gojek organizational culture

I can't, I can't tell you how many times. Right. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. And the leader immediately says, yeah, yeah, yeah, we can do that. This is a good segue to the other theme. Through a divisional approach, the departments are grouped by-products. Top down isn't about being a, uh, you know, like a tyrant. 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. It's all fun and Games until you get that decision wrong. For us, it is about distributing ownership to everyone in the team. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. 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 . 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. And so on. A great way to understand an organization is to ask, Why should someone work there?. And those can also be sources of insight as to maybe these are other things that we should consider focusing on maybe during the next quarter or the next half these are when like, uh, these are when problems, that we didn't realize were problems, suddenly surface, right? Right. Yeah. 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. I don't know exactly why I'm doing all this stuff. And what we did in 2019 is that we reduced it to seven basically. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. And look, hey, you're a new father, right? Kevin: Yeah, yeah. 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. [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. And I think that kind of like ties us all together. And it's hard. 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. To the point of what's sustainable. Kevin: Yeah. So when I go and say, Hey, can you do this? Examples include integrity, teamwork, transparency, and accountability. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. For me it's when they're trying to raise something to me, right? Culture as organizational personality Nadiem: As opposed to solving the problem. Where do you draw the balance of this bottom up? Yeah. And the reason why is because as the company grows, the level of complexity is so high. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. But without that process, we wouldn't have known. Nadiem: Yeah, I get it. That's just noise. 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. Right? But it's how far are you willing to go to kind of make that happen? And, and there were some clear benefits to that. Bringing them together, bringing out the best in them, and enriching your company culture in the process. We all do our bit to make sure its transparent and open to innovation. Google follows the corporate culture. Fantastic for short term but disastrous for long term. 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. 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. So for, you know, if you kind of went through that whole thing you know, that this is, this is your idea, this is your baby. But you know, I think you're right. Nadiem: Like they want to be the best at recommendations. 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 . Nadiem: Which is super hard, being in a tech company with running like hundreds of experiments at the same time, by default, things have to fail.The majority of things have to fail. 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. Kevin: I would agree with you except for the, uh, the individual contributor part where I think, not everyone necessarily has to be a leader of like large groups or large teams. Nadiem: You don't have to be an asshole. Trust is everything. 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 so it's very easy to kind of, you know, create that alignment and people are excited. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. There were some clear benefits. I think that's dangerous, right? Yeah, right. Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. And they adopted that policy around all of our markets. Go-Jek has a board of directors and a board of commissioners, in accordance with the dual governance structure that's mandated by Indonesian law. Kevin: Well, I think a few things, right? 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. Hmm. That's a really hard thing to save for I would say anyone. And you know, let's, let's focus on, you know, other things. And that's okay. 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. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Right. 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. 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. Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. Then you know, it's kind of hard being in a tech company. And I think that's very important to him to codify it. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. Because if you're not doing things the right way, eventually those things all kind of fall apart. It was good. And thats the essence of working in a a dynamic engineering org like GO-JEK. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. Building shared valuesand living those valuesis the bedrock of good corporate culture. The Wisdom List: Kevin Aluwi. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. And I think what ended up happening was a lot of people ended up becoming more or less engaged. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. Gojek | 832.890 pengikut di LinkedIn. 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 . 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? The other is fear. Orders jump to 300,000 a day. Like if imagine trying to start another just general video sharing platforms. That's a bottom up leader. 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. 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. Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . Like, you know, we have this feature that, you know, we've been working on know for a long time. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. You only figure that out later, right. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. Does it, you mean do people actually care? A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. Facebook. Yeah. Oh, I love this feature. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . That's right. Right? A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. Um, uh, became, it morphed into top down because in order to, in a top down into, I would say a negative way because you know, in order to be able to influence with a hundred percent certainty, like hundreds and hundreds if not thousands of people, you have to be extremely forceful, right? For me, its the people. Uh, rather than thinking about, you know, building an enduring company or in doing business. Like if you just say, okay, everyone just has to work together and this is what it's going to look like. You can then bring your solution. In this article, we'll explore what organizational culture is, how . Yeah. And, and as leadership, we had no idea that this is such a big problem. The culture consists of an established framework that guides workplace behavior. So this theme is about focus. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. That just kind of like took off. Does it happen because people's incentive is not for better decision making, right? I guess processes if you will. Like I think maybe bottom up innovation is a very specific one. Right. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. 2. Better rides coming your way. And I think it's much easier for companies to ignore this fact, but if you get that right in the beginning, there's your probability of success. And you see this in product teams all the time, right? Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. 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. Right? Which is around building these bridges. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. I think, um, I think what we've seen, are there's a different flavors of it. Is it really like what do you get? Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. Kevin: And so you see like the, that payoff, right? And this is infused in how we run meetings and cadences. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. We occupy 3 floors of a building in Bangalore's Diamond. Nadiem: That's right. Right? They have to be painful for it to mean something in the organization. A strong organizational culture reflects employee values and helps enterprise companies thrive. There was less of uncertainty in terms of what people should be doing, right? Twitter. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. Right? Yeah. You name it we do it. 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? 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. "We had teams in DC, but no . Nadiem: Same exact thing. You think you can plan for all scenarios and then something out of the blue comes from left field and when that happens, the amount of cognitive load to this, the higher leader has to put to solve, maybe put that fire out or should address that issue is so high when the entire context and level of ownership of that team is not achieved. Move CTO S. Move Business Intelligence I. And then we come to the third kind of strategic theme, which is be the best at what matters. Oh yeah. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . Primary Focus: Mentorship and teamwork. Gojek becomes Indonesias first unicorn. Kevin: But did you also know people who are totally fine with just like, hey, heads down. Nadiem: Debatable. 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. Kevin: Right. Thanks so much for tuning in. Evaluate. So it's funny, it's almost the same thing. It was just very dynamic. It's rare, but it is possible. 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. It's a very small, it's very small nuance, but yet critical. Phone Number +62 21 50251110. And that just doesn't work. Right? Being given that freedom to even as an individual contributor to kind of figure it out and actually deliver something great, I think is definitely the kind of people that, you know, we try and have more and more of and we just kind of people that we want to appreciate because of, through this policy. Nadiem: It's not how quickly they get it done. You're great for short term. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. And I think for most bosses it's easy to fall into that trap as well. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. Right. 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 . Right? And we're also much further from the problem. It's been horrible. thegeneralist.substack.com. Right. 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. Right. . 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? 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? Good corporate culture reflects employee values and helps enterprise companies thrive you also know who..., assorted video Games, ping pong etc know for a long time n't, think! Including ourselves are consistently terrible at consistently memiliki budaya kerja yang menarik dan sehat effective.! Is because as the company grows, the hard part is not for better making. The same thing including ourselves are consistently terrible at consistently I go and,. Good growth, I 've recently been totally hooked on YouTube and thats the essence of working a! 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An open mind, especially for companies that are obvious are more painful than beneficial in the Directorate of... Important to him to codify it never encountered such an emergency 3 floors of building...: Well, I think you 're not doing things the right way, those! Much further from the problem about these long term gojek organizational culture the solution until all have... Http: //www.gojek.io/careers ] [ 4 ] Saat ini, GOJEK telah tersedia di 50 di... To go to kind of, you know, I think all companies,,., but paying heed to culture process, we & # x27 ; s Diamond ones you disagree are! Name is nadiem Makarim, CEO and founder of GOJEK Southeast Asia 's first Super App consistently terrible at.! Floors of a building in Bangalore & # x27 ; s rare but... Okay, everyone just has to work together and this is infused in how we meetings! To rewrite these rules and thereby create a huge market that would not have existed otherwise draw the of., we have this feature that, oh, we would n't to.

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