Right? I don't have to think, because as long as I said my boss did it, I'm safe. Innovation is the sacrifice really. GoFood rated #1 user-friendly app during the pandemic. In this article, we'll explore what organizational culture is, how . I think that's dangerous, right? Like leaders need to reframe their mind. 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. Right. 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. Then you know, it's kind of hard being in a tech company. Right. Because you know, when you're juggling, and I think we're all guilty of this, in many, many ways around thinking that hey, we can do it all as a company, as, as leadership. I can't, I can't tell you how many times. Every piece of code we ship and our efforts to make sure our customers have a better experience. And then it's like a cascading process. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Decoupling what truly matters to the user to what you're so fired up about. Because to me that implies that either A the team's that team's ideas are being suppressed. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. It was fun. * Because it's like, okay, like clearly, you know, I am responsible for something. Yup. Uh, I think, uh, it's easy to think that you're doing things the right way when the what is, you know, all you care about, right? If you kind of look at the universe of companies. And how did you feel? 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. Once, because most problems are unknown problems. Kevin: Yeah. Kevin: So what do you think then is the, in this framework, right? As a pioneer, Go-Jek has to gain consumer . You can't just, you can't just throw it out there. 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? Right. Kevin: Yup. But for either reason, it just keeps guessing what I want to do next. 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. We all do our bit to make sure it's transparent and open to innovation. It's very hard. Yeah. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. And everyone will agree that it is the right thing to have teams collaborate. This is infused in the way we do a goal setting. Right. Read writing about Culture in Life at Gojek. Through a divisional approach, the departments are grouped by-products. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. But then where's the trade off with speed, Kevin, and it's all nice and easy to say this, but when you need to execute a light-speed, when you need to, like we said before, run during this marathon, you have to sprint during this marathon. 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. As individuals and as a team, we never let ourselves get too comfortable whether its about knowing a piece of technology, scaling for hyper-growth or achieving new milestones every day. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. If you just kind of have to really view things from you know, a problem or customer or user first. 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. Gojek (then GO-JEK) begins to paint the town green. Building a strong organizational culture is a long journey, one that requires exceptional focus and consistency between the various layers (from beliefs to rituals, from heroes to symbols . Like I know that right now, for example, I think me personally, I have probably, I don't know, like 10 to 12, like pretty major things that I am either directly or indirectly responsible for like in a pretty intensive way, right? 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. Uh, rather than thinking about, you know, building an enduring company or in doing business. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. GOJEK does ride hailing, food delivery, payments even on demand massages. Kevin: You have to almost not listen to input if you want it to kind of behave in the same fast execution, quick alignment mode. To make matters worse, Sam was just getting off a plane in Singapore. Culture matters because it boosts productivity, agility, employee engagement, and innovation. Yeah. 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? Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. If you just focus on output numbers, then at a certain point, those output numbers like revenues, sustainability, all of this other stuff might go down over time if you're not investing in the long term leading indicators of health in an organization. There are very, very many good benevolent dictators in tech companies out there, right? I think also a lot of, one of the reasons why this is one is challenging is because a lot of times people, people, leaders, then might feel insecure, right? It's not a, it's not just a value like a core value. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. For me I always find it non ideal when I work with somebody who I know has, you know, several direct reports and if I work closely with them if I never kind of, you know, if I never really hear either directly from or at least a mention of, you know, somebody else's, um, really significant contribution to the team that's a flag for me. 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. The three pillars of Gojek Speed Move fast, push boundaries. 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. I have the inverse of that as the red flag. . 1. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. And you know, let's, let's focus on, you know, other things. What do you think is the ultimate sacrifice? I don't know. 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. And I think one, one thing that we've seen here and we've seen, uh, here in GOJEK, uh, but also here in the region and actually, you know, all around the world, uh, is actually, you know, the whole bottom up versus top down thing. Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. Right. Transform your company culture, cultivate your people and help retain the highest performing talent. They're very hard at realizing value up early. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. And the third is some material incentive, right. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. Nadiem: Same exact thing. . Improves Employee Engagement . It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. Right. 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. And that inherently blocks bottom up because it means that the people under this person can rise up because then they never get the credit that they deserve. And that was the payoff in my mind. Right. To the point of what's sustainable. 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. Test. That's something that people consistently come up against. Right. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Right? and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. Because we know the risks you slowed down. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. Google is home to countless communities of unique people. Spreads wings across Vietnam and Thailand. Yeah. Nadiem: As opposed to solving the problem. What does that mean in terms of real business performance? And here's where it gets really tricky. Kevin: Yup. 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. Right. So this theme is about focus. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. But, um, when you just kind of see that that is the, that as the ultimate objective, the be all end all, um, it becomes easy then, you know, when you're building a company to just optimize for those things and what are the things that get you those things immediately? You only figure that out later, right. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. 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. 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. 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? Um, because you Nadiem: it's so fuzzy sometimes. Kevin: Yeah, I think so. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Yeah. Because it's easy to say, oh, those things don't matter and it's easy. Sometimes this is dangerous, but you know what you're good at. I think, um, I think what we've seen, are there's a different flavors of it. And that's how we grew really fast. Right? But the reason why we believe in them is because for the parts of the units of the organization that we did apply these principles. 7. An organization's culture defines how individuals work and function within a company, making organizational culture a crucial element of a company's ultimate success. And so, you know, the ownership is also it's not just about kind of like being, you know, the first on the ground if you know there are issues. So what I've realized is that the best bottom up leaders will never do that. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. Their most recent investment was on May 12, 2021, when CEO PT. Nadiem: Yeah, we can go on for hours about this. Which used to be our criteria back in the day. You don't say, oh, that's not my problem. And that is actually you run into huge amounts of problems, cascading targets that way. I think most smart modern people will agree that these are right things to do. And you're beat, you're there. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. If we're just going to tell them what to do. 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. Gojek becomes Indonesias first unicorn. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Either that or entertainment. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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. That just kind of like took off. Right? This is a good segue to the other theme. And then I left after a while, right? And so let's talk about these three things. That does not necessarily mean like for the user for example, but that's the most important thing for them. Built a culture of high data literacy. 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. Gojek's scope, scale, and success have given Aluwi a unique constellation of . First, is actually coming up with problems instead of solutions. And that's sort of the, the waterfall comes out. The lower layer has to contribute to the middle layer. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. 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? This page was last edited on 17 February 2023, at 02:26. Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. You name it we do it. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? Share this post. And that just doesn't work. So there were all of these perceived benefits, right, that you could immediately see right away. 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. 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? Is it really like what do you get? They break it down into the core values to help the employees reflects on the behaviour. 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. I think coming in year three, four, five and then 10 years is exponentially greater. Parameters - Brand loyalty, media engagement, and CSR. 2. And they adopted that policy around all of our markets. 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. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. We always talk about how that's a bad thing, but what, what is a more scientific way of explaining the facts of lack of motivation or lack of sense of ownership? They have to be painful for it to mean something in the organization. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Nadiem: Right. 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 . We just did. That's right. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. 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. Oh, they're great. We do our utmost to get this right. Share. We've invested a lot of time and effort in, and I think they actually you know pretty good in and of themselves, but you know, whether or not they're really impactful, whether or not they're really worth the effort was debatable. This ownership gives everyone responsibility to put their best and gives meaning to daily work. That's it. Hmm. Di antaranya : 1. We all do our bit to make sure it's transparent and open to innovation. Move Marketing A. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. But you need to trust the investment process because it constantly compounds to the future. 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? Being part of this journey is nothing short of exhilarating. It's so complicated. 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. I haven't gone home since like two days. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. 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. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. Right. 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. You can see this happening in our every day conversations. Better rides coming your way. "We had teams in DC, but no . And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. Does it happen because people's incentive is not for better decision making, right? But if you anchor your solution first and they're constantly going to be having to beat your solution and have the confidence and they have to have the confidence to actually try to beat your solution, which is a huge mental hurdle given that you're their boss when they actually did have a solution, but they are like, if I see this now, you know, am I going to make him feel like his solution isn't the best? 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. And therein lies the scientific and very rational approach is extremely important. GoFood becomes the world's most helpful and user-friendly app during the pandemic. You can, you can either be a people leader, but you can also be a thought leader. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. But what, what about ownership makes sustainably successful teams? Yeah. So I think there's a big risk though here in terms of deciding what, what truly matters. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. Five People CEOs Need To Add To Their Team. This one's good about focus and prioritization. Right. Kevin: What artificial intelligence. How well and how quickly can I do it? Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. 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. It is the only company in southeast asia that is included in fortune 's 50 companies that changed the world in 2017 and 2019, ranked at 17 and 11, respectively. Uh, and we're all kind of just executing, right? We've invested so much time and effort. And what we did in 2019 is that we reduced it to seven basically. Motto: "We're all in this together.". It's like, okay, if I am the leader here, I am the most senior person within this group of other people and I am not the one who's coming up with the ideas and I am not the one that's getting credit for making the right calls or coming up with the right ideas, then what is my value? It was good. I mean, I think, I mean without naming, you know, specific things that we've done, there's definitely been a few big things that we've done. And I think that's very important to him to codify it. And the research and the data is very important as well. But they rationalize how they're going to help achieve that metric as opposed to we set these very prescriptive targets and goals and then each then the, the groups take it on and then the sub-groups take it on. I look at all these great things that this thing can do now, but, right. That's a bottom up leader. 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. Orders explode from 3,000 to 100,000 a day. 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. Jun 6, 2022. 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. 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. Category - Community and Industry Engagement. It's like the favorite catch word. Everyone talks about empathising with the customer, but we rarely empathise with the next team. In a hyper-growth organization like GO-JEK, technology plays a vital role. Facebook. Like if imagine trying to start another just general video sharing platforms. Yeah. It also depends on what department, what function, what rate of urgency there is. The Competing Values Framework describes value systems based on two main dimensions. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. So make those painful moves early. 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. Ride-hailing giant Gojek and marketplace Tokopedia, Indonesia's two biggest startups, said on Monday they have combined their businesses to form GoTo Group, the largest technology group in the . Gojek has raised a total of $5.3B in funding over 13 rounds. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. You understand the key results that you were trying to achieve. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. Kevin: Yeah, totally. Their latest funding was raised on May 10, 2021 from a Corporate Round round. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. They just had a way or a means to communicate through bottom up. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. We are in a fast-paced environment but I know I can slow down when I need to. And I think the ownership comes because it's your idea, right? 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. We dont claim to know what it takes to build a culture that can scale. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Nadiem: You don't have to be an asshole. You want the person closest to the user or to the problem to actually decide what truly matters. This person's been crushing it. It's been horrible. That's just noise. But in the bigger scheme of things, it's not what truly matters to their end user. Yeah. 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. Coming in year three, four, five and then I left after a while right... Of solutions, those things do n't matter and it 's not a, it 's like the sin. 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