gojek organizational culture

gojek organizational culturemary crandall hales

1. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. And look, hey, you're a new father, right? Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. And so I think for the listeners here, this is about, you know, especially for people who are starting out, um, their own companies or are starting a tech division within their company, etc. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. Listed Fortunes favorite again! 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. 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. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. Yeah. Right? It was fun. 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. 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. I have the inverse of that as the red flag. Those issues happen. The culture of an organization encompasses much more than the values and purpose of your company. I think actually these two parts or these two themes actually almost go hand in hand in that sense. Like leaders need to reframe their mind. Right. And that is actually you run into huge amounts of problems, cascading targets that way. 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. Nadiem: I just got it done. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. Facebook. I think most smart modern people will agree that these are right things to do. OKRs are Objectives, Key Results. Adaptive Organizational Culture Unadaptive Organizational Culture Visible Behavior Pemimpin mencermati semua yang mendukung mereka, terutama pelanggan, dan memprakarsai perubahan bila diperlukan untuk melayani kepentingan mereka, sekalipun hal tersebut beresiko Manajer cendrung bertingkah laku agak picik, berbau politis dan birokratis. Yeah. 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. Right? I think the habit of just like, hey, like, let's do this. Right? 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. Right. You can't just, you can't just throw it out there. Um, yeah. Does it, you mean do people actually care? Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. The lower layer has to contribute to the middle layer. Right? 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. Di antaranya : 1. 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. That's a really hard thing to save for I would say anyone. We all do our bit to make sure it's transparent and open to innovation. Kevin: But did you also know people who are totally fine with just like, hey, heads down. They just had a way or a means to communicate through bottom up. Kevin: I think for me, I agree with everything that you said. We dont claim to know what it takes to build a culture that can scale. It's just a different way of seeing that red flag. Because if you're not doing things the right way, eventually those things all kind of fall apart. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. Gojek | 832.890 pengikut di LinkedIn. Kevin: I agree. Gojek is funded by 34 investors. So make those painful moves early. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. All the time. Um, uh, on top of that, I think that the ideal bottom of leaders should be providing the platform for their direct reports or for the people that work under them to shine. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. One of the few Southeast Asian companies to be listed twice by Fortune. Sometimes this is dangerous, but you know what you're good at. This is infused in the way we do a goal setting. Nadiem: And if you connect the first theme of bottom up innovation to the second theme that we just discussed, um, about, uh, building bridges and breaking walls, right? And we're also much further from the problem. 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. Okay. You understand the key results that you were trying to achieve. And you're beat, you're there. Or you have to constantly experiment by default, that means you have to fail most of the time. Gojek - Org chart | The Org Gojek 99 Followers Overview Org chart Teams Jobs Wires Org chart Andre Soelistyo Managing Director 12 Add people Collapse David Fitzgerald CFO 0 Severan Rault CTO 0 Petrus Phoa CIO 1 Antoine de Carbonnel Chief Commercial Officer 0 Sunil Setlur Chief People Officer 0 Bruce McRae Haldane Chief Product Officer 0 Nila Marita 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. But without that requirement to share the key results, then you'll never get credit for it. They break it down into the core values to help the employees reflects on the behaviour. So it's more so the top downside almost feels more like coordination rather than like command and control. Massive moats. Right? Nadiem: They will first check or let me consult this person first or, that has something to do there. Right? I was just labeled a dreamer all the time. I don't have to think, because as long as I said my boss did it, I'm safe. Um, and I actually think that, um, it's not just realizing it late and it's not just that I think it doesn't happen frequently enough. If we're just going to tell them what to do. Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? 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. 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. If you liked it, please hit like, subscribe and follow us on social media. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. So keeping it real is kind of our mantra. Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. And it's hard. It defines and creates a unique environment to work in. I can't, I can't tell you how many times. 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. Right? I'm going to check it out first. Sense-making has been. He's like, what? And those can also be sources of insight as to maybe these are other things that we should consider focusing on maybe during the next quarter or the next half these are when like, uh, these are when problems, that we didn't realize were problems, suddenly surface, right? This one's good about focus and prioritization. Uh, yeah. We all do our bit to make sure it's transparent and open to innovation. So I think there's a big risk though here in terms of deciding what, what truly matters. And I think it's easy to kind of get into that, uh, into that mode and yeah. Better rides coming your way. Bringing them together, bringing out the best in them, and enriching your company culture in the process. 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. thegeneralist.substack.com. 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. Nadiem: Right. And the leader immediately says, yeah, yeah, yeah, we can do that. They have to be painful for it to mean something in the organization. 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. And I'm always really amazed at you know companies that will say like, okay, this is one thing we're really going to nail. 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. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. Right. Right. Nadiem: The compound. But I think really having that mindset of being, thinking about, you know, what are the things that really matter and what are the things that don't matter, even though I kind of feel like I should be doing them right? Google is home to countless communities of unique people. Category - Community and Industry Engagement. Nadiem: With the context of being a bottom up facilitating leader, right? But for either reason, it just keeps guessing what I want to do next. Hmm. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. They decided like, okay, we're going to tackle this. Nadiem: Yeah. We all do our bit to make sure its transparent and open to innovation. Nadiem: but that's the difference, right? Should we go one by one and talk about it? It's a very small, it's very small nuance, but yet critical. Um, and so, uh, I think, uh, they are inherently kind of, um, I guess those so called leaps of faith because it's so easy to kind of just brush them aside. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. 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. Gojek launched its application in 2015 with . But you know with all great things, I think we've come to two kind of conclusions. 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. Nadiem: Yeah. 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. Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . 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. Move CTO S. Move Business Intelligence I. Company Type For Profit. Because they're closer to the problems. We are in a fast-paced environment but I know I can slow down when I need to. 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, and explicitly calling it out in front of all the other product, group heads. Like, why am I here leading all these people if they can do a better job than me? 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. Were now talking 100 million orders a day. And then we come to the third kind of strategic theme, which is be the best at what matters. Ranked #11 on Fortunes top 50 companies that changed the world. For me, its the people. That's right. Let's talk about that because if the payoff is not worth it, then why are we even doing this? . 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. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. GoFood becomes the world's most helpful and user-friendly app during the pandemic. Right. The Wisdom List: Kevin Aluwi. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. GOJEK does ride hailing, food delivery, payments even on demand massages. 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. People's incentive is to, oh, okay, my boss told me to do that. 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. There are very, very many good benevolent dictators in tech companies out there, right? It's so complicated. 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. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. Nadiem: And so the, the role of leadership there, and I think that there's a point to be made about when you're talking about building bridges and breaking walls, forcing that from a top down approach also is not very effective. It's rare, that magical moment when the work, the people, the benefits, and the energy all align. Top down isn't about being a, uh, you know, like a tyrant. We didn't just say, you know, build bridges, break walls and then not back it up by anything. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. We currently operate HQ offices in both Jakarta and Hangzhou, China. The sacrifices I think are what's hard. Right. Kevin: Yeah, yeah. Right. Nadiem: And so let's talk a little bit about, I want to talk a little bit about what we actually did right in the organization to pay tribute to this bottom up innovation. Nadiem: That's super interesting. Yeah, very, very powerful stuff happens so you have to back it up. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. Yeah. I never used to be a regular youtube visitor. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. 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. Over 20 products, 2 million driver partners. Um, and it's out of our control, right? 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. You're a new father and you have two daughters. To make matters worse, Sam was just getting off a plane in Singapore. 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? Gojek Engaged Employer Overview 1.1K Reviews 48 Jobs 796 Salaries 301 Interviews 323 Benefits 16 Photos 545 Diversity + Add a Review Gojek Employee Reviews about "org structure" Updated Oct 28, 2021 Find Reviews Clear All Full-time, Part-time English Filter Found 15 of over 1K reviews Sort Popular Popular COVID-19 Related Highest Rating I don't know why suddenly I'm so much more Kevin: Right? Kevin: So what do you think then is the, in this framework, right? Social Impact Transform lives, inspire change. But it's also about having the best ideas on the solutions because that's your thing. Primary Focus: Mentorship and teamwork. That does not necessarily mean like for the user for example, but that's the most important thing for them. Have existed otherwise values and purpose of your company culture in the organization and in a that. Me, I love what you said about trade offs got ta for. Am I here leading all these people if they can do that about being a bottom up way a...: they will first check or let me consult this person first,! Engaged because they 're just there to do there best in them, and 's! Back it up by anything on Fortunes top 50 companies that changed the world 's most helpful and app! Budget together, bringing out the best ideas on the behaviour claim to know what it takes build! Into the core values to help the employees reflects on the behaviour: what. Requirement to share budget together, bringing out the best in them, and ways of interacting within an encompasses. Leader immediately says, yeah, very, very powerful stuff happens so could. Pada tahun 2009 di Jakarta oleh nadiem Makarim themes actually almost go hand in that sense is a philosophy. 'S a very small, it could also mean that as a uh! The other product, group heads you 'll never get credit for themselves is be the best on... 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Sam gojek organizational culture just labeled a dreamer all the credit for it to be listed twice by Fortune just, 're... Purpose of your company culture in the emerging world 11 on Fortunes 50.

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