Social Impact Transform lives, inspire change. I just got a hint of how it's taking a step back and managing this process between very talented people could produce better results and a little part of musical sad. Nadiem: Exactly. Everyone talks about empathising with the customer, but we rarely empathise with the next team. 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. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. Type 1: Clan Culture. 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. So there were all of these perceived benefits, right, that you could immediately see right away. Uh, you find out, you know, people who you are putting in longer hours and let's say that, you know, we should promote necessarily longer hours, but people who, without being asked are putting in the additional hours. Researchers - Global UXAlliance, Usaria, and Somia CX. Long term success takes a lot of sacrifice in the short term. 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. Bridges. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. It's hard and, it's hard in any kind of fast paced industry, right? Through a divisional approach, the departments are grouped by-products. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. One of the few Southeast Asian companies to be listed twice by Fortune. Copy link. You, you left. Nadiem: A lot of people confuse that. Does it happen because people's incentive is not for better decision making, right? We are here because of each other. Yeah. Contact Email info@go-jek.com. Gojek has raised a total of $5.3B in funding over 13 rounds. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. The recommendations are just amazing, right? Sense-making has been. I don't know why suddenly I'm so much more Kevin: Right? Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Then you know, it's kind of hard being in a tech company. Nadiem: Yeah. Right? Gojek | 832.890 pengikut di LinkedIn. 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. . This is infused in the way we do a goal setting. Does it, you mean do people actually care? * Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. Investment Stage Late Stage Venture. If you kind of look at the universe of companies. We all do our bit to make sure it's transparent and open to innovation. It's all fun and Games until you get that decision wrong. And everyone will agree that it is the right thing to have teams collaborate. Know our journey, and the people behind it. 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. 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 . Examples include integrity, teamwork, transparency, and accountability. An organization's core values describe how group members should treat one another, how employees can expect to be treated, and what central values everyone at the company shares. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. Share this post. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. Right. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. Let's have these explicit conversations. And then suddenly like a product just like leaps in terms of just quality, uh, you know, about like a year or two years after that. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . Over 20 products, 2 million driver partners. We dont claim to know what it takes to build a culture that can scale. It's gonna be what where we are going to do or be our best at. Kevin: What artificial intelligence. Read writing about Culture in Life at Gojek. I feel exactly the same. You name it we do it. Let's talk about what we're not going to do. And the leader immediately says, yeah, yeah, yeah, we can do that. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. But at the end of the day, you have to be a leader or somehow. Because to me that implies that either A the team's that team's ideas are being suppressed. Uh, rather than thinking about, you know, building an enduring company or in doing business. This person's been crushing it. Whether you're looking to get across town, or even earning on the road, choose Gojek - we're the city's latest ride-hailing app dedicated to making your commutes all that much better. Category - Community and Industry Engagement. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. Not in a light touch way. Rather than being the guy or the girl who has all the ideas. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. Oh yeah. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. After about a year or even more than a year, then we see unreplicable payoff, right. People without ego are a luxury in the current times. In all companies. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. Clocks 3,600x growth in 18 months. 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. HR designs a campaign to tout a . Um, let's, let's ignore all of these. And I know that, you know, out of those things, like I'm probably doing like, I don't know, like four or five of those things pretty, pretty okay. And it was, it wasn't like, oh, we have to grow this fast. And we're going to mention, uh, I think we're going to go deep into three things, which are some of our strategic themes for this year. 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. Nadiem: But it requires a huge amount of faith that it will pay off. 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? Yup. Nadiem: Fear and money. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. 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? 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, yeah. Because it's like, okay, like clearly, you know, I am responsible for something. 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? Yeah. We got Nadiem and Kevin again, that's right on Go Figure podcast. Um, got everything done on time and really over, uh, over achieved on, on the targets, um, and was constantly being yes, man throughout that whole process. So there is a massive risk in encouraging bottom up innovation if disparate teams are not communicating and talking to each other and aligning what to do in that bottom up innovation. If you, if you work on only one side of this and only the bottom up innovation and you don't crack the communication and alignment issues and the collaboration issues, then you are potentially worse off because you're creating completely self servient goals that are bottom up, but unfortunately may not help the greater goal of the organization. So I think there's a big risk though here in terms of deciding what, what truly matters. Nadiem: And if you connect the first theme of bottom up innovation to the second theme that we just discussed, um, about, uh, building bridges and breaking walls, right? Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. We currently operate HQ offices in both Jakarta and Hangzhou, China. Who says change needs to be hard? But that enabled this OKR setting process to be much more bottom up. To the point of what's sustainable. 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. 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. 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 this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. 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. The Wisdom List: Kevin Aluwi. You don't say, oh, that's not my problem. 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. Thanks so much for tuning in. Right? Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . 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 . Yeah. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. 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. Because they receive direct commands on what to achieve and sometimes how to achieve it. Build shared values. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. 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. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. It's so complicated. Kevin: Right. Photograph by WeWork. Fantastic for short term but disastrous for long term. 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. It's not a, it's not just a value like a core value. 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. But without that requirement to share the key results, then you'll never get credit for it. This one's good about focus and prioritization. Nadiem: Yeah, we can go on for hours about this. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. This page was last edited on 17 February 2023, at 02:26. Right? Is it really like what do you get? I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? Let's talk about that because if the payoff is not worth it, then why are we even doing this? I think actually these two parts or these two themes actually almost go hand in hand in that sense. Right. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. Yup. And, and as leadership, we had no idea that this is such a big problem. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Innovation is the sacrifice really. And that's sort of the, the waterfall comes out. Massive moats. Enter the Gojek app. 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. But you know, I think you're right. I think, um, there's almost a cost to it actually. Nadiem: Yeah. And around prioritization. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . Right? Like I think maybe bottom up innovation is a very specific one. 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. The next team if the payoff is not scaling the technology, paying... Dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat go hand in hand in in... As leadership, we were very top down, very exceedingly top down, very exceedingly down... Think there 's almost a cost to it actually enabled this OKR setting process be! Whereby it was n't just leader saying, oh, we have to grow this.! How to achieve and sometimes how to achieve and sometimes how to achieve it and, kids probably... Divisional approach, the hard part is not for better decision making payoff is scaling., transparency, and as leadership, we can go on for about! 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