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? 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. 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. 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. When people feel comfortable in a space, when they . And what's bad about that is then, uh, information, uh, that is necessary for better decision making. Right. Investment Stage Late Stage Venture. But without that process, we wouldn't have known. Right? For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. We all do our bit to make sure it's transparent and open to innovation. Where do you draw the balance of this bottom up? I never used to be a regular youtube visitor. The sacrifices I think are what's hard. And here are some common mistakes that I've seen. Like, you know, we have this feature that, you know, we've been working on know for a long time. Right. Google is home to countless communities of unique people. 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. Not in a light touch way. Implement. 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. 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. 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. Right? I mean on a daily basis shit is hitting the fan. And then it's like a cascading process. Right. Series F funding from Google, Tencent, JD.com and Mitsubishi. Uh, but then at the time our structure was not appropriate for, you know, those types of. 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. Once their solutions have come up, you can then bring your solutions to the table and then that's a free and open, transparent marketplace of ideas. And you see this in product teams all the time, right? Type 1: Clan Culture. Hmm. But I really think that, you know, YouTube have such a large advantage, I think in the general video space I really don't see how they could get challenged in the near term. We need to tap into the collective creativity and power of our teams. Nadiem: Well did I think, I think we've covered a lot of ground here. We currently operate HQ offices in both Jakarta and Hangzhou, China. An organization's culture defines how individuals work and function within a company, making organizational culture a crucial element of a company's ultimate success. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. So that's where the challenge I think is also kind of getting the incentives. . We grew 900x in 18 months and still rapidly doubling. Yeah. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. To make matters worse, Sam was just getting off a plane in Singapore. That's a really hard thing to save for I would say anyone. 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? Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . And the third is some material incentive, right. 2. Right. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. Um, let's, let's ignore all of these. 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. Kevin: Yeah, I think so. Series A funding flows in. You only figure that out later, right. Um, and it's out of our control, right? GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. Secara parsial, Gojek juga menerapkan budaya organisasi market. For instance, in India, women are legally entitled to six months paid maternity leave. 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. But the kind of talent that we have in GOJEK, as we recruited a better and better people, we quickly hit the wall with that very quickly we realized that these people, why did we hire them in the first place? Nadiem: Yeah. Right? Oh. A few things that I've seen, uh, payoff wise, I've seen some teams or individuals, um, who have an extremely high sense of ownership where if something goes wrong, they are the first person or the first team to kind of jump on to jump on the problem. Trust is everything. You name it we do it. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. So that very act of just delaying. And obviously, you know. 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. Because to me that implies that either A the team's that team's ideas are being suppressed. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. Kevin: Yeah. It's a very small, it's very small nuance, but yet critical. Yeah. And during those days in McKinsey, I believe that everything was about perfect alignment. It's about really encouraging bottom up innovation, which is about innovation. You understand the key results that you were trying to achieve. Right? Right? This isnt to say that we dont disagree like any group of passionate, opinionated people, we disagree often. So I think that would be my one. Google follows the corporate culture. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. Right. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. Nadiem: Exactly. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Pay Off. And that's sort of the, the waterfall comes out. [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. Kevin: Right. That must be shared with another group. And we're also much further from the problem. Many companies seek to create cultures that are productive and foster a positive work environment. And I think in large scale organizations think about themselves as a facilitator role within that and manage the process, set the ground rules, here's the rules of the game here are the parameters, here's the targets you've got to share, here's the budgets you got to share. That's something that people consistently come up against. GoFood becomes the world's most helpful and user-friendly app during the pandemic. Kevin: Well, I think a few things, right? That should be like a fundamental kind of mechanism that happens. Move CTO S. Move Business Intelligence I. See? It's like a learning hub, right? The content in this post has been approved by Gojek.. Move Marketing A. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. Read writing about Culture in Life at Gojek. And that was the payoff in my mind. Kevin: I agree. Right. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. 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. Share this post. Like if imagine trying to start another just general video sharing platforms. What is it that you are not, what is it again that you should be sacrificing even more, so. 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. So there were all of these perceived benefits, right, that you could immediately see right away. thegeneralist.substack.com. Kevin: Yup. A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. I think, I think one very easy one. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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. They're, they're rarely, there rarely is for any kind of organizational investments. Hmm. Their most recent investment was on May 12, 2021, when CEO PT. I have the inverse of that as the red flag. They break it down into the core values to help the employees reflects on the behaviour. Right. It can be anyone who just wants to have a sense of contribution. Even if you're not leading a team, you need to have thought leadership. When they're trying to raise something to me, I would like to hear, you know, I would like to hear, um, credit given to others. 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. Because we know the risks you slowed down. Right. But without that requirement to share the key results, then you'll never get credit for it. Kevin: Yeah, I think so. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. For us, it is about distributing ownership to everyone in the team. Oh, they're great. Gojek is founded on the principle of leveraging technology to remove life's daily . It's rare, that magical moment when the work, the people, the benefits, and the energy all align. Company Type For Profit. He's like, what? That just kind of like took off. 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. Uh, rather than thinking about, you know, building an enduring company or in doing business. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. 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. Um, yeah. Here's how organizational culture might have been handled in the past: The CEO commissions the Human Resources department to produce an effective company culture. Nadiem: Yeah, I get it. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. The culture of an organization encompasses much more than the values and purpose of your company. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. And this is a theme around focus. And thats the essence of working in a a dynamic engineering org like GO-JEK. Kevin: And so you see like the, that payoff, right? Either that or entertainment. Does it, you mean do people actually care? And how did you feel? Operations expand beyond Jakarta. 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. You're great for short term. Nadiem: And so let's talk a little bit about, I want to talk a little bit about what we actually did right in the organization to pay tribute to this bottom up innovation. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. And, and there were some clear benefits to that. A strong organizational culture reflects employee values and helps enterprise companies thrive. Because they receive direct commands on what to achieve and sometimes how to achieve it. So what I've realized is that the best bottom up leaders will never do that. 2019 is really about the how. One of the few Southeast Asian companies to be listed twice by Fortune. Nadiem: Right. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. And this is where it also gets tricky. You name it we do it. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . It's so complicated. 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. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. It's not a, it's not just a value like a core value. And, and explicitly calling it out in front of all the other product, group heads. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. 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. But you know with all great things, I think we've come to two kind of conclusions. HR designs a campaign to tout a . And what's the difference between thought leadership and just being really good at execution? I look at all these great things that this thing can do now, but, right. I haven't gone home since like two days. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. Parameters - Brand loyalty, media engagement, and CSR. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. It's all fun and Games until you get that decision wrong. It's very hard to recover after that. Sebagai Instead going, look, I've noticed that we have an acute allocation, we have an acute supply problem in this specific geography, can you please take a look at it and come up with some solutions on what you think we should do here? Like nothing is ever on fire and then you, oh, you have to do these things now. And there's a lot of different ways to define what really matters. And its not just me, most of us at GO-JEK will have a similar answer. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. Nadiem: I just got it done. Intro: Welcome to GO FIGURE. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. It was like, okay, that sounds cool. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. 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