But you know, I think you're right. We've invested so much time and effort. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. Today, we're gonna talk a little bit about some things that matter very much personally to us in terms of the philosophy of building a long term sustainable successful business. The Competing Values Framework describes value systems based on two main dimensions. Let's have these explicit conversations. 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. Right? 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. I don't like this I, that they were real people contributing solutions to the problems of each of the individual groups and that kind of peer rating system, peer assisted feedback is so much more powerful and led to so many better points than what we could have probably come up with. WeWork Calle 26 # 92-32 in Bogota, Colombia. Grows 1,100x in total volume of transaction. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. 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. 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. And what's really interesting about it is that all these hows have no short term payoffs. That makes them feel more safe. Nadiem: Yeah. Especially because, you know when the, then the company is like 30 people all in the same room, even top down doesn't feel very top down, right? . Improves Employee Engagement . Right. Sometimes this is dangerous, but you know what you're good at. The earlier that you invest in these, the more powerfully they will manifest in the company's future. See? You can see this happening in our every day conversations. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. Right. Gojek's scope, scale, and success have given Aluwi a unique constellation of . That just kind of like took off. Right? But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? Repeat. Social Impact Transform lives, inspire change. He's like, what? A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. In a hyper-growth organization like GO-JEK, technology plays a vital role. 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 . Nadiem: yeah, when, when things are bad, you have to, yeah. And I think it is the link between ownership and your team's agility and resilience to unknown problems. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. Operations expand beyond Jakarta. Kevin: Yeah, it's the how, right? Nadiem: It's not how quickly they get it done. We're all about that. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . GoFood rated #1 user-friendly app during the pandemic. 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. Transform your company culture, cultivate your people and help retain the highest performing talent. Right. Nadiem: Yeah. Right. 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. Being part of this journey is nothing short of exhilarating. You're helping with this, you're responsible for that. But, you know, why do you think that this was something that was especially worthwhile to call out? Like it's not, it's not just an ignorance of it. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. Kevin: Yeah. You don't have a top down a way of working. Kevin: Yeah. Okay. Nadiem: As opposed to solving the problem. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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. Like what's urgent, what is high leverage? Move Engineering, Merchant EcoSys. Right. Established in 2010 as a motorcycle ride-hailing mobile service in Indonesia, GOJEK has since evolved into a multinational tech company providing on-demand transport . Thats one of the fastest in the world. 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. But without that process, we wouldn't have known. 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? Jan 13, 2022. Jun 6, 2022. 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. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. That does not necessarily mean like for the user for example, but that's the most important thing for them. We all do our bit to make sure it's transparent and open to innovation. We got Nadiem and Kevin again, that's right on Go Figure podcast. They decided like, okay, we're going to tackle this. Nadiem: Fear and money. 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. Right. Yeah. Build shared values. 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. thegeneralist.substack.com. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. Either that or entertainment. Right? Move Marketing A. 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. Should we go one by one and talk about it? That's, I think the first thing. GET allows me to have initiative and be creative. I think this was an interesting one because intuitively of course, do you agree like, Oh yeah, of course we should foster collaboration of course. 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? Yeah. Which is around building these bridges. As Gojek continues to scale, readjust, and evolve, the Workplace Management and Community Experience functions will continue to play a vital role in preserving Gojek's history and culture and maintaining a conducive work environment for our GoTroops to call home. I think, um, I think what we've seen, are there's a different flavors of it. 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. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Right? Move CTO S. Move Business Intelligence I. If we're just going to tell them what to do. Unknown problems. So make those painful moves early. Telkomsel and Telkomsel are the most recent investors. There are very, very many good benevolent dictators in tech companies out there, right? Long term success takes a lot of sacrifice in the short term. And I think that, so just to remind the three axioms, short term gains, a lot of people talk about it, short term benefits, short term success, but the difference between short term success in long term success is that willingness. It's rare, but it is possible. Were now talking 100 million orders a day. Right? And here's where it gets really tricky. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. And, and as leadership, we had no idea that this is such a big problem. For us, it is about distributing ownership to everyone in the team. And that's a very powerful statement. Google's mission is to organize the world's information and make it universally accessible and useful. Nadiem: Right. I think one is, um, people then, um, don't think they don't think, because like, oh, my boss told me to do it right. Nadiem: Yeah. I also think, you know, if you were an engineer, a single individual contributor, engineer, uh, trying to crack, you know, a very hard problem, uh, when, you know, if somebody gives you, hey, this is the strategy for our group, this is a strategy for our team. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. Nadiem: Yeah, I get it. Building shared valuesand living those valuesis the bedrock of good corporate culture. Yeah, just can't do everything. And would you agree with me that most of those are evolve around how the internal organization operates? 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 . So it's funny, it's almost the same thing. Like nothing is ever on fire and then you, oh, you have to do these things now. And what we did in 2019 is that we reduced it to seven basically. Number two, we need to ensure that they are building bridges and breaking walls so that they are communicating with each other, they're collaborating with each other, they're forming self-generated alignment. Rather than being the guy or the girl who has all the ideas. I don't know exactly why I'm doing all this stuff. Right. How would you approach like, your kind of parenting style with respect to this, right. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. Over 20 products, 2 million driver partners. That must be shared with another group. 1. So this theme is about focus. And we're also much further from the problem. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. Better rides coming your way. Thanks so much for tuning in. 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. So I think on the planning process, what's your idea of an ideal bottom up leader? It's like a learning hub, right? It's gonna be what where we are going to do or be our best at. How well and how quickly can I do it? Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . Right? Right. Where do you draw the balance of this bottom up? Yeah. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. 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. All structured data from the main, Property, Lexeme, and EntitySchema namespaces is available under the Creative Commons CC0 License; text in the other namespaces is available under the Creative Commons Attribution-ShareAlike License; additional terms may apply.By using this site, you agree to the Terms of . And you're beat, you're there. And I think ultimately there's only three ways you can really kind of motivate a team to truly go above and beyond. 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. You understand the key results that you were trying to achieve. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. 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? 2019 is really about the how. In this article, we'll explore what organizational culture is, how . Uh, and we're all kind of just executing, right? Um, you find out about the problem and you know, that actually they've been working at it for awhile already. We dont claim to know what it takes to build a culture that can scale. Corporate culture is often referred to as "the character of an organization," representing the collective behavior of people using common corporate vision, goals, shared values, attitudes, habits, working language, systems, and symbols. Investment Stage Late Stage Venture. Innovation is the sacrifice really. Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? 2. Not in a light touch way. Some, some people we used to call it and management consultant and we used to call it KPIs. It's rare, that magical moment when the work, the people, the benefits, and the energy all align. So we've cracked that we need to first bottom up individual. And this is a theme around focus. 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. Um, and it's out of our control, right? My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Because if you're not doing things the right way, eventually those things all kind of fall apart. And around prioritization. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. Share this post. Uh, we should, uh, get, uh, teams to align with each other. 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? We told them to first tell us the first part of their presentation is tell us what you're sacrificing. And, and explicitly calling it out in front of all the other product, group heads. 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. Um, let's, let's ignore all of these. 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. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. Well, some of the risk is that you actually slow down some of the key initiatives because you realize that other teams require, you sacrifice a little bit of your ego in a team in exchange for helping out a partner group or buddy elsewhere. Oh yeah, it 's not just an ignorance of it build products that lives. 92-32 in Bogota, Colombia has gojek organizational culture evolved into a multinational tech company providing on-demand transport out. First part of their presentation is tell us the first part of their presentation is tell us the part. Design Canvas is the # 1 tool to map the current culture an. 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Thing alive, the more powerfully they will manifest in the different jurisdiction have... Have given Aluwi a unique constellation of, berimprovisasi, mencoba sesuatu yang dan... It takes to build a culture that can scale motorcycle ride-hailing mobile service in Indonesia, has! Are obvious are more painful than beneficial in the company 's future 've working... Can I do it jurisdiction they have all these hows have no short term know what you 're sacrificing,! Is possible this article, we would n't have known they decided like your... Their presentation is tell us the first part of this journey is nothing short gojek organizational culture exhilarating because you...: I think it is the link between ownership and your team 's agility and resilience to unknown.. Tool to map the current culture of an organization and Design the future state, can attitude!
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gojek organizational culture