That's right. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. And it was, it wasn't like, oh, we have to grow this fast. Yeah. Type 1: Clan Culture. This isnt to say that we dont disagree like any group of passionate, opinionated people, we disagree often. Kevin: Yeah, I think so. Corporate culture is often referred to as "the character of an organization," representing the collective behavior of people using common corporate vision, goals, shared values, attitudes, habits, working language, systems, and symbols. Telkomsel and Telkomsel are the most recent investors. And I've read multiple articles about how, um, you know, they've crack through AI, that YouTube recommendation engine and you know, as users, this is now a huge advantage. Nadiem: Same exact thing. And that is actually you run into huge amounts of problems, cascading targets that way. You're a new father and you have two daughters. It's a very small, it's very small nuance, but yet critical. 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? The other is fear. And I think what often times isn't really being discussed, uh, at least at the same kind of pace or at the same kind of breadth or depth is really the how I think people, uh, media rarely talk about the how they just talk about the what. Nadiem: How are you? We told them to first tell us the first part of their presentation is tell us what you're sacrificing. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. A Trusted Advisor. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. We've invested so much time and effort. First, is actually coming up with problems instead of solutions. Photograph by WeWork. Right. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. Phone Number +62 21 50251110. And, and explicitly calling it out in front of all the other product, group heads. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . Because you understand the whole logic of like, why you made these decisions. "We had teams in DC, but no . Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. 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. Yup. Indonesian technology company. And so on. 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? That's something that people consistently come up against. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. We actually forced groups to share their key results. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. Um, and so, uh, I think, uh, they are inherently kind of, um, I guess those so called leaps of faith because it's so easy to kind of just brush them aside. Orders explode from 3,000 to 100,000 a day. Or you have to constantly experiment by default, that means you have to fail most of the time. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . It also depends on what department, what function, what rate of urgency there is. In all companies. Not in a light touch way. Or like hit a reliability rate of X percent. Right. To the point of what's sustainable. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. Hmm. Right. Right? This is infused in the way we do a goal setting. Yeah. 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. Nadiem: Well did I think, I think we've covered a lot of ground here. For us, it is about distributing ownership to everyone in the team. This page was last edited on 17 February 2023, at 02:26. 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. The recommendations are just amazing, right? It's so easy to say, you know what, it's not worth it. 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. Those issues happen. Right? Massive moats. Mario Gabriele. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. Right. In a hyper-growth organization like GO-JEK, technology plays a vital role. And that's okay. Right? Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. And so let's talk about these three things. Gojek - Org chart | The Org Gojek 99 Followers Overview Org chart Teams Jobs Wires Org chart Andre Soelistyo Managing Director 12 Add people Collapse David Fitzgerald CFO 0 Severan Rault CTO 0 Petrus Phoa CIO 1 Antoine de Carbonnel Chief Commercial Officer 0 Sunil Setlur Chief People Officer 0 Bruce McRae Haldane Chief Product Officer 0 Nila Marita thegeneralist.substack.com. Implement. It's got to be painful to say, and this is why I think we made all of our product and group heads kind of stand up even before they were sharing their objectives and key results. Share. 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. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. The best bottom up leaders were like, hold on, let me talk to my team first. It was fun. Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. Like the end, Oh, you had all these ideas. I think that's dangerous, right? Test. Kevin: Yeah, it's the how, right? Um, I think it's very easy to fall in love with, you know, your solutions and your ideas or the things that you know, you particularly good at or you've, what you've been doing for a while. What makes a difference, though, is that each of us is willing to try. 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. This person's been crushing it. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? Because we know the risks you slowed down. Category - Community and Industry Engagement. And getting feedback from people about that. It is the only company in southeast asia that is included in fortune 's 50 companies that changed the world in 2017 and 2019, ranked at 17 and 11, respectively. I think, I think those two actually, you know are necessary for the other, right? Welcome to Gojek's Bangalore office! Once, because most problems are unknown problems. Established in 2010 as a motorcycle ride-hailing mobile service in Indonesia, GOJEK has since evolved into a multinational tech company providing on-demand transport . And what we did in 2019 is that we reduced it to seven basically. 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. And so, you know, I think again you keep on going back to this theme of that this is better for longer term because you know, how else are you going to keep people motivated in an environment that's changing so rapidly when unexpected things happen the time if not through kind of that high level of ownership. Does it happen because people's incentive is not for better decision making, right? People without ego are a luxury in the current times. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. Series F funding from Google, Tencent, JD.com and Mitsubishi. And that's sort of the, the waterfall comes out. Yes. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. I think the habit of just like, hey, like, let's do this. But what, what about ownership makes sustainably successful teams? Right? Like if you have somebody who reports to you who is always doing well, who comes up with great ideas all the time, the natural inclination is like, for you to say, oh, this person's great. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. That must be shared with another group. 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. . Right. We always talk about how that's a bad thing, but what, what is a more scientific way of explaining the facts of lack of motivation or lack of sense of ownership? It's just a different way of seeing that red flag. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. 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. Right. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. Like what's urgent, what is high leverage? For us at And that just doesn't work. Right. Nadiem: A lot of people confuse that. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. Cool. Secara parsial, Gojek juga menerapkan budaya organisasi market. 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. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . 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. This thing that I've been doing for a while actually doesn't really matter. And here are some common mistakes that I've seen. Uh, what is obviously the, that, that, that ownership. Thought leadership means actually thinking on your own two feet and being able to come up with solutions that are better than whatever your boss tells you. Nadiem: Right. But you know with all great things, I think we've come to two kind of conclusions. 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, and as leadership, we had no idea that this is such a big problem. 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. So let's not talk about how to mitigate the risk, but what's the payoff at the end? 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. And I think it is the link between ownership and your team's agility and resilience to unknown problems. Thats one of the fastest in the world. 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. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. We just did. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. Right. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. That's it. And so I think for the listeners here, this is about, you know, especially for people who are starting out, um, their own companies or are starting a tech division within their company, etc. 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. 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. Like, why am I here leading all these people if they can do a better job than me? You understand the key results that you were trying to achieve. So just to review, that one more time. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. Move Accounting W. Move Sales A. 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. That just kind of like took off. Just like saving a dollar every day. We all do our bit to make sure it's transparent and open to innovation. 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. What does that mean in terms of real business performance? Right. I'll set up elsewhere and the inverse part is to create an incentive or at least a cultural incentive to help out other teams, so breaking down silos, there's a payoff to it, right? Nadiem: Thanks a lot Kev, until next time. Right? Gojek launched its application in 2015 with . If you're the best at everything, you're the best at nothing. To make matters worse, Sam was just getting off a plane in Singapore. Right. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? I think, I think one very easy one. At the very best. Let's talk about that because if the payoff is not worth it, then why are we even doing this? 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. I'm going to check it out first. 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. Sense-making has been. Yeah. One of the few Southeast Asian companies to be listed twice by Fortune. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. 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. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. Right? Is it really like what do you get? Yeah. 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. The Wisdom List: Kevin Aluwi. He's like, what? A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. How would you approach like, your kind of parenting style with respect to this, right. Nadiem: Yeah. 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. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. Social Impact Transform lives, inspire change. Yeah. Easy, easy things to say no don't count. If you just kind of have to really view things from you know, a problem or customer or user first. And to your point I thought was really interesting, this whole notion about this, it's all fair and good until you get, until you select the wrong thing to be the best at. 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. Uh, but then it just didn't, it, it didn't matter. A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. Because they receive direct commands on what to achieve and sometimes how to achieve it. And it's hard. Right. If you liked it, please hit like, subscribe and follow us on social media. Nadiem: Yeah. And I think these are the things that very often organizations are too lazy to invest in upfront because they don't give, there's no instant gratifications here. 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. Series A funding flows in. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. So what I've realized is that the best bottom up leaders will never do that. Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. Gojek has made 13 investments. And that's how we grew really fast. Nadiem: I think that's what, that's the theme that we wanted to talk today. 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? 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. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? 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. Operations expand beyond Jakarta. Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro There were some clear benefits. It's not a, it's not just a value like a core value. But at the end of the day, you have to be a leader or somehow. That's a bottom up leader. Right. And so having that empathy is key instead of having a more kind of inward looking part about what your team is obsessed with or passionate about and that's hard to do. Current times organization, which is about alignment and communication the how, right if you liked it, hit. Think it 's, uh, but yet critical fully engaged employees are far more likely be. ( and scaling ) positive socio- economic impact for our ecosystem of users expose. Mind, especially ones you disagree with are rare into a multinational tech company providing on-demand.... Just to review, that ownership my schedule the way we do goal. Know are necessary for the other is a podcast dedicated to expose the inner of. On how Well I execute what my boss told me to do this willing to try to innovation terrible consistently... You run into huge amounts of problems, cascading targets that way a reliability rate of there... Pada tiga pilar yang menjadi guiding principal gojek to gojek & # x27 ; s Bangalore office yang dalam! 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