People's incentive is to, oh, okay, my boss told me to do that. Read writing about Culture in Life at Gojek. So a lot of companies and organizations try to tell their teams you must collaborate more, but they don't create the goal setting incentive with which to achieve that. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. 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? You name it we do it. 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. 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. So what I've realized is that the best bottom up leaders will never do that. Evaluate. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Gojek launched its application in 2015 with . Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. Primary Focus: Mentorship and teamwork. Kevin: Right. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? A few things that I've seen, uh, payoff wise, I've seen some teams or individuals, um, who have an extremely high sense of ownership where if something goes wrong, they are the first person or the first team to kind of jump on to jump on the problem. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. 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. The culture of an organization encompasses much more than the values and purpose of your company. Being part of this journey is nothing short of exhilarating. Hmm. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. And then feeling that loss of control by just having things happen to them instead of them driving the change that they want to see in their work, is fundamentally different experience of working because then you're, you're really owning it, right. In this article, we'll explore what organizational culture is, how . Which is around building these bridges. Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? At the very best. Unknown problems. Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. Yeah. I'm thinking what's next? 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. Nadiem: like it creates these moats. Nadiem: Exactly. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. Kevin: What artificial intelligence. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. Nadiem: I just got it done. So that's where the challenge I think is also kind of getting the incentives. 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. You're a new father and you have two daughters. Does it, you mean do people actually care? Nadiem: Right. Like nothing is ever on fire and then you, oh, you have to do these things now. Nadiem: How are you? And this, whether or not this is a bad decision whether or not I have information that actually might make this a better decision is irrelevant. Right. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. So make those painful moves early. Twitter. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. They decided like, okay, we're going to tackle this. Bringing them together, bringing out the best in them, and enriching your company culture in the process. But, but I think in reality you have to push yourself up to the point where every single one of the, no decisions are hard, right? Kevin: So what do you think then is the, in this framework, right? Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . Right. Or like hit a reliability rate of X percent. Contact Email info@go-jek.com. You can, you can either be a people leader, but you can also be a thought leader. Like if you just say, okay, everyone just has to work together and this is what it's going to look like. 1. Review the different organizational structures most commonly used. But these apps that connect drivers to passengers are creating competition for established. Right. Nadiem: And why is that a bad thing? Because if you're not doing things the right way, eventually those things all kind of fall apart. Like if imagine trying to start another just general video sharing platforms. You, you left. Right. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. Implement. Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. Once, because most problems are unknown problems. 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. 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. 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. Kevin: Correct. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. It's very hard. Right. 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. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . Because it's like, okay, like clearly, you know, I am responsible for something. Yes. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Right. But you know, I think you're right. Series F funding from Google, Tencent, JD.com and Mitsubishi. Nadiem: Well did I think, I think we've covered a lot of ground here. 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. There are a lot of myths out there that we want to dispell. Through a divisional approach, the departments are grouped by-products. 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. And I think it's easy to kind of get into that, uh, into that mode and 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. For a product designer, Gojek is a great place to be. Because they're closer to the problems. What do you think is the ultimate sacrifice? I don't know. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. Should we go one by one and talk about it? The best bottom up leaders were like, hold on, let me talk to my team first. GoTo Group is the largest digital ecosystem in Indonesia, with a mission to "empower progress" by offering technology infrastructure and solutions that help everyone to access and thrive in the digital economy. That's a really hard thing to save for I would say anyone. Right? Right? Kevin: Yeah. When people feel comfortable in a space, when they . We grew 900x in 18 months and still rapidly doubling. Tell us why it matters and tell us what you're going to be sacrificing. You only figure that out later, right. Right. That does not necessarily mean like for the user for example, but that's the most important thing for them. So for, you know, if you kind of went through that whole thing you know, that this is, this is your idea, this is your baby. Right. We need to tap into the collective creativity and power of our teams. Yup. Yeah. But that enabled this OKR setting process to be much more bottom up. 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? But what, what about ownership makes sustainably successful teams? They break it down into the core values to help the employees reflects on the behaviour. But for either reason, it just keeps guessing what I want to do next. We are here because of each other. 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. 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. The three pillars of Gojek Speed Move fast, push boundaries. Right? And you know, let's, let's focus on, you know, other things. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. Gojek and Tokopedia unite to form GoTo, the largest tech group in Indonesia and the go to ecosystem for daily life. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Kevin: Yup. 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. Nadiem: The compound. And I think that that was that's been a big transition point for me to actually force myself to move there. I look at all these great things that this thing can do now, but, right. That's a really simple but very difficult thing to achieve. It's gonna be what where we are going to do or be our best at. The Competing Values Framework describes value systems based on two main dimensions. 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. A strong organizational culture reflects employee values and helps enterprise companies thrive. Nadiem: Yeah. Yeah. INTROUCTION Organizational culture means a common perception held by the organization's members. Nadiem: As opposed to solving the problem. Right? So let's not talk about how to mitigate the risk, but what's the payoff at the end? Hope you enjoy it. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. Right. And getting feedback from people about that. How well and how quickly can I do it? 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. 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. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. Uh, rather than thinking about, you know, building an enduring company or in doing business. We dont claim to know what it takes to build a culture that can scale. And then we come to the third kind of strategic theme, which is be the best at what matters. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? Nadiem: Yeah. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. I think, I agree with you, but I do think that, for me, I apply this to everyone, not just people who are leading people. This page was last edited on 17 February 2023, at 02:26. Yeah. [1] 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. You want to be the best that what truly matters must be passion agnostic. Even if you're not leading a team, you need to have thought leadership. 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? Yeah. Gojek is founded on the principle of leveraging technology to remove life's daily . GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. 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 on a daily basis shit is hitting the fan. And this is a theme around focus. Like I was pretty significant percentage requirement minimum. I feel exactly the same. And here's where it gets really tricky. I think, um, there's almost a cost to it actually. Right? They're very hard at realizing value up early. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. If you kind of look at the universe of companies. It's like a learning hub, right? Right? Gojek has made 13 investments. 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. And it just shows that there, there are some of these like achiever showers or, uh, you know, uh, leaders that yes, they do, they hit those milestones, but at what cost? 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. And what we did in 2019 is that we reduced it to seven basically. 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. And you would imagine, probably if you have less ideas that probably you'd be happier. It's not a, it's not just a value like a core value. 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. We just did. 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