Um, that process not involving your one downs in that process is basically the first, it's like the original sin. Yup. Does it, you mean do people actually care? People without ego are a luxury in the current times. Those issues happen. That's a really hard thing to save for I would say anyone. Like if imagine trying to start another just general video sharing platforms. Yeah. Nadiem: Yeah. Nadiem: As opposed to solving the problem. Category - Community and Industry Engagement. Clocks 3,600x growth in 18 months. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. Let's talk about that because if the payoff is not worth it, then why are we even doing this? But, but I think in reality you have to push yourself up to the point where every single one of the, no decisions are hard, right? For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Kevin: Right. Right. Jun 6, 2022. A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. Making that extra effort to learn, listen and grow together. 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. That's a really good reflection of it. You're a new father and you have two daughters. Hmm. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. Building shared valuesand living those valuesis the bedrock of good corporate culture. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. Nadiem: Right. The sacrifices I think are what's hard. And, and there were some clear benefits to that. 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 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. I think also a lot of, one of the reasons why this is one is challenging is because a lot of times people, people, leaders, then might feel insecure, right? Kevin: Yup. Right. Right. Right. So I think that would be my one. Twitter. It's about really encouraging bottom up innovation, which is about innovation. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. You can't just, you can't just throw it out there. That's 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. And I think more importantly, why did you think that this was, this is something that is actually different than just kind of just saying like, hey guys, collaborating. Yeah. Right. Photograph by WeWork. 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. Right? For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. Which used to be our criteria back in the day. 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. This page was last edited on 17 February 2023, at 02:26. The products may be interrelated but they have their particular descriptions. Right? Over 20 products, 2 million driver partners. 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. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? Right. And that's sort of the, the waterfall comes out. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. This isnt to say that we dont disagree like any group of passionate, opinionated people, we disagree often. It's like a learning hub, right? 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. Like it's not, it's not just an ignorance of it. Tell us what you want to be the best at. And so on. Nadiem: Debatable. Kevin: Yeah. Oh. Just a little sad because, because it's like I used to deliver good results, but when realizing at a certain scale when a leader realizes, you just can't, you cannot compete with the collective creativity of your teams. 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. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. Nadiem: But it requires a huge amount of faith that it will pay off. 2019 is really about the how. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. 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? And then I left after a while, right? Were now talking 100 million orders a day. So I think on the planning process, what's your idea of an ideal bottom up leader? Gojek's scope, scale, and success have given Aluwi a unique constellation of . But the reason why we believe in them is because for the parts of the units of the organization that we did apply these principles. 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. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Right. Where do you draw the balance of this bottom up? We've run out of time, but you know, we could go on for hours about. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. Right? Like the end, Oh, you had all these ideas. 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. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. And you know, let's, let's focus on, you know, other things. Telkomsel and Telkomsel are the most recent investors. Spreads wings across Vietnam and Thailand. 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. Kevin: What artificial intelligence. This has been a contentious kind of battle. A for those listeners that don't know where the co founders, GOJEK and, um, I think a lot to, just to kick this off, I think a lot of people talk about short term success criteria for technology companies. And then it's like a cascading process. Who says change needs to be hard? And around prioritization. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. Right. We all do our bit to make sure its transparent and open to innovation. Let's talk about what we're not going to do. That's something that people consistently come up against. Nadiem: They will first check or let me consult this person first or, that has something to do there. 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. 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. That's a bottom up leader. And the reason why is because as the company grows, the level of complexity is so high. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. Or you have to constantly experiment by default, that means you have to fail most of the time. Operations expand beyond Jakarta. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. Like usually the, what I've realized is that the more talented a person is their level of disillusionment when they hit that kind of top down mindset without actually being able to air or voice their opinion effectively enough and guide the direction of whatever scope they're doing is even more cataclysmic for great talent. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. You might have solutions in your head and that's fine. And finally when we're talking about what exactly they're doing, being the best at what matters means. Ranked #11 on Fortunes top 50 companies that changed the world. Repeat. Read writing about Culture in Life at Gojek. 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. Like any group of passionate, opinionated people, we encourage regular, short term movements from one to. Our bit to make sure its transparent and open to innovation a peek into our culture,,!, listen and grow together we are a step better than yesterday in a company that 's sort the. 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