And that's sort of the, the waterfall comes out. Right. Right. Their most recent investment was on May 12, 2021, when CEO PT. Easy, easy things to say no don't count. Right? GoFood rated #1 user-friendly app during the pandemic. It was fun. Like what's urgent, what is high leverage? Yup. Unknown problems. 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. And you also have to be a very effective collaborator to do that. For us, it is about distributing ownership to everyone in the team. 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? 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 . Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. Thats one of the fastest in the world. Kevin: Yeah. Nadiem: Fear and money. But, you know, why do you think that this was something that was especially worthwhile to call out? A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. So make those painful moves early. But you know, I think you're right. So that very act of just delaying. I think the habit of just like, hey, like, let's do this. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. Kevin: Yeah. Or you have to constantly experiment by default, that means you have to fail most of the time. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. They're very hard at realizing value up early. According to MomentumWorks, this is the structure of the board of directors: Founders CEO and founder Nadiem Makarim who holds 58,416 shares, accounting for 4.81% of the total shares. Like if you have somebody who reports to you who is always doing well, who comes up with great ideas all the time, the natural inclination is like, for you to say, oh, this person's great. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. The more that people below you come up with better ideas, the more you know you're on the right path. We all do our bit to make sure its transparent and open to innovation. Questioning authority was not, you know, something that was viewed positively and, but then how did you feel in terms of, you know, the things that you did, uh, with respect to that authority? 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. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. Kevin: Yeah, totally. I'll set up elsewhere and the inverse part is to create an incentive or at least a cultural incentive to help out other teams, so breaking down silos, there's a payoff to it, right? Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. And I think the good sign of a bottom up leader is one that is secure in knowing that their job is to provide the platform and distill from their team, you know, the best ideas. GOJEK does ride hailing, food delivery, payments even on demand massages. Oh yeah. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. What does that mean in terms of real business performance? We actually forced groups to share their key results. Hmm. 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. Kevin: Correct. Listed Fortunes favorite again! About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. Yeah, just can't do everything. Nadiem: yeah, when, when things are bad, you have to, yeah. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. Twitter. Uh, yeah. Orders explode from 3,000 to 100,000 a day. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? Repeat. 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. 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. Because to me that implies that either A the team's that team's ideas are being suppressed. Description of Gojek. It's very hard. 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. People without ego are a luxury in the current times. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. Yup. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. 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. That's a really simple but very difficult thing to achieve. That's a really hard thing to save for I would say anyone. We got Nadiem and Kevin again, that's right on Go Figure podcast. Right. Gojek is funded by 34 investors. We grew 900x in 18 months and still rapidly doubling. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Uh, and we're all kind of just executing, right? A Trusted Advisor. I think, um, there's almost a cost to it actually. Right. And look, hey, you're a new father, right? And the first one is this, the theme is called "be the best at what matters", what truly matters. Pamela Chan. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. Crosses 190 million app downloads. 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. You cannot compete with that brain power and a lot of leaders can't let that go. You can't just, you can't just throw it out there. 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. 1. There are a trove of new projects both teams are cooking up. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. 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. 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. Just that, that little tell. 2. 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 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. Right? 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. You say, yeah, that's, you know, I'm going to solve it. Kevin: Yeah, I think so. Right. We are in a fast-paced environment but I know I can slow down when I need to. Right. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. Either that or entertainment. This thing that I've been doing for a while actually doesn't really matter. If you kind of look at the universe of companies. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. Like, like everyone will agree that yes, absolutely we should do that. But that enabled this OKR setting process to be much more bottom up. 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. Nadiem: That's super interesting. Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? Gojek and Tokopedia unite to form GoTo, the largest tech group in Indonesia and the go to ecosystem for daily life. The Competing Values Framework describes value systems based on two main dimensions. Right? Right? 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. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. Test. What do you think is the ultimate sacrifice? I don't know exactly why I'm doing all this stuff. So we move faster, right? We need to tap into the collective creativity and power of our teams. I mean and that's what doesn't create that long term success factor because then some of the best people under that person will just go, it will just leave or they will burn out or they become demotivated. And this is where it also gets tricky. 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? A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. Yeah. 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. That makes them feel more safe. Right. They're, they're rarely, there rarely is for any kind of organizational investments. You can then bring your solution. For instance, in India, women are legally entitled to six months paid maternity leave. Sebagai 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 . Yes. Google's mission is to organize the world's information and make it universally accessible and useful. Right. Some, some people we used to call it and management consultant and we used to call it KPIs. Sense-making has been. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. And its not just me, most of us at GO-JEK will have a similar answer. Right. If you liked it, please hit like, subscribe and follow us on social media. With which to decide what to be the best that because it's not just to be the best, that it's something you can leap frog, either competition or any kind of state you can be the best at something that truly matters to that end user. Like it's not, it's not just an ignorance of it. Google is home to countless communities of unique people. 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. That's, I think the first thing. There are very, very many good benevolent dictators in tech companies out there, right? I have the inverse of that as the red flag. Enter the Gojek app. We like to talk about things we like and talk about things we don't like. INTROUCTION Organizational culture means a common perception held by the organization's members. Nadiem: Thanks a lot Kev, until next time. 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. 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 it's amazing that you kind of see a company publicly say that, oh, we're going to do this. I think, um, I think what we've seen, are there's a different flavors of it. Yeah, very, very powerful stuff happens so you have to back it up. Welcome to Gojek's Bangalore office! And, and explicitly calling it out in front of all the other product, group heads. Yeah. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . This is infused in the way we do a goal setting. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. The culture of an organization encompasses much more than the values and purpose of your company. Culture matters because it boosts productivity, agility, employee engagement, and innovation. We just did. But, um, I think we really have to be almost obsessed with like infusing that in different parts of the company. 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 the reason why is because as the company grows, the level of complexity is so high. 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. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . I think, I think those two actually, you know are necessary for the other, right? I feel exactly the same. Right? And it's hard. 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, I think it's very easy to fall in love with, you know, your solutions and your ideas or the things that you know, you particularly good at or you've, what you've been doing for a while. It also depends on what department, what function, what rate of urgency there is. To the point of what's sustainable. 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? It was just very dynamic. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. Nadiem: Yeah, I get it. And thats the essence of working in a a dynamic engineering org like GO-JEK. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. And I think it is the link between ownership and your team's agility and resilience to unknown problems. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. It's basically another word for our target setting and goal setting. Long term success takes a lot of sacrifice in the short term. And so having that empathy is key instead of having a more kind of inward looking part about what your team is obsessed with or passionate about and that's hard to do. The other is fear. 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. And that is actually you run into huge amounts of problems, cascading targets that way. Right. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. Uh, what is obviously the, that, that, that ownership. And that was the payoff in my mind. I never used to be a regular youtube visitor. For me it's when they're trying to raise something to me, right? Kevin: Yeah, it's the how, right? Kevin: Well, I think it's, uh, people don't even see it as a short term, right? GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . The recommendations are just amazing, right? Kevin: And in a company that's rapidly growing, shit is always hitting the fan. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. Right? 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. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Right? Right. [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. What is it that you are not, what is it again that you should be sacrificing even more, so. Culture as organizational personality 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. 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. So when I go and say, Hey, can you do this? To shape the culture of cross-functional learning which primarily benefits the participants to gain knowledge and skills from the experts in Gojek to progress in their careers To build relationships across the Design team and Gojek wider organization And to facilitate the designers develop mentoring skills. First, is actually coming up with problems instead of solutions. There was less lack of clarity in what product teams need to prioritize because their leader's just prioritize for them or we prioritize a for them. You name it we do it. 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. 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. Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. Every piece of code we ship and our efforts to make sure our customers have a better experience. Gojek has raised a total of $5.3B in funding over 13 rounds. Right? 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. But it's also about having the best ideas on the solutions because that's your thing. As a pioneer, Go-Jek has to gain consumer . And the third theme is really about building bridges and breaking walls. Just like saving a dollar every day. And I think for most bosses it's easy to fall into that trap as well. Implement. Kevin: Yeah. That's it. Building shared valuesand living those valuesis the bedrock of good corporate culture. GOJEK does ride hailing, food delivery, payments even on demand massages. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. But without that requirement to share the key results, then you'll never get credit for it. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. Evaluate. Enter food delivery, ticket bookings, and more. Move Marketing A. And the first one, organizational investments. Not in a light touch way. 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. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. You want to be the best that what truly matters must be passion agnostic. Nadiem: Yeah. Trust is everything. 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? So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. But you need to trust the investment process because it constantly compounds to the future. We all do our bit to make sure it's transparent and open to innovation. Right. 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. This page was last edited on 17 February 2023, at 02:26. Mario Gabriele. 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. Like if imagine trying to start another just general video sharing platforms. And what's the difference between thought leadership and just being really good at execution? From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. Well, it's hard. But you know with all great things, I think we've come to two kind of conclusions. Does it happen because people's incentive is not for better decision making, right? 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. Five People CEOs Need To Add To Their Team. 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. Like I've seen this be a pretty consistent theme where you know, I'm always shocked when I hear the amount of effort and depth a lot of your leaders I've seen in many other companies put into their people put in to their organization that don't have like payoffs this week or next month or might be at best to be something like, oh, next quarter, you know, this is going to be great. So it's funny, it's almost the same thing. This is the hard part because a lot of people decided, some people may decide what they want to be the best at, is something they are deeply passionate about instead of what their end user is deeply passionate about. Nadiem: With the context of being a bottom up facilitating leader, right? 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