But for either reason, it just keeps guessing what I want to do next. 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. Google's mission is to organize the world's information and make it universally accessible and useful. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. Share. Like, you know, we have this feature that, you know, we've been working on know for a long time. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Right. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. So what I've realized is that the best bottom up leaders will never do that. There were some clear benefits. Uh, we should, uh, get, uh, teams to align with each other. So let's not talk about how to mitigate the risk, but what's the payoff at the end? Right. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. All the time. I don't know why suddenly I'm so much more Kevin: Right? Right. thegeneralist.substack.com. What makes a difference, though, is that each of us is willing to try. The culture consists of an established framework that guides workplace behavior. Instead of creating flexibility within each of the teams to determine how they want to decide and which ones they want to decide to contribute instead of just getting cascaded like a mathematical formula. 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. Yeah. That just kind of like took off. Better rides coming your way. Yeah. 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. It's been horrible. Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. I'm thinking what's next? So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. And I think in a world where, you know, a company is growing and in a world where there is competitive pressure obviously in many different, you know, from many different angles in the business, I think there is the temptation to say, oh, we have to win every single thing. The lower layer has to contribute to the middle layer. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. * Implement. Nadiem: Like they want to be the best at recommendations. 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. Right. And look, hey, you're a new father, right? Right? For me, its the people. Oh yeah. It's like a learning hub, right? Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. Facebook. Yeah. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. Nadiem: In order to achieve building better bridges? 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. Just like saving a dollar every day. Kevin: Yup. Google. But it's also about having the best ideas on the solutions because that's your thing. 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. Hope you enjoy it. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. Nadiem: Same exact thing. Like if imagine trying to start another just general video sharing platforms. The products may be interrelated but they have their particular descriptions. Listed Fortunes favorite again! Share this post. Nadiem: Exactly. You don't say, oh, that's not my problem. He's like, what? Kevin: Well, I think it's, uh, people don't even see it as a short term, right? I think coming in year three, four, five and then 10 years is exponentially greater. Some, some people we used to call it and management consultant and we used to call it KPIs. 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. Read writing about Culture in Life at Gojek. 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. Everyone, you know, media is writing about, look at all this amazing stuff. The recommendations are just amazing, right? You could still be somebody who's driving, you know, something, uh, executing an idea as an individual contributor that you know, is also given a lot of leeway to, to kind of, you know, have ambitious goals. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. And obviously, you know. And that's a very powerful statement. Not in a light touch way. Just that, that little tell. And I know that, you know, out of those things, like I'm probably doing like, I don't know, like four or five of those things pretty, pretty okay. And what we did in 2019 is that we reduced it to seven basically. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? Right. Nadiem: And all these hows. In a hyper-growth organization like GO-JEK, technology plays a vital role. And I think for most bosses it's easy to fall into that trap as well. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. Hmm. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. 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. Nadiem: That's right. That's a really good reflection of it. Like, like everyone will agree that yes, absolutely we should do that. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. Tell us why it matters and tell us what you're going to be sacrificing. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. 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? Jun 6, 2022. We do our utmost to get this right. Here's how organizational culture might have been handled in the past: The CEO commissions the Human Resources department to produce an effective company culture. Pay Off. So your value, you should be secure in the value that you are actually laying the groundwork for those people to succeed by doing things that are better than you. And thats the essence of working in a a dynamic engineering org like GO-JEK. 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. 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. Being part of this journey is nothing short of exhilarating. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Right. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. As a tech startup in Indonesia, there are a lot of challenges that Go-Jek has to face regarding the culture and competition in this on-demand service industry. 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. The underlying cultural assumptions can both enable and constrain what an organization is able to do. Culture as organizational personality 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. Intro: Welcome to GO FIGURE. Kevin: I agree. And around prioritization. Know our journey, and the people behind it. It's gonna be what where we are going to do or be our best at. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Gojek (then GO-JEK) begins to paint the town green. It's just that they have, their team happens to do that really well. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. 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. This meta-analysis, which comprises 43 studies with a combined sample size of 6341 organizations, reveals that Quinn and Rohrbaugh's Competing Values Framework provides a meaningful structure for the ideational aspects of organizational culture. Nadiem: That's super interesting. Nadiem: Yeah, I get it. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. As a pioneer, Go-Jek has to gain consumer . Right. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. You can then bring your solution. It's rare, that magical moment when the work, the people, the benefits, and the energy all align. We grew 900x in 18 months and still rapidly doubling. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. I think, um, there's almost a cost to it actually. Kevin: Yeah, it's the how, right? I think actually these two parts or these two themes actually almost go hand in hand in that sense. Uh, and we're all kind of just executing, right? You want the person closest to the user or to the problem to actually decide what truly matters. Kevin: Correct. Yeah. Telkomsel and Telkomsel are the most recent investors. Because you understand the whole logic of like, why you made these decisions. 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. 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. Right? Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. Right. And the research and the data is very important as well. And, and explicitly calling it out in front of all the other product, group heads. 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. Move Engineering, Merchant EcoSys. 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. 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. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . I think, I think those two actually, you know are necessary for the other, right? We need to tap into the collective creativity and power of our teams. Orders jump to 300,000 a day. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. This thing that I've been doing for a while actually doesn't really matter. Motto: "We're all in this together.". Nadiem: yeah, when, when things are bad, you have to, yeah. Right? At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. Crosses 190 million app downloads. 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. Kevin: Or even people who are, you know, already, I just kind of like working at a company that is, that is scaling right now. Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro Uh, so those are kind of a triangle of long term competitive advantage and longterm performance that we want to institutionalize in GOJEK in 2019 even more. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. And this is a theme around focus. Right? For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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. That's a really hard thing to save for I would say anyone. 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. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. People without ego are a luxury in the current times. So it's more so the top downside almost feels more like coordination rather than like command and control. So I think there's a big risk though here in terms of deciding what, what truly matters. The three pillars of Gojek Speed Move fast, push boundaries. Because it's like, okay, like clearly, you know, I am responsible for something. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. Yeah. At the very best. And during those days in McKinsey, I believe that everything was about perfect alignment. GOJEK does ride hailing, food delivery, payments even on demand massages. For a product designer, Gojek is a great place to be. Kevin: That's right. 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. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. GET allows me to have initiative and be creative. Actually these two themes actually almost go hand in that sense probably more traditional households have, their happens. But for either reason, it 's like, you know, that actually they 've working... Of our teams nadiem Makarim, CEO and founder of Gojek Speed Move fast, push boundaries, UN 2020. Act Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat I was like you... 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gojek organizational culture