So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. So there were all of these perceived benefits, right, that you could immediately see right away. That's, I think the first thing. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. Enter food delivery, ticket bookings, and more. 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. Company Type For Profit. 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. Share this post. And that is actually you run into huge amounts of problems, cascading targets that way. Because if you're not doing things the right way, eventually those things all kind of fall apart. Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . And therein lies the scientific and very rational approach is extremely important. Nadiem: That's super interesting. And there's a lot of different ways to define what really matters. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . Built a culture of high data literacy. Kevin: So what do you think then is the, in this framework, right? Right. It also depends on what department, what function, what rate of urgency there is. Either that or entertainment. And, and there were some clear benefits to that. Kevin: Yeah, yeah. I haven't gone home since like two days. Right. We do our utmost to get this right. It's very hard. Because it's easy to say, oh, those things don't matter and it's easy. And you see this in product teams all the time, right? Yeah. Implement. Right. That should be like a fundamental kind of mechanism that happens. 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. How would you approach like, your kind of parenting style with respect to this, right. 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. What does that mean in terms of real business performance? Nadiem: Right. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. We didn't just say, you know, build bridges, break walls and then not back it up by anything. [1] Uh, and we're all kind of just executing, right? The culture consists of an established framework that guides workplace behavior. 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. Gojek is founded on the principle of leveraging technology to remove life's daily . That's a short term. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. Evaluate. Read writing about Culture in Life at Gojek. Nadiem: Yeah. Uh, you know, people. Yeah, right. That does not necessarily mean like for the user for example, but that's the most important thing for them. Almost like the majority of the time when I go and accidentally stumble it and one of their teammates somewhere else over lunch or coffee or something like that, I'm gonna ask, hey, how you're doing? Kevin: Yeah. 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 does ride hailing, food delivery, payments even on demand massages. And, and explicitly calling it out in front of all the other product, group heads. It can be anyone who just wants to have a sense of contribution. And I think it's easy to kind of get into that, uh, into that mode and yeah. And then feeling that loss of control by just having things happen to them instead of them driving the change that they want to see in their work, is fundamentally different experience of working because then you're, you're really owning it, right. 1. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. Right. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. Hmm. It's not a, it's not just a value like a core value. There was less of uncertainty in terms of what people should be doing, right? Just that, that little tell. I guess processes if you will. We all do our bit to make sure it's transparent and open to innovation. Category - Community and Industry Engagement. Nadiem: With the context of being a bottom up facilitating leader, right? Every piece of code we ship and our efforts to make sure our customers have a better experience. And that's okay. We occupy 3 floors of a building in Bangalore's Diamond. 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? Um, because you Nadiem: it's so fuzzy sometimes. thegeneralist.substack.com. I think, I agree with you, but I do think that, for me, I apply this to everyone, not just people who are leading people. Many companies seek to create cultures that are productive and foster a positive work environment. You want the person closest to the user or to the problem to actually decide what truly matters. I think one is, um, people then, um, don't think they don't think, because like, oh, my boss told me to do it right. I mean on a daily basis shit is hitting the fan. 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. That must be shared with another group. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. Yeah. Nadiem: Exactly. 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. Listed Fortunes favorite again! Yeah. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. 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. As a pioneer, Go-Jek has to gain consumer . Yeah, exactly. 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. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. You can't just, you can't just throw it out there. 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. Yeah. Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. 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. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. 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. So it's funny, it's almost the same thing. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. Orders jump to 300,000 a day. Is it really like what do you get? Who says change needs to be hard? GOJEK does ride hailing, food delivery, payments even on demand massages. 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? Like when you were at these places where you work and you just weren't listened to right. 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. Hmm. Gojek's scope, scale, and success have given Aluwi a unique constellation of . Right. Even if you're not leading a team, you need to have thought leadership. It's been horrible. 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. And the leader immediately says, yeah, yeah, yeah, we can do that. Gojek | 832.890 pengikut di LinkedIn. Right. But these apps that connect drivers to passengers are creating competition for established. It was good. See? Photograph by WeWork. 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. Right? Nadiem: And if you connect the first theme of bottom up innovation to the second theme that we just discussed, um, about, uh, building bridges and breaking walls, right? 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 would you agree with me that most of those are evolve around how the internal organization operates? Kevin: So I think, I think in the early stages, it's, um, in the early stages, it's, it's really easy to do a top down without feeling bad about it. 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. Rather than being the guy or the girl who has all the ideas. 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. Yeah. Like nothing is ever on fire and then you, oh, you have to do these things now. Or like hit a reliability rate of X percent. 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. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. Kevin: Or even people who are, you know, already, I just kind of like working at a company that is, that is scaling right now. Crosses 190 million app downloads. Ranks 17th among Fortunes Top 20 companies that changed the world. And that's sort of the, the waterfall comes out. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. And here's where it gets really tricky. And then it's like a cascading process. 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. Do you understand what the objective was? If you're the best at everything, you're the best at nothing. The Competing Values Framework describes value systems based on two main dimensions. They're very hard at realizing value up early. And what's really interesting about it is that all these hows have no short term payoffs. Mario Gabriele. Innovation is the sacrifice really. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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. 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. Yeah. Right. I think results in, you know, if you want that pace to happen results and just saying, telling people at some point just do it. And kind of see that in you check in like every year it's still the thing that they really want to nail that level of conviction of saying like, oh, we're going to be great at this. Sense-making has been. And how did you feel? Series F funding from Google, Tencent, JD.com and Mitsubishi. For instance, in India, women are legally entitled to six months paid maternity leave. Yeah. That's a bottom up leader. You name it we do it. Kevin: That's right. Culture matters because it boosts productivity, agility, employee engagement, and innovation. Right. Kevin: I would agree with you except for the, uh, the individual contributor part where I think, not everyone necessarily has to be a leader of like large groups or large teams. You can then bring your solution. A great way to understand an organization is to ask, Why should someone work there?. This page was last edited on 17 February 2023, at 02:26. Long term success takes a lot of sacrifice in the short term. Yup. Gojek has made 13 investments. Nadiem: Yeah. Kevin: And so you see like the, that payoff, right? Nadiem: That's right. Nadiem: As opposed to solving the problem. This ownership gives everyone responsibility to put their best and gives meaning to daily work. Because we know the risks you slowed down. I can't, I can't tell you how many times. Right? Kevin: Right. Right. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. 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 . Right? A Trusted Advisor. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . This is infused in the way we do a goal setting. 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? Thats one of the fastest in the world. 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. 1. Review the different organizational structures most commonly used. And then seeing them execute it, you know, month by month, year by year and seeing like, oh, and then so I think, you know, I mean I can name a company, I guess in this case we, which was actually one of our investors, Google, you know, when they a few years ago said they wanted to be an AI first company. Thanks so much for tuning in. I think that's dangerous, right? Culture as organizational personality 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. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. Nadiem: Which is super hard, being in a tech company with running like hundreds of experiments at the same time, by default, things have to fail.The majority of things have to fail. I'm thinking what's next? It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. Over 20 products, 2 million driver partners. What makes a difference, though, is that each of us is willing to try. Let's have these explicit conversations. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. Maybe it's your idea, you thought about this whole thing, uh, you pitched this whole thing, um, you convince somebody that this is the right path and now you're doing it right. 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. But without that requirement to share the key results, then you'll never get credit for it. Kevin: Yeah. Yeah. Like moving as one, uh, you know, there's a fine line between celebrating a team success and creating competitive pressure to achieve things that are only great for that team. Oh yeah. I mean, we, we, I mean the last, what, four years, uh, we just kind of held on, right? 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. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. 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. Their latest funding was raised on May 10, 2021 from a Corporate Round round. It's basically another word for our target setting and goal setting. But you know with all great things, I think we've come to two kind of conclusions. Better rides coming your way. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. It's like the favorite catch word. 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. If you kind of look at the universe of companies. And what we did in 2019 is that we reduced it to seven basically. You understand the key results that you were trying to achieve. There were some clear benefits. Yeah. They just had a way or a means to communicate through bottom up. Building shared valuesand living those valuesis the bedrock of good corporate culture. Spreads wings across Vietnam and Thailand. Share. They have to be painful for it to mean something in the organization. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. Facebook. Gojek didirikan dengan prinsip menggunakan teknologi untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa terbaik di pasar. And this is infused in how we run meetings and cadences. Oh, they're great. For me, its the people. Right. Um, yeah. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. So we move faster, right? Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. But that enabled this OKR setting process to be much more bottom up. Primary Focus: Mentorship and teamwork. Term payoffs X percent dan berpikir OKR setting process to be much more bottom.. How to build products that change lives we 're all kind of fall apart we 're all kind of executing! 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