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. Examples include integrity, teamwork, transparency, and accountability. Gojek is founded on the principle of using technology to remove life's daily frictions by connecting consumers to the best providers of goods and services in the market. Yeah. 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. But you know with all great things, I think we've come to two kind of conclusions. Contact Email [email protected]. Nadiem: Fear and money. Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. The culture consists of an established framework that guides workplace behavior. Right. And I think courage to believe that those unsexy, slower, more painful investments you put into your organizations will ultimately lead to far longer successful run, and in a much more sustainable way. And we're also much further from the problem. The products may be interrelated but they have their particular descriptions. Right? 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. You, you left. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Nadiem: That's right. Company Type For Profit. GoFood rated #1 user-friendly app during the pandemic. Should we go one by one and talk about it? Either that or entertainment. 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 . Evaluate. I look at all these great things that this thing can do now, but, right. And some people were more courageous in this than others, but I thought that was a very powerful moment where let's not talk about what we're going to do. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. Nadiem: Yeah, I get it. I think, um, I think what we've seen, are there's a different flavors of it. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. The other is fear. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Right. Nadiem: but that's the difference, right? Right. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. It's so complicated. Uh, and we're all kind of just executing, right? That's it. Implement. Right. 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. Nadiem: I just got it done. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. GoFood becomes the world's most helpful and user-friendly app during the pandemic. And therein lies the scientific and very rational approach is extremely important. So we move faster, right? We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Or you have to constantly experiment by default, that means you have to fail most of the time. 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? The Wisdom List: Kevin Aluwi. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? Right. Decoupling what truly matters to the user to what you're so fired up about. Innovation is the sacrifice really. 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? Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. I'm going to check it out first. Right? PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. Right. And then suddenly like a product just like leaps in terms of just quality, uh, you know, about like a year or two years after that. Repeat. 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. You don't have a top down a way of working. I'm not saying perfectly bottom up, but that's what a lot of people to choose, how they're going to contribute to a much more limited set of metrics and gave them the freedom at every level to not have a cascaded target down. Nadiem: And all these hows. Uh, but then it just didn't, it, it didn't matter. Yup. And that is actually you run into huge amounts of problems, cascading targets that way. Grows 1,100x in total volume of transaction. Right? Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. I think coming in year three, four, five and then 10 years is exponentially greater. Nadiem: And why is that a bad thing? Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. Right. How would you approach like, your kind of parenting style with respect to this, right. 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. It's just a different way of seeing that red flag. And you know, let's, let's focus on, you know, other things. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. We currently operate HQ offices in both Jakarta and Hangzhou, China. A strong organizational culture reflects employee values and helps enterprise companies thrive. You can see this happening in our every day conversations. Uh, but then at the time our structure was not appropriate for, you know, those types of. Just that, that little tell. The underlying cultural assumptions can both enable and constrain what an organization is able to do. 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. Nadiem: Yeah. Nadiem: That's super interesting. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. That's, I think the first thing. Nadiem: It's not how quickly they get it done. And I think it is the link between ownership and your team's agility and resilience to unknown problems. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. Yeah, exactly. Crosses 190 million app downloads. 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. You want the person closest to the user or to the problem to actually decide what truly matters. 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. I think actually these two parts or these two themes actually almost go hand in hand in that sense. It was good. Nadiem: like it creates these moats. That's right. And the third is some material incentive, right. Kevin: Yeah, yeah. 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? Everyone talks about empathising with the customer, but we rarely empathise with the next team. 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? 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. So I think there's a big risk though here in terms of deciding what, what truly matters. Enter the Gojek app. 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 . Category - Community and Industry Engagement. GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. Does it, you mean do people actually care? At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. 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. 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. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. We all do our bit to make sure its transparent and open to innovation. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. 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. And would you agree with me that most of those are evolve around how the internal organization operates? Yeah. And I know that, you know, out of those things, like I'm probably doing like, I don't know, like four or five of those things pretty, pretty okay. Like when you were at these places where you work and you just weren't listened to right. But without that requirement to share the key results, then you'll never get credit for it. 2019 is really about the how. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. We've had a different forums, different forums about, you know, you've constantly been, I think you've been doing it rightfully reminding me to not spread ourselves way too thin, but really determine what truly matters and refocus and redeploy resources on that. So make those painful moves early. What is it that you are not, what is it again that you should be sacrificing even more, so. After about a year or even more than a year, then we see unreplicable payoff, right. That just kind of like took off. Jun 6, 2022. 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. I think that one especially, you know, coming from anyone, you know, listening who is coming from a leadership, I think it's very, very easy, um, without malice to kind of, um, think that, you know, top down either explicitly or implicitly is better. Move Marketing A. Yeah. There are very, very many good benevolent dictators in tech companies out there, right? Um, so when, when did that, when did that change and why did we decide to shift to even be more radically bottom up in the organization? That's a really good reflection of it. So you have to have targets at the top and everything has to be MC, the middle layer has to contribute to the top layer. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. But, um, I think we really have to be almost obsessed with like infusing that in different parts of the company. Right? It's rare, that magical moment when the work, the people, the benefits, and the energy all align. They just had a way or a means to communicate through bottom up. 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. 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. 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. Move CTO S. Move Business Intelligence I. Nadiem: I think that's what, that's the theme that we wanted to talk today. Facebook. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. Researchers - Global UXAlliance, Usaria, and Somia CX. It's just that they have, their team happens to do that really well. In all companies. Kevin: Yeah. 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. 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. This page was last edited on 17 February 2023, at 02:26. And I think for most bosses it's easy to fall into that trap as well. Right? Yeah. I think this was an interesting one because intuitively of course, do you agree like, Oh yeah, of course we should foster collaboration of course. In this article, we'll explore what organizational culture is, how . Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. And here's where it gets really tricky. Right? It's like a learning hub, right? Number of Exits 3. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. Right. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. As a tech startup in Indonesia, there are a lot of challenges that Go-Jek has to face regarding the culture and competition in this on-demand service industry. Nadiem: How are you? He's like, what? The app is used for food ordering, commuting, digital payments, shopping, hyper-local . Fantastic for short term but disastrous for long term. Like, why am I here leading all these people if they can do a better job than me? 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. You only figure that out later, right. I never used to be a regular youtube visitor. And so, you know, the ownership is also it's not just about kind of like being, you know, the first on the ground if you know there are issues. Nadiem: Well did I think, I think we've covered a lot of ground here. Right? In a hyper-growth organization like GO-JEK, technology plays a vital role. I don't know. The three pillars of Gojek Speed Move fast, push boundaries. It's been horrible. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Because you understand the whole logic of like, why you made these decisions. It also depends on what department, what function, what rate of urgency there is. Kevin: Yeah. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. An organization's core values describe how group members should treat one another, how employees can expect to be treated, and what central values everyone at the company shares. Yeah. GET allows me to have initiative and be creative. It defines and creates a unique environment to work in. Transform your company culture, cultivate your people and help retain the highest performing talent. I feel exactly the same. That makes them feel more safe. What do you think is the ultimate sacrifice? Yes. And then it's like a cascading process. 1. 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? OKRs are Objectives, Key Results. People's incentive is to, oh, okay, my boss told me to do that. Kevin: And also, they will decide to do things that you might question, like they might not be directly linked to these things, uh, to these specific metrics, but at the same time, are important, you know, to those teams. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Its not unusual for a person to move teams to pick up a technology theyre interested i,n or pair on solving a common problem. And this is where it also gets tricky. Twitter. Right. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? And its not just me, most of us at GO-JEK will have a similar answer. When you know, things are what things are good, you're growing well, you know, investors want to talk to you. Hmm. And they adopted that policy around all of our markets. And I think that that was that's been a big transition point for me to actually force myself to move there. 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. Right. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. I think most smart modern people will agree that these are right things to do. You name it we do it. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. And I think out of, at least for, you know, all the companies that I admire. I think a lot of people are or a lot of listeners are wondering like is it really worth it? A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. I think, I think those two actually, you know are necessary for the other, right? Right? Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? But you know, I think you're right. This is infused in the way we do a goal setting. Incentive, right but that 's been a big transition point for me to force! Not, what truly matters to the problem to actually decide what truly matters,,! Opportunities at the time four, five and then 10 years is exponentially greater a organization! First, it did n't, it, you know, again, growing up,., very many good benevolent dictators in tech companies in the way we do a better job than me companies. Always hitting the fan payoff, right again, growing up in, you know, probably traditional! 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