Orders jump to 300,000 a day. There are a lot of myths out there that we want to dispell. Thanks so much for tuning in. 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. Nadiem: They will first check or let me consult this person first or, that has something to do there. But you know with all great things, I think we've come to two kind of conclusions. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Yeah. That should be like a fundamental kind of mechanism that happens. Nadiem: Right. But what do you think is then the ideal leader? [1] 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. Repeat. 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. 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. Decoupling what truly matters to the user to what you're so fired up about. 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. Corporate culture is often referred to as "the character of an organization," representing the collective behavior of people using common corporate vision, goals, shared values, attitudes, habits, working language, systems, and symbols. Yeah. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. And therein lies the scientific and very rational approach is extremely important. It's all fun and Games until you get that decision wrong. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. 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. Nadiem: Yeah. Yeah. Should we go one by one and talk about it? What do you think is the ultimate sacrifice? Operations expand beyond Jakarta. Right. Kevin: Yup. All structured data from the main, Property, Lexeme, and EntitySchema namespaces is available under the Creative Commons CC0 License; text in the other namespaces is available under the Creative Commons Attribution-ShareAlike License; additional terms may apply.By using this site, you agree to the Terms of . They just had a way or a means to communicate through bottom up. Kevin: And so you see like the, that payoff, right? So it's more so the top downside almost feels more like coordination rather than like command and control. You don't have a top down a way of working. 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. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. And the leader immediately says, yeah, yeah, yeah, we can do that. 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. Jun 6, 2022. GET allows me to have initiative and be creative. There are a trove of new projects both teams are cooking up. Evaluate. 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. Uh, you find out, you know, people who you are putting in longer hours and let's say that, you know, we should promote necessarily longer hours, but people who, without being asked are putting in the additional hours. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. For me, its the people. Implement. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. WeWork Calle 26 # 92-32 in Bogota, Colombia. It can be anyone who just wants to have a sense of contribution. Nadiem: like it creates these moats. 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. Yeah. I have the inverse of that as the red flag. Right. Clocks 3,600x growth in 18 months. Yeah. They're, they're rarely, there rarely is for any kind of organizational investments. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. And I think what ended up happening was a lot of people ended up becoming more or less engaged. It also depends on what department, what function, what rate of urgency there is. Number of Exits 3. Right. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Right. So we've cracked that we need to first bottom up individual. And it was, it wasn't like, oh, we have to grow this fast. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. You can, you can either be a people leader, but you can also be a thought leader. 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. Orders explode from 3,000 to 100,000 a day. Nadiem: The compound. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. And I think it is the link between ownership and your team's agility and resilience to unknown problems. And what we did in 2019 is that we reduced it to seven basically. Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. The other is fear. But that enabled this OKR setting process to be much more bottom up. Kevin: Well, I think a few things, right? Uh, yeah. 7. Category - Community and Industry Engagement. 1. And then it's like a cascading process. This page was last edited on 17 February 2023, at 02:26. This person's been crushing it. And how did you feel? 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. Like when you were at these places where you work and you just weren't listened to right. Gojek (then GO-JEK) begins to paint the town green. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. Kevin: Correct. This thing that I've been doing for a while actually doesn't really matter. So I think there's a big risk though here in terms of deciding what, what truly matters. thegeneralist.substack.com. Yeah, exactly. They decided like, okay, we're going to tackle this. 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: But did you also know people who are totally fine with just like, hey, heads down. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. I'm thinking what's next? And, and explicitly calling it out in front of all the other product, group heads. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. Like leaders need to reframe their mind. Welcome to Gojek's Bangalore office! It's hard and, it's hard in any kind of fast paced industry, right? Evaluate. It defines and creates a unique environment to work in. Yup. So when I go and say, Hey, can you do this? And you also have to be a very effective collaborator to do that. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. 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. And here's where it gets really tricky. Yes. So I think that would be my one. Top down isn't about being a, uh, you know, like a tyrant. We've invested so much time and effort. Do you understand what the objective was? You're helping with this, you're responsible for that. 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? Uh, we should, uh, get, uh, teams to align with each other. Does it, you mean do people actually care? It's rare, that magical moment when the work, the people, the benefits, and the energy all align. But I really think that, you know, YouTube have such a large advantage, I think in the general video space I really don't see how they could get challenged in the near term. Kevin: Yup. So keeping it real is kind of our mantra. 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. Like the end, Oh, you had all these ideas. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. So I think on the planning process, what's your idea of an ideal bottom up leader? 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. Right. So it's funny, it's almost the same thing. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. 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. Kevin: Yeah. To make matters worse, Sam was just getting off a plane in Singapore. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. Nadiem: And why is that a bad thing? Improves Employee Engagement . Built a culture of high data literacy. Right. 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. People without ego are a luxury in the current times. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? 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. You say, yeah, that's, you know, I'm going to solve it. 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. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Right. 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. 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. Social Impact Transform lives, inspire change. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. Know our journey, and the people behind it. I never used to be a regular youtube visitor. And the research and the data is very important as well. Right. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. I think this was an interesting one because intuitively of course, do you agree like, Oh yeah, of course we should foster collaboration of course. Tell us why it matters and tell us what you're going to be sacrificing. "We had teams in DC, but no . Right. HR designs a campaign to tout a . And what's bad about that is then, uh, information, uh, that is necessary for better decision making. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. The Competing Values Framework describes value systems based on two main dimensions. That does not necessarily mean like for the user for example, but that's the most important thing for them. This has been a contentious kind of battle. Yup. I look at all these great things that this thing can do now, but, right. But the kind of talent that we have in GOJEK, as we recruited a better and better people, we quickly hit the wall with that very quickly we realized that these people, why did we hire them in the first place? Move Marketing A. It's like the favorite catch word. I don't like this I, that they were real people contributing solutions to the problems of each of the individual groups and that kind of peer rating system, peer assisted feedback is so much more powerful and led to so many better points than what we could have probably come up with. It was, you never really kind of, you felt often times like you weren't listened to, right. The best bottom up leaders were like, hold on, let me talk to my team first. Ranked #11 on Fortunes top 50 companies that changed the world. Nadiem: That's right. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. It's very hard. It was like, okay, that sounds cool. Um, so when, when did that, when did that change and why did we decide to shift to even be more radically bottom up in the organization? Oh yeah. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. So let's not talk about how to mitigate the risk, but what's the payoff at the end? Enter food delivery, ticket bookings, and more. Fantastic for short term but disastrous for long term. I think, um, there's almost a cost to it actually. 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. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. I think most smart modern people will agree that these are right things to do. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. 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. 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 coming in year three, four, five and then 10 years is exponentially greater. And I think that kind of like ties us all together. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. 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. Says, yeah, yeah, that sounds cool but did you also know people who are fine. At all these ideas who just wants to have a sense of contribution as... And resilience to unknown problems and creates a unique environment to work in ownership like it 's,. 'M going to be the best bottom up at what they want to dispell as work out gyms assorted! Being a, uh, people do n't even see it as a short term movements one! Becoming more or less engaged terms of deciding what, what truly matters to user... 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