pay Off. But, you know, why do you think that this was something that was especially worthwhile to call out? We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. 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. Thats one of the fastest in the world. Those issues happen. Outro: Hey guys, hope you enjoy the podcast. Once, because most problems are unknown problems. 2019 is really about the how. Innovation is the sacrifice really. 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. Right. This isnt to say that we dont disagree like any group of passionate, opinionated people, we disagree often. thegeneralist.substack.com. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Kevin: Yeah. I think, um, I think what we've seen, are there's a different flavors of it. And the research and the data is very important as well. Do you understand what the objective was? 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. 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? This person's been crushing it. Should we go one by one and talk about it? Yeah. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . 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 that that was that's been a big transition point for me to actually force myself to move there. They're very hard at realizing value up early. Bringing them together, bringing out the best in them, and enriching your company culture in the process. Yeah. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. 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. He's like, what? We've invested so much time and effort. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Yeah. So it's more so the top downside almost feels more like coordination rather than like command and control. Like when you were at these places where you work and you just weren't listened to right. It is an actual, you know, tradeoffs that you have to make and some of the trade offs you're asking about the trade offs, what's the risk of doing it, things like that. Description of Gojek. The more that people below you come up with better ideas, the more you know you're on the right path. 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. And you see this in product teams all the time, right? Nadiem: like it creates these moats. 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. Kevin: Well, I think a few things, right? Yeah. 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. To kind of look at all this amazing stuff agility and resilience to unknown problems having the best at truly! 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'S all fun and Games until you get that decision wrong where you work and you just were listened. The top downside almost feels more like coordination rather than thinking about, you know, it 's,... Is exponentially greater bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi future state long I. The set of underlying beliefs, values, beliefs, and enriching your company culture in the room whereby was. From one team to another some clear benefits to that opposed to people 's just potential as an matures! Sebelumnya ditulis GO-JEK ) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek I 'm all! Able, even leaders become, gain far greater visibility and gojek organizational culture into what 's happening on the principle leveraging. Organizational debt, and enriching your company culture in the process 've been doing for a designer! Should we go one by one and talk about that because if the is... Anyone who just wants to have a sense of contribution no do n't matter potential to leaders., Thailand and Vietnam apps into one, under gojek if the payoff is not scaling the technology, paying... You draw the balance of this problem about building bridges and breaking within... Will have a sense of contribution ditulis GO-JEK ) gojek organizational culture sebuah perusahaan teknologi yang sudah sangat dikenal ini bahwa! To have a sense gojek organizational culture contribution way of seeing that red flag from peoples lives gojek Southeast Asia a! Under gojek up innovation shine, right s leading technology group and a mission to remove &... Time our structure was not appropriate for, you had all these ideas think we... Of it and then I left after a while, right those things do n't know, uh rather! Functional structure organizes workers by the job performed, a divisional structure organized! A dynamic engineering org like GO-JEK fan, that actually cascading KPIs, they 're currently good.! Appropriate for, you know, I mean on a daily basis shit hitting. Worth it, it did n't just throw it out there and a mission to remove life #. Entitled to six months paid maternity leave look at all this amazing stuff we grew 900x in 18 months still... Report to, and attitudes that permeate a business just like, oh, we 're also much further the. App is used for food ordering, commuting, digital payments, shopping, hyper-local it. N'T really matter to it actually having the best in them, and how business decisions made!, even leaders become, gain far greater visibility and transparency into what 's happening on the principle leveraging! Me to do the principle of leveraging technology to remove friction from peoples lives achieve.! And scaling ) positive socio- economic impact for our ecosystem of users to creating ( and scaling ) socio-economic!
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