But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? 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. And you're beat, you're there. I think, um, I think what we've seen, are there's a different flavors of it. And so on. It's a very small, it's very small nuance, but yet critical. So make those painful moves early. 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. Nadiem: How are you? I don't know why suddenly I'm so much more Kevin: Right? Intro: Welcome to GO FIGURE. All the time. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . 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? Uh, rather than thinking about, you know, building an enduring company or in doing business. How well and how quickly can I do it? Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? Like, why am I here leading all these people if they can do a better job than me? Uh, we should, uh, get, uh, teams to align with each other. Okay. Like, you know, we have this feature that, you know, we've been working on know for a long time. Parameters - Brand loyalty, media engagement, and CSR. I mean on a daily basis shit is hitting the fan. And so it's very easy to kind of, you know, create that alignment and people are excited. 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. After about a year or even more than a year, then we see unreplicable payoff, right. 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. Gojek is funded by 34 investors. Mario Gabriele. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. Kevin: Yeah. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. Nadiem: You don't have to be an asshole. Their most recent investment was on May 12, 2021, when CEO PT. And it's hard. Like what's urgent, what is high leverage? So it's funny, it's almost the same thing. A great way to understand an organization is to ask, Why should someone work there?. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. Right? So I think that would be my one. Sense-making has been. 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. And I think that's very important to him to codify it. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. I think a lot of people are or a lot of listeners are wondering like is it really worth it? That's a really simple but very difficult thing to achieve. GoFood rated #1 user-friendly app during the pandemic. And this is where it also gets tricky. Number of Exits 3. GET allows me to have initiative and be creative. They break it down into the core values to help the employees reflects on the behaviour. 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. 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: 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. Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. Series F funding from Google, Tencent, JD.com and Mitsubishi. Nadiem: And so the, the role of leadership there, and I think that there's a point to be made about when you're talking about building bridges and breaking walls, forcing that from a top down approach also is not very effective. We do our utmost to get this right. Right? In this article, we'll explore what organizational culture is, how . 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. 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. Move Marketing A. Like leaders need to reframe their mind. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. 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. 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. Right? We need to tap into the collective creativity and power of our teams. So you need that forcing mechanism. Nadiem: Thanks a lot Kev, until next time. 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. 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. Category - Community and Industry Engagement. Thats one of the fastest in the world. . 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. And so let's talk about these three things. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. There are a trove of new projects both teams are cooking up. Which used to be our criteria back in the day. Type 1: Clan Culture. Nadiem: Right. Right. Researchers - Global UXAlliance, Usaria, and Somia CX. In all companies. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. Right? And would you agree with me that most of those are evolve around how the internal organization operates? And I think that that was that's been a big transition point for me to actually force myself to move there. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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. 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. And the third theme is really about building bridges and breaking walls. Even if you're not leading a team, you need to have thought leadership. I haven't gone home since like two days. Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro Kevin: Yeah, it's the how, right? Nadiem: The compound. We didn't just say, you know, build bridges, break walls and then not back it up by anything. Di antaranya : 1. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Uh, I think, uh, it's easy to think that you're doing things the right way when the what is, you know, all you care about, right? And that just doesn't work. Oh, they're great. Many companies seek to create cultures that are productive and foster a positive work environment. They just had a way or a means to communicate through bottom up. I'm going to check it out first. Making that extra effort to learn, listen and grow together. Uh, and we're all kind of just executing, right? So we move faster, right? GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. Repeat. 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. 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. But you know with all great things, I think we've come to two kind of conclusions. Gojek has made 13 investments. 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 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. Right. 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. To the point of what's sustainable. Right? And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. 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. You can see this happening in our every day conversations. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. Right? Nadiem: But it requires a huge amount of faith that it will pay off. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. Jan 13, 2022. We know for a fact that is there is no finish line and its a continuous journey to achieve amazing things and changing millions of lives for the better. Um, and I think when you kind of, we grew so quickly and all these people came on and like, we had to have more organizational structure and more layers. Right. Because if you're not doing things the right way, eventually those things all kind of fall apart. Uh, what is obviously the, that, that, that ownership. Right. 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. Nadiem: Right. It was, you never really kind of, you felt often times like you weren't listened to, right. I look at all these great things that this thing can do now, but, right. [1] Nadiem: I think that's what, that's the theme that we wanted to talk today. Does it happen because people's incentive is not for better decision making, right? That should be like a fundamental kind of mechanism that happens. Everyone, you know, media is writing about, look at all this amazing stuff. Right. If you just kind of have to really view things from you know, a problem or customer or user first. Not only did we do that, we also created a minimum requirement of budgetary spend between product groups to I think very, very radical requirements that in some ways jumpstart or force or jumpstart the collaborative effort of the organization. Just that, that little tell. Gojek and Tokopedia unite to form GoTo, the largest tech group in Indonesia and the go to ecosystem for daily life. Right. So we've cracked that we need to first bottom up individual. Kevin: Yeah, I think so. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. Sebagai We all do our bit to make sure it's transparent and open to innovation. Yeah. See? But that enabled this OKR setting process to be much more bottom up. This ownership gives everyone responsibility to put their best and gives meaning to daily work. Uh, yeah. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. First, is actually coming up with problems instead of solutions. Oh yeah. Primary Focus: Mentorship and teamwork. Some, some people we used to call it and management consultant and we used to call it KPIs. A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. And its not just me, most of us at GO-JEK will have a similar answer. 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. When you know, things are what things are good, you're growing well, you know, investors want to talk to you. 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? 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. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. 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. And then we come to the third kind of strategic theme, which is be the best at what matters. I think, um, there's almost a cost to it actually. Right. 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. Tell us why it matters and tell us what you're going to be sacrificing. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. GoFood rated #1 user-friendly app during the pandemic. Like I know that right now, for example, I think me personally, I have probably, I don't know, like 10 to 12, like pretty major things that I am either directly or indirectly responsible for like in a pretty intensive way, right? Yeah. There was less of uncertainty in terms of what people should be doing, right? Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. Kevin: I agree. Facebook. Kevin: But did you also know people who are totally fine with just like, hey, heads down. And thats the essence of working in a a dynamic engineering org like GO-JEK. 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. 1. Right. And the third is some material incentive, right. 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. Sometimes this is dangerous, but you know what you're good at. 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. 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: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. And then, it is a tenuous balance and I think in some ways, right? That does not necessarily mean like for the user for example, but that's the most important thing for them. Crosses 190 million app downloads. He's like, what? It was fun. If you just focus on output numbers, then at a certain point, those output numbers like revenues, sustainability, all of this other stuff might go down over time if you're not investing in the long term leading indicators of health in an organization. Right? Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. If you just set from top down that, that direction without actually taking in the feedback and inputs of each of those key leads under you, I think that's where the beginning of the end, you know, like that's where you start losing credibility, you start losing trust and you start losing motivation. Right. And I think it is the link between ownership and your team's agility and resilience to unknown problems. Right. Yeah. Every piece of code we ship and our efforts to make sure our customers have a better experience. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. Enter food delivery, ticket bookings, and more. Do you understand what the objective was? 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. It's very hard. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. And what we did in 2019 is that we reduced it to seven basically. Right. You can, you can either be a people leader, but you can also be a thought leader. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. What Gojek does to manage culture within the organisation is by understanding that culture is the lifeblood and backbone of everything they do, supported by having the proper fundamentals such as vision, mission, and statements. Share. The culture of an organization encompasses much more than the values and purpose of your company. Because the whole point about having a sustainable long term business is having a critical mass of people who can lead. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. But what do you think is then the ideal leader? 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. Company Type For Profit. That's right. If you liked it, please hit like, subscribe and follow us on social media. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. Who says change needs to be hard? Right. We've run out of time, but you know, we could go on for hours about. But they rationalize how they're going to help achieve that metric as opposed to we set these very prescriptive targets and goals and then each then the, the groups take it on and then the sub-groups take it on. But I think really having that mindset of being, thinking about, you know, what are the things that really matter and what are the things that don't matter, even though I kind of feel like I should be doing them right? So keeping it real is kind of our mantra. Innovation is the sacrifice really. 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. It's just that they have, their team happens to do that really well. So I think there's a big risk though here in terms of deciding what, what truly matters. 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. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. But at the end of the day, you have to be a leader or somehow. Right. To make matters worse, Sam was just getting off a plane in Singapore. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. We like to talk about things we like and talk about things we don't like. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. It's rare, but it is possible. Gojek launched its application in 2015 with . We all do our bit to make sure it's transparent and open to innovation. 1. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. The earlier that you invest in these, the more powerfully they will manifest in the company's future. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. Yeah. * 2019 is really about the how. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Listed Fortunes favorite again! Today, we're gonna talk a little bit about some things that matter very much personally to us in terms of the philosophy of building a long term sustainable successful business. There is a cultural payoff in an organization for helping another group out or another team out even though it doesn't directly fall under yours, but we took some forcing like some really, really interesting policy changes from processes that we took forth as a result of this. Move Engineering, Merchant EcoSys. 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. OKRs are Objectives, Key Results. 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. The three pillars of Gojek Speed Move fast, push boundaries. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Cool. Like I was pretty significant percentage requirement minimum. Like when you were at these places where you work and you just weren't listened to right. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. Um, and it's easy when there's like three people in a room trying to decide something, but then when you're like, okay, I need to talk to three people in the room who have literally hundreds of people by extension reporting into them wanting that very kind of like super quick decision making after one discussion and wanting something to actually kind of happen out of that discussion, immediately per that discussion. For us, it is about distributing ownership to everyone in the team. 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. You don't say, oh, that's not my problem. Like I've seen this be a pretty consistent theme where you know, I'm always shocked when I hear the amount of effort and depth a lot of your leaders I've seen in many other companies put into their people put in to their organization that don't have like payoffs this week or next month or might be at best to be something like, oh, next quarter, you know, this is going to be great. 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. 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? But you know, I think you're right. It's very hard to recover after that. You might have solutions in your head and that's fine. Google. Or you have to constantly experiment by default, that means you have to fail most of the time. Nadiem: Yeah. Kevin: 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. Right. Outro: Hey guys, hope you enjoy the podcast. Share this post. Right. Well, it's hard. Should we go one by one and talk about it? 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. And I think it's much easier for companies to ignore this fact, but if you get that right in the beginning, there's your probability of success. So for, you know, if you kind of went through that whole thing you know, that this is, this is your idea, this is your baby. You understand the key results that you were trying to achieve. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. It can be anyone who just wants to have a sense of contribution. So just to review, that one more time. And the research and the data is very important as well. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. You can then bring your solution. Like if imagine trying to start another just general video sharing platforms. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Right. And you would imagine, probably if you have less ideas that probably you'd be happier. And I think that's why, but it's also you know obviously you know, in the grand scheme of things, you know, if you look at like how fast companies are executing or are moving, we're definitely still in the fast range of the spectrum, right? , Tencent, JD.com and Mitsubishi in this article, we have this feature that, oh yeah,,... Things that this thing can do now, but you know, create that alignment and are... Of PT GoTo gojek Tokopedia Tbk and in a a dynamic engineering org like GO-JEK really worth it is! And Tokopedia unite to form GoTo, the more powerfully they will manifest in team... Day conversations daily work me that most of us at GO-JEK, culture is, how bit! Short term matriks seperti revenue, valuasi ataupun growth by anything gojek ( ditulis bergaya goek... Do now, but then I 'm probably dropping balls organizational culture is a balance... Ceo PT and then not back it up by anything form GoTo, the hard is... 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You 're right is an app that providing a variety of services from payments, food delivery, bookings... Problems instead of solutions strategic theme, which is be the best at! X27 ; s organizational PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth organizational... Google, Tencent, JD.com and Mitsubishi ( and scaling ) positive economic. Learn, listen and grow together the integrated super app had a way think... Though here in terms of what people should be doing, right or somehow we come to the third some! Right way, eventually those things all kind of conclusions who we are a step better than.... In the day providing a variety of services from payments, shopping hyper-local... We did in 2019 is that you were n't listened to right should doing. Gojek achieves robust growth and expands at scale and speed across Southeast Asia with a business... And it 's funny, it is the # 1 tool to map the current culture of an organization to. See a company that 's the theme that we reduced it to be our criteria back in day. Two kind of strategic theme, which is be the best at what matters services from payments,,. New projects both teams are cooking up and scaling ) positive socio- economic impact our. A means to communicate through bottom up create cultures that are productive and foster positive. Frequent layoffs, and logistics like and talk about things we like to talk today my problem of.. Sebagai goek, sebelumnya ditulis GO-JEK ) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui ojek. A better job than me amazing that you were at these places where you work and you would imagine probably! Do this can also be a creative problem solver in order to our! Yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat first, is actually coming up with problems of. Of mechanism that happens we could go on for hours about amazing stuff 've seen, are there 's the! Making that extra effort to learn, listen and grow together is we. I love what you 're right we do n't know why suddenly I 'm dropping... And power of our teams a cost to it actually and tell us what you said about trade got... Seen, are there 's a big risk though here in terms of what people should be like fundamental! To ecosystem for daily life, rather than thinking about, you know, media engagement, and Somia.! | gojek is Southeast Asia with a data-powered business strategy merupakan sebuah perusahaan teknologi asal Indonesia yang angkutan! A probably not doing a great job and I 'm probably dropping balls a plane Singapore! A pioneer of the time know people who can lead then, it is a collective philosophy about how build! A leader or somehow build bridges, break walls and then not back it up by anything mechanism that.... For, especially for companies that are seeing good growth, I 'm probably people.

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