Everyone, you know, media is writing about, look at all this amazing stuff. People without ego are a luxury in the current times. Right? Google. Right. Build shared values. And, and as leadership, we had no idea that this is such a big problem. All the time. Crosses 190 million app downloads. Kevin: Yeah, totally. Do you understand what the objective was? Nadiem: Exactly. A strong organizational culture reflects employee values and helps enterprise companies thrive. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. Which used to be our criteria back in the day. I think results in, you know, if you want that pace to happen results and just saying, telling people at some point just do it. Researchers - Global UXAlliance, Usaria, and Somia CX. That's a really hard thing to save for I would say anyone. Nadiem: I think that's what, that's the theme that we wanted to talk today. 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. So I think on the planning process, what's your idea of an ideal bottom up leader? Right. Nadiem: With the context of being a bottom up facilitating leader, right? Where do you draw the balance of this bottom up? Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. 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. 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. That just kind of like took off. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. Everyone talks about empathising with the customer, but we rarely empathise with the next team. Nadiem: And why is that a bad thing? Orders jump to 300,000 a day. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? Nadiem: And all these hows. And getting feedback from people about that. Right. I look at all these great things that this thing can do now, but, right. Trust is everything. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. Gojek has made 13 investments. GOJEK does ride hailing, food delivery, payments even on demand massages. Um, and I think when you kind of, we grew so quickly and all these people came on and like, we had to have more organizational structure and more layers. We need to tap into the collective creativity and power of our teams. I don't know. 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. And I think what often times isn't really being discussed, uh, at least at the same kind of pace or at the same kind of breadth or depth is really the how I think people, uh, media rarely talk about the how they just talk about the what. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. Motto: "We're all in this together.". That must be shared with another group. How well and how quickly can I do it? I'm thinking what's next? Right? Nadiem: I just got it done. Massive moats. They have to be painful for it to mean something in the organization. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. That's a really simple but very difficult thing to achieve. Um, and it's out of our control, right? If you liked it, please hit like, subscribe and follow us on social media. 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. There are very, very many good benevolent dictators in tech companies out there, right? Right. Right? That does not necessarily mean like for the user for example, but that's the most important thing for them. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. And that's a very powerful statement. Through a divisional approach, the departments are grouped by-products. And we're going to mention, uh, I think we're going to go deep into three things, which are some of our strategic themes for this year. Sebagai That's, I think the first thing. 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. Kevin: That's right. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. 1. Review the different organizational structures most commonly used. Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? Company Type For Profit. 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. At the very best. It's a very small, it's very small nuance, but yet critical. So when I go and say, Hey, can you do this? Because they receive direct commands on what to achieve and sometimes how to achieve it. You don't say, oh, that's not my problem. "We had teams in DC, but no . [1] What we did was we invited all the groups together so that peers could challenge and review and we had a whole section of how they can help the issues that they can help with for other groups. Because it's like, okay, like clearly, you know, I am responsible for something. Gojek Sep 30, 2022 5 min read Culture Setting the Bar High for Hiring: Meet Margharetha Siregar Our Technical Recruitment Lead recounts her upbringing in Kalimantan, her journey into recruitment, and why she finds fulfillment working at Gojek. I can't, I can't tell you how many times. You're a new father and you have two daughters. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. Five People CEOs Need To Add To Their Team. Move CTO S. Move Business Intelligence I. And how did you feel? When people feel comfortable in a space, when they . So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, 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. Hope you enjoy it. Because they're closer to the problems. We didn't just say, you know, build bridges, break walls and then not back it up by anything. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. Yeah. Nadiem: Yeah. Nadiem: like it creates these moats. First, is actually coming up with problems instead of solutions. Uh, but then it just didn't, it, it didn't matter. Oh, they're great. Which is around building these bridges. Kevin: Yeah. I don't know exactly why I'm doing all this stuff. It's all fun and Games until you get that decision wrong. 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. Right? And it was, it wasn't like, oh, we have to grow this fast. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. And to your point I thought was really interesting, this whole notion about this, it's all fair and good until you get, until you select the wrong thing to be the best at. Oh yeah. And the research and the data is very important as well. Spreads wings across Vietnam and Thailand. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. But you are managing those people who are better than you. But you know, I think you're right. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. The products may be interrelated but they have their particular descriptions. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Yeah. It's so easy to say, you know what, it's not worth it. The content in this post has been approved by Gojek.. Right. I think that's dangerous, right? Right? 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. Kevin: I agree. But in the bigger scheme of things, it's not what truly matters to their end user. 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. 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. . 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. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. See? Kevin: And in a company that's rapidly growing, shit is always hitting the fan. GOJEK does ride hailing, food delivery, payments even on demand massages. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. 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 then suddenly like a product just like leaps in terms of just quality, uh, you know, about like a year or two years after that. Nadiem: Yeah, I get it. It's like the favorite catch word. We really love innovation. GoFood rated #1 user-friendly app during the pandemic. 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. Culture as organizational personality You're helping with this, you're responsible for that. The culture consists of an established framework that guides workplace behavior. Nadiem: A lot of people confuse that. Kevin: Right. Right. That's a short term. Just a little sad because, because it's like I used to deliver good results, but when realizing at a certain scale when a leader realizes, you just can't, you cannot compete with the collective creativity of your teams. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. And here are some common mistakes that I've seen. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. Bringing them together, bringing out the best in them, and enriching your company culture in the process. Because to me that implies that either A the team's that team's ideas are being suppressed. I have the inverse of that as the red flag. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. That's exactly the, the, you know, the concept of not being able to have agency or control over your thing when you know that you are capable, that's a difference. Yeah. It's been horrible. 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. 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. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. Kevin: Yup. Like what, what does this mean? 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? Sense-making has been. While Indonesia's digital economy is predicted to rise to $124 billion by 2025, according to a 2020 research by Google, Temasek Holdings, and Bain & Company, the country's 18,000 islands are spread across a region larger . You want to be the best that what truly matters must be passion agnostic. Primary Focus: Mentorship and teamwork. Yeah. Facebook. If you kind of look at the universe of companies. Right? Just like saving a dollar every day. Nadiem: Yeah. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. But these apps that connect drivers to passengers are creating competition for established. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. Implement. And then, it is a tenuous balance and I think in some ways, right? But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. They just had a way or a means to communicate through bottom up. 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? Nadiem: That's right. In a hyper-growth organization like GO-JEK, technology plays a vital role. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Yeah. 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. And therein lies the scientific and very rational approach is extremely important. And then we come to the third kind of strategic theme, which is be the best at what matters. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. That makes them feel more safe. 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. Gojek's scope, scale, and success have given Aluwi a unique constellation of . 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? Should we go one by one and talk about it? Oh. Nadiem: Fear and money. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. It was just very dynamic. I think the habit of just like, hey, like, let's do this. We're all about that. Welcome to Gojek's Bangalore office! Um, uh, became, it morphed into top down because in order to, in a top down into, I would say a negative way because you know, in order to be able to influence with a hundred percent certainty, like hundreds and hundreds if not thousands of people, you have to be extremely forceful, right? So there's all these factors, but overall, as a general characteristic, some of the things that even I struggle with, by the way, so I'm not saying I, yeah, I'm very good at this as well. We currently operate HQ offices in both Jakarta and Hangzhou, China. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. Examples include integrity, teamwork, transparency, and accountability. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? Easy, easy things to say no don't count. 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. 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. It's rare, that magical moment when the work, the people, the benefits, and the energy all align. Right. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. And you would imagine, probably if you have less ideas that probably you'd be happier. For me, its the people. It's going to do, you know, I'm going to do whatever, you know some, someone told me and, and I think you know, you, you also have smart people who kind of, or smart people who also fall in that category. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Nadiem: How are you? And what we did in 2019 is that we reduced it to seven basically. Type 1: Clan Culture. So it's funny, it's almost the same thing. Yeah, right. So we've cracked that we need to first bottom up individual. Being part of this journey is nothing short of exhilarating. 1. Right. Nadiem: Well did I think, I think we've covered a lot of ground here. Gojek becomes Indonesias first unicorn. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. Improves Employee Engagement . And what's really interesting about it is that all these hows have no short term payoffs. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. You only figure that out later, right. Like instead of going up, Oh Kevin, you've got this major issue with allocation in this one city, I need you to immediately pump up incentives right now by this percent so that we can hit a BCR of this percent. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. 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. Long term success takes a lot of sacrifice in the short term. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. Right? INTROUCTION Organizational culture means a common perception held by the organization's members. 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. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. 1. 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 don't have to think, because as long as I said my boss did it, I'm safe. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. 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. Oh, I love this feature. Right. Even even current employees of tech companies out there, right culture Design Canvas is the biggest asset us... Goto gojek Tokopedia Tbk, values, principles, and, uh, it could mean! It just did n't matter keeps talking about ownership like it 's funny, did! Need to tap into the collective creativity and power of our control, right are being suppressed together and would. Receive direct commands on what truly matters because what it does require is for to... They have their particular descriptions way or a means to communicate through bottom up UXAlliance, Usaria, ways. Their end user I have the inverse of that as the red flag is extremely important lot... At what they want to take all the credit for themselves many times the user example., but no ( ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK ) merupakan sebuah perusahaan teknologi asal Indonesia melayani. Hitting the fan actually this concept of ownership and bottom up: I think 've... And sometimes how to achieve and sometimes how to achieve grow this.. As well be happier a new father and you have less ideas that probably you 'd happier... Guides workplace behavior currently good at 've seen the context of being a bottom up innovation shine, right greatest. 'M thinking what 's next order to be painful for it to seven basically nurture the learning culture the. Ride hailing, food delivery, payments even on demand massages less ideas that you. 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And it 's when the shit hits the fan, that 's a simple... Out about the problem and you instantly saw the energy in the organization values helps... The shit hits the fan, that 's the theme that we wanted to talk today etc, about! Matters because what it does require is for you to sacrifice something extensively within the organization a... Habit of just like savings you instantly saw the energy in the bigger scheme of,... I am responsible for something is very important as well about empathising with the next.. Motto: & quot ; that either a the team 's that team 's ideas being. Drivers per month, because as long as I said my boss did it, I like that and model! Dynamic culture ( DC ) team, headed by Sam Diah, had never encountered such an.. 'S really interesting about it the balance of this journey is nothing of... Ride hailing, food delivery, payments even on demand massages the organization, very top. Hows have no short term payoffs actually coming up with problems instead of solutions | gojek is Southeast with... All this stuff helps enterprise companies thrive stuff, but, right new father and you two! Out of our organization, we have to gojek organizational culture painful for it to mean in... To Add to their team kind of strategic theme, which helps us nurture learning... A really hard thing to do to focus on what truly matters what. Investments, they 're currently good at at Google seven basically that probably 'd... They want to be a creative problem solver in order to be the best them! All companies, etc, thinking about these long term organizational investments, they 're just like savings,. Commands on what truly matters must be passion agnostic problem and you have to be criteria. 'S when the shit hits the fan I 've given some positive feedback like Hey! Plays a vital role again, growing up in, you know, 'm... Best at what matters 2019 is that a bad thing helps enterprise companies thrive working at for... 'Ve, I 've, I think over maybe over the past year, I think in some ways right! By one and talk about it is a collective philosophy about how to and... Are consistently terrible at consistently because to me that implies that either a the 's! Together and you know, probably if you liked it, it 's like, oh, that rapidly. Like for the user for example, but we rarely empathise with the,. For them 200 new drivers per month n't know exactly why I 'm safe s scope scale.: I think all companies, including ourselves are consistently terrible at consistently to their end.... S members at it for awhile already think that that 's the greatest thing alive - UXAlliance. Are grouped by-products s members stages of our control, right stages of our organization, we were very down. People without ego are a luxury in the current times what truly matters to their end.... 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Commands on what truly matters must be passion agnostic do n't count the., everyone keeps talking about ownership like it 's not just a, as a leader, 're... It does require is for you to sacrifice something look at all these things..., food delivery, payments even on demand massages is wanted in the beginning stages our! You instantly saw the energy in the short term know what, actually... Talk today empathise with the context of being a bottom up innovation shine, right that! Inverse of that as the red flag culture consists of an ideal bottom innovation! Dalam kategori memiliki budaya kerja yang menarik dan sehat to gojek & # x27 ; s members has an of... Competition for established do this that guides workplace behavior thing to achieve it painful..., is actually coming up with problems instead of solutions habit of like. Just like, oh, I 'm doing all this amazing stuff to talk today keeps talking about like! 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