And thats the essence of working in a a dynamic engineering org like GO-JEK. GoFood becomes the world's most helpful and user-friendly app during the pandemic. And they adopted that policy around all of our markets. Like what's urgent, what is high leverage? 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? Nadiem: Yeah. Right. The culture of an organization encompasses much more than the values and purpose of your company. If you liked it, please hit like, subscribe and follow us on social media. 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. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Right? That does not necessarily mean like for the user for example, but that's the most important thing for them. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. You can see this happening in our every day conversations. And instead of creating very, very prescriptive, a key results, we just combine those seven metrics with some strategic themes, three of which we're discussing today in this podcast. Kevin: I agree. Oh yeah. Operations expand beyond Jakarta. That just kind of like took off. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. Kevin: Right. This meta-analysis, which comprises 43 studies with a combined sample size of 6341 organizations, reveals that Quinn and Rohrbaugh's Competing Values Framework provides a meaningful structure for the ideational aspects of organizational culture. Gojek is funded by 34 investors. But for either reason, it just keeps guessing what I want to do next. So just to review, that one more time. And so for the next cycle if this actually is a systemic problem across the whole company or across multiple different, uh, teams, then we can decide to tackle it together as a group right. Because if you're not doing things the right way, eventually those things all kind of fall apart. 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. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. 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. Right? Nadiem: They don't count. A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. Ranked #11 on Fortunes top 50 companies that changed the world. And so let's talk about these three things. 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. 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. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. Right. Nadiem: Yeah, I get it. There was less of uncertainty in terms of what people should be doing, right? So it's more so the top downside almost feels more like coordination rather than like command and control. Share this post. Um, and it's out of our control, right? Motto: "We're all in this together.". Nadiem: With the context of being a bottom up facilitating leader, right? 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. I think most smart modern people will agree that these are right things to do. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. Their latest funding was raised on May 10, 2021 from a Corporate Round round. Bridges. Right. You name it we do it. 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. We are in a fast-paced environment but I know I can slow down when I need to. It's like a learning hub, right? 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? Right. So this theme is about focus. 1. Review the different organizational structures most commonly used. Number of Exits 3. 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. Does it, you mean do people actually care? 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? Right. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. We've invested so much time and effort. And then, it is a tenuous balance and I think in some ways, right? 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. This page was last edited on 17 February 2023, at 02:26. So a lot of companies and organizations try to tell their teams you must collaborate more, but they don't create the goal setting incentive with which to achieve that. Just like saving a dollar every day. And that is actually you run into huge amounts of problems, cascading targets that way. And the what you know, is easy to validated are those, you know, those numbers, uh, those, uh, those media stories are easy to kind of, um, it's easy to see that, oh, that's kind of the, uh, the, the objective. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. I don't know why suddenly I'm so much more Kevin: Right? Kevin: Yeah. We occupy 3 floors of a building in Bangalore's Diamond. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? Uh, we should, uh, get, uh, teams to align with each other. Kevin: Yeah, I think so. And here are some common mistakes that I've seen. Right? In this article, we'll explore what organizational culture is, how . Right? If you're the best at everything, you're the best at nothing. We grew 900x in 18 months and still rapidly doubling. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. This is the hard part because a lot of people decided, some people may decide what they want to be the best at, is something they are deeply passionate about instead of what their end user is deeply passionate about. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. For me I always find it non ideal when I work with somebody who I know has, you know, several direct reports and if I work closely with them if I never kind of, you know, if I never really hear either directly from or at least a mention of, you know, somebody else's, um, really significant contribution to the team that's a flag for me. Because they're closer to the problems. Innovation Solve problems at scale. And all of these kind of, uh, in some ways they are kind of the equivalent of lagging indicators as opposed to leading indicators of success, right. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. 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? I guess processes if you will. How would you approach like, your kind of parenting style with respect to this, right. It is an actual, you know, tradeoffs that you have to make and some of the trade offs you're asking about the trade offs, what's the risk of doing it, things like that. And its not just me, most of us at GO-JEK will have a similar answer. But that enabled this OKR setting process to be much more bottom up. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Today, Gojek has transformed into a "Super App": a one-stop platform with more than 20 services, connecting users with over 2 million registered driver-partners, and 500,000 GoFood merchants - with a total of more than 170 million total downloads across the region. Mario Gabriele. And I think the ownership comes because it's your idea, right? Unknown problems. Read writing about Culture in Life at Gojek. Facebook. Kevin: Yeah, yeah. If you kind of look at the universe of companies. That's a short term. It's been horrible. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. Were now talking 100 million orders a day. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. 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. 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. Being part of this journey is nothing short of exhilarating. Yeah. Nadiem: And why is that a bad thing? Hmm. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. Outro: Hey guys, hope you enjoy the podcast. We didn't just say, you know, build bridges, break walls and then not back it up by anything. And it was, it wasn't like, oh, we have to grow this fast. Even if you're not leading a team, you need to have thought leadership. You name it we do it. Clocks 3,600x growth in 18 months. Pay Off. Right. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. Cool. I think this is true for, but I think a lot of the things that we say actually I don't think when you talk about it at a, at a high level, right. But you need to trust the investment process because it constantly compounds to the future. Does it happen because people's incentive is not for better decision making, right? 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. Um, yeah. Because they receive direct commands on what to achieve and sometimes how to achieve it. 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. And I think what ended up happening was a lot of people ended up becoming more or less engaged. 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. Right. 1. Because we know the risks you slowed down. Nadiem: Yeah. A strong organizational culture reflects employee values and helps enterprise companies thrive. And here's where it gets really tricky. Know our journey, and the people behind it. Yup. 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. And I think ultimately there's only three ways you can really kind of motivate a team to truly go above and beyond. It was fun. Instead of creating flexibility within each of the teams to determine how they want to decide and which ones they want to decide to contribute instead of just getting cascaded like a mathematical formula. Series F funding from Google, Tencent, JD.com and Mitsubishi. So it's funny, it's almost the same thing. Let's talk about that because if the payoff is not worth it, then why are we even doing this? About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. And we're also much further from the problem. We are here because of each other. 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. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. Right. 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. 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. So if what you're saying, what you're sacrificing is not painful, then I think that there's something wrong there that you should reassess again. This thing that I've been doing for a while actually doesn't really matter. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. Nadiem: Debatable. Gojek has raised a total of $5.3B in funding over 13 rounds. Yeah. What we did was we invited all the groups together so that peers could challenge and review and we had a whole section of how they can help the issues that they can help with for other groups. It's about really encouraging bottom up innovation, which is about innovation. Bad thing context of being a bottom up facilitating leader, right of 200 new drivers per.! Of what people should be doing, right user-friendly app during the pandemic 'm just I! Them to first tell us what you 're sacrificing so let 's talk about three! Because it constantly compounds to the future at GO-JEK will have a similar answer among Indonesias top 10 Powerful at. 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