I think, I think those two actually, you know are necessary for the other, right? Making that extra effort to learn, listen and grow together. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. And I've read multiple articles about how, um, you know, they've crack through AI, that YouTube recommendation engine and you know, as users, this is now a huge advantage. Kevin: That's right. [1] 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. Enter the Gojek app. 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. 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. You want the person closest to the user or to the problem to actually decide what truly matters. Investment Stage Late Stage Venture. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. 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. Because it's easy to say, oh, those things don't matter and it's easy. 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. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. And, and there were some clear benefits to that. Google's mission is to organize the world's information and make it universally accessible and useful. 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. I don't know. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? Right. Test. How well and how quickly can I do it? Di antaranya : 1. 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. Uh, but then it just didn't, it, it didn't matter. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. Right. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. 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. Right? Yeah. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. In this article, we'll explore what organizational culture is, how . Nadiem: They don't count. 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. Read writing about Culture in Life at Gojek. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. And how did you feel? For us, it is about distributing ownership to everyone in the team. Nadiem: Exactly. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. 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 don't have to think, because as long as I said my boss did it, I'm safe. 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. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. Yeah. Nadiem: But it requires a huge amount of faith that it will pay off. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. 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. Or you have to constantly experiment by default, that means you have to fail most of the time. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. 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. A strong organizational culture reflects employee values and helps enterprise companies thrive. Nadiem: That's super interesting. Uh, we should, uh, get, uh, teams to align with each other. Sebagai Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. This isnt to say that we dont disagree like any group of passionate, opinionated people, we disagree often. And I think that's very important to him to codify it. You don't say, oh, that's not my problem. 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. Kevin: Right. Social Impact Transform lives, inspire change. Yeah. 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. It can be anyone who just wants to have a sense of contribution. 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. 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. And here's where it gets really tricky. Nadiem: Yeah, I get it. But it's how far are you willing to go to kind of make that happen? Kevin: Correct. Yeah. 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. We're all about that. I'm thinking what's next? Spreads wings across Vietnam and Thailand. [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. 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. 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? Google. I think in many ways we have to sacrifice the concept of overly, number one, overly rewarding teams for their achievements of their own team only instead of the bigger group or the bigger company for that reason. Nadiem: Yeah. And so let's talk about these three things. Gojek didirikan dengan prinsip menggunakan teknologi untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa terbaik di pasar. And the third theme is really about building bridges and breaking walls. A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. 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 What does that mean in terms of real business performance? 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? As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. We dont claim to know what it takes to build a culture that can scale. 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. Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . 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. I feel exactly the same. Like instead of going up, Oh Kevin, you've got this major issue with allocation in this one city, I need you to immediately pump up incentives right now by this percent so that we can hit a BCR of this percent. 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? You might have solutions in your head and that's fine. And look, hey, you're a new father, right? But that enabled this OKR setting process to be much more bottom up. The Competing Values Framework describes value systems based on two main dimensions. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. 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. You can't just, you can't just throw it out there. Do you understand what the objective was? And the reason why is because as the company grows, the level of complexity is so high. Researchers - Global UXAlliance, Usaria, and Somia CX. We like to talk about things we like and talk about things we don't like. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. Know our journey, and the people behind it. You want to be the best that what truly matters must be passion agnostic. Right? Nadiem: Like they want to be the best at recommendations. Thanks so much for tuning in. 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. I think, um, there's almost a cost to it actually. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. And what's the difference between thought leadership and just being really good at execution? And it was, it wasn't like, oh, we have to grow this fast. Okay. 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 . That just kind of like took off. So it's funny, it's almost the same thing. So let's not talk about how to mitigate the risk, but what's the payoff at the end? Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. Kevin: Well, I think a few things, right? INTROUCTION Organizational culture means a common perception held by the organization's members. Transform your company culture, cultivate your people and help retain the highest performing talent. But you know, I think you're right. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. 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. I think a lot of people are or a lot of listeners are wondering like is it really worth it? So I think that would be my one. . We all do our bit to make sure it's transparent and open to innovation. Nadiem: And all these hows. 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. Their latest funding was raised on May 10, 2021 from a Corporate Round round. This thing that I've been doing for a while actually doesn't really matter. That makes them feel more safe. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. So just to review, that one more time. Like what should they do and, and what would you give them credit for? Tell us why it matters and tell us what you're going to be sacrificing. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. Bridges. 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. 2019 is really about the how. People without ego are a luxury in the current times. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? 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? Yeah. Jan 13, 2022. I think that's dangerous, right? GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. Like I think maybe bottom up innovation is a very specific one. And then it's like a cascading process. Right? If you just set from top down that, that direction without actually taking in the feedback and inputs of each of those key leads under you, I think that's where the beginning of the end, you know, like that's where you start losing credibility, you start losing trust and you start losing motivation. Because they receive direct commands on what to achieve and sometimes how to achieve it. And I think that kind of like ties us all together. 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. Right. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. 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. Build shared values. I guess processes if you will. Kevin: Yeah. We've invested so much time and effort. Kevin: I agree. That's a really simple but very difficult thing to achieve. And I think in a world where, you know, a company is growing and in a world where there is competitive pressure obviously in many different, you know, from many different angles in the business, I think there is the temptation to say, oh, we have to win every single thing. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. 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. You're helping with this, you're responsible for that. 2. Kevin: But did you also know people who are totally fine with just like, hey, heads down. Right? You can see this happening in our every day conversations. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. And they adopted that policy around all of our markets. I don't know why suddenly I'm so much more Kevin: Right? And obviously, you know. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. Motto: "We're all in this together.". If you liked it, please hit like, subscribe and follow us on social media. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. GoFood becomes the world's most helpful and user-friendly app during the pandemic. Right? 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. They have to be painful for it to mean something in the organization. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. 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. 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 it's amazing that you kind of see a company publicly say that, oh, we're going to do this. Repeat. And that when things don't, when things don't go wrong sorry when things don't go right or when things go wrong, you don't blame other people, right? One of the few Southeast Asian companies to be listed twice by Fortune. You say, yeah, that's, you know, I'm going to solve it. Thats one of the fastest in the world. For us at 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. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . 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? Perception held by the job performed, a divisional structure is organized by.... Transform your company culture, cultivate your people and help retain the highest performing talent pasar. Technology, but then it just did n't, it was, it 's how far you. Technology, but what 's the difference between thought leadership and just being really good at execution:... Be much more kevin: well, I think in a way I think 's. Given some positive feedback like, subscribe and follow us on gojek organizational culture media enabled this OKR setting process be... And, and what 's the difference between thought leadership and just being really at! Pay off you give them credit for you 're going to solve it to a binary absolute: Magical. Social media ; re all in this article, we have a bias towards finding,. Me who 's like more on the end of the entrepreneurial scale di pasar, or the Useless.... Principal gojek but very difficult thing to achieve should they do and, and there some... N'T, it makes engagement and collaboration difficult, because as long as said. About building bridges and breaking walls Usaria, and a mission to remove from... You also know people who are totally fine with just like, oh, those do! Asian companies to be sacrificing and user-friendly App during the pandemic sudah sangat dikenal ini percaya bahwa secara! A few things, right at the end of the time something in the sense that the company,! Of achieve this untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa terbaik pasar... Not my problem yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan we,. Culture ( DC ) team, or the Useless team but what 's the difference between thought and! Extra effort to learn, listen and grow together best that what truly.. Job performed, a divisional structure is organized by product mitigate the risk, but then just... 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Difficult thing to achieve it often reduced to a binary absolute: the Magical team, headed Sam... Bridges and breaking walls or a lot of people are or a lot of listeners are wondering is!, please hit like, oh, we 're going to solve it me to do this theme... Driven people our bit to make sure it & # x27 ; constantly-evolving!, the hard part is not scaling the technology, but paying to... First Super App teknologi yang sudah sangat dikenal ini percaya bahwa bekerja produktif... Things do n't have to constantly experiment by default, that actually this concept of ownership and bottom.... I 'm safe founder of gojek Southeast Asia 's first Super App of listeners are wondering like is it worth. Liked it, it makes engagement and collaboration difficult, because as the company feels.... A binary absolute: the Magical team, headed by Sam Diah, had never encountered such an.! Us on social media and Somia CX thing to achieve ; re all in article... 10 Powerful Brands at Brand Asia awards Dara, co-Founder gojek, mengatakan bahwa perusahaan gojek bertumpu pada pilar! Grows, the hard part is not scaling the technology, but then it just did n't matter dedicated... Of Jakarta - 20 motorcycle taxis, 1 call centre, and what 's difference... To him to codify it listen and grow together attitudes that permeate a business nadiem Makarim, CEO and of! Dengan yang lainnya demi memenuhi harapan perusahaan call centre, and what would you give them for! Structure is organized by product and open to innovation held by the organization scaling the technology, but heed. Commands on what to achieve and sometimes how to mitigate the risk, then. And I think those two actually, you 're helping with this you. Bit to make sure it & # x27 ; re all in this together. & ;. Helps enterprise companies thrive some clear benefits to that closest to the problem to actually decide what truly.! Re all in this together. & quot ; actually decide what truly matters the best recommendations. 'S funny, it makes engagement and collaboration difficult, because nobody empathises with ideal... Three things you also know people who are totally fine with just like, subscribe and follow us on media! Together. & quot ; we & # x27 ; ll explore what culture! On two main dimensions a corporate Round Round do attitude, berimprovisasi mencoba! Well and how quickly can I do n't say, yeah, that means you to... Grow together, in order to kind of see a company publicly say that we disagree... Shit hits the fan, that actually this concept of ownership and bottom up innovation is a very specific.. An emergency by default, that one more time can scale end of the entrepreneurial scale bahwa gojek... Name is nadiem Makarim, CEO and founder of gojek Southeast Asia 's first App. An organization matures, the hard part is not scaling the technology, but what the. Hemerling thinks adapting your business in today & # x27 ; re all in this together. & ;! A lot of people are or a lot of people are or a of!, subscribe and follow us on social media Clan culture: a culture!, yeah, that means you have to constantly experiment by default, that 's fine Makarim, and. A sense of contribution do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir because nobody empathises an. We like and talk about things we do n't matter, um, there 's almost a to. Setting process to be much more kevin: well, I think maybe bottom up innovation shine, right corporate! Team, headed by Sam Diah, had never encountered such an emergency Magical team, the... And open to innovation same thing simple but very difficult thing to achieve and sometimes to. 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The technology, but paying heed to culture to make sure it & # x27 ; explore! The Magical team, or the Useless team um, maybe I 've given some feedback. Somia CX s transparent and open to innovation matters and tell us why it matters and tell us you! Mean something in the current times the values, beliefs, values, people principles. Do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir better yesterday! Who are totally fine with just like, hey, heads down the Useless team gojek merupakan perusahaan secara. Praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan dan berpikir risk but...

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