Does it, you mean do people actually care? Like if imagine trying to start another just general video sharing platforms. Hmm. Right. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. Either that or entertainment. 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. Kevin: So what do you think then is the, in this framework, right? It defines and creates a unique environment to work in. Even if you're not leading a team, you need to have thought leadership. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . And, and explicitly calling it out in front of all the other product, group heads. Phone Number +62 21 50251110. It's a very small, it's very small nuance, but yet critical. But then where's the trade off with speed, Kevin, and it's all nice and easy to say this, but when you need to execute a light-speed, when you need to, like we said before, run during this marathon, you have to sprint during this marathon. Nadiem: And all these hows. Building shared valuesand living those valuesis the bedrock of good corporate culture. Innovation is the sacrifice really. Secara parsial, Gojek juga menerapkan budaya organisasi market. Nadiem: Yeah. For instance, in India, women are legally entitled to six months paid maternity leave. 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. That's a bottom up leader. Series F funding from Google, Tencent, JD.com and Mitsubishi. We like to talk about things we like and talk about things we don't like. Yeah. 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. 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? And I think it is the link between ownership and your team's agility and resilience to unknown problems. Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. The sacrifices I think are what's hard. Crosses 190 million app downloads. Thanks so much for tuning in. Or you have to constantly experiment by default, that means you have to fail most of the time. People without ego are a luxury in the current times. And what we did in 2019 is that we reduced it to seven basically. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. And its not just me, most of us at GO-JEK will have a similar answer. GoFood rated #1 user-friendly app during the pandemic. Gojek didirikan dengan prinsip menggunakan teknologi untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa terbaik di pasar. 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. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. And you would imagine, probably if you have less ideas that probably you'd be happier. 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. So keeping it real is kind of our mantra. "We had teams in DC, but no . That's exactly the, the, you know, the concept of not being able to have agency or control over your thing when you know that you are capable, that's a difference. 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. We really love innovation. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. So we move faster, right? To shape the culture of cross-functional learning which primarily benefits the participants to gain knowledge and skills from the experts in Gojek to progress in their careers To build relationships across the Design team and Gojek wider organization And to facilitate the designers develop mentoring skills. Because they're closer to the problems. Kevin: Yeah. Go-Jek has a board of directors and a board of commissioners, in accordance with the dual governance structure that's mandated by Indonesian law. I feel exactly the same. Uh, and we're all kind of just executing, right? Okay. Operations expand beyond Jakarta. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. I think coming in year three, four, five and then 10 years is exponentially greater. 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. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. We all do our bit to make sure it's transparent and open to innovation. After about a year or even more than a year, then we see unreplicable payoff, right. Kevin: Right. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. People's incentive is to, oh, okay, my boss told me to do that. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. I think, I think those two actually, you know are necessary for the other, right? Google. Spreads wings across Vietnam and Thailand. Like nothing is ever on fire and then you, oh, you have to do these things now. Nadiem: Yeah, I get it. You think you can plan for all scenarios and then something out of the blue comes from left field and when that happens, the amount of cognitive load to this, the higher leader has to put to solve, maybe put that fire out or should address that issue is so high when the entire context and level of ownership of that team is not achieved. A great way to understand an organization is to ask, Why should someone work there?. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. 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: Yeah. 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. We are here to bring #impactatscale through technology | Gojek is Southeast Asia's leading on-demand platform and a pioneer of the multi-service ecosystem model, providing access to a wide range of services including transportation, food delivery, logistics and more. Yeah. Nadiem: Yeah. 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. So there were all of these perceived benefits, right, that you could immediately see right away. Does it happen because people's incentive is not for better decision making, right? Right. So it's more so the top downside almost feels more like coordination rather than like command and control. Enter food delivery, ticket bookings, and more. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. We dont claim to know what it takes to build a culture that can scale. I'm thinking what's next? And I think that, so just to remind the three axioms, short term gains, a lot of people talk about it, short term benefits, short term success, but the difference between short term success in long term success is that willingness. 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. 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. We've run out of time, but you know, we could go on for hours about. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. And then, it is a tenuous balance and I think in some ways, right? 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. Move CTO S. Move Business Intelligence I. Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? Contact Email info@go-jek.com. It's so easy to say, you know what, it's not worth it. To the point of what's sustainable. Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. 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. 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? For us at And we're going to mention, uh, I think we're going to go deep into three things, which are some of our strategic themes for this year. And that is actually you run into huge amounts of problems, cascading targets that way. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? 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. It's all fun and Games until you get that decision wrong. But the kind of talent that we have in GOJEK, as we recruited a better and better people, we quickly hit the wall with that very quickly we realized that these people, why did we hire them in the first place? Pamela Chan. Uh, so those are kind of a triangle of long term competitive advantage and longterm performance that we want to institutionalize in GOJEK in 2019 even more. Well, it's hard. Gojek Engaged Employer Overview 1.1K Reviews 48 Jobs 796 Salaries 301 Interviews 323 Benefits 16 Photos 545 Diversity + Add a Review Gojek Employee Reviews about "org structure" Updated Oct 28, 2021 Find Reviews Clear All Full-time, Part-time English Filter Found 15 of over 1K reviews Sort Popular Popular COVID-19 Related Highest Rating And around prioritization. So you need that forcing mechanism. Kevin: I think for me, I agree with everything that you said. 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 that just doesn't work. Nadiem: But it requires a huge amount of faith that it will pay off. Nadiem: The compound. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. It was good. Nadiem: In order to achieve building better bridges? And getting feedback from people about that. Right? Yeah. Long term success takes a lot of sacrifice in the short term. Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. Right? Google's mission is to organize the world's information and make it universally accessible and useful. 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. That's just noise. Every piece of code we ship and our efforts to make sure our customers have a better experience. That makes them feel more safe. How would you approach like, your kind of parenting style with respect to this, right. Gojek Sep 30, 2022 5 min read Culture Setting the Bar High for Hiring: Meet Margharetha Siregar Our Technical Recruitment Lead recounts her upbringing in Kalimantan, her journey into recruitment, and why she finds fulfillment working at Gojek. 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. What we did was we invited all the groups together so that peers could challenge and review and we had a whole section of how they can help the issues that they can help with for other groups. Yeah. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. GOJEK does ride hailing, food delivery, payments even on demand massages. Transform your company culture, cultivate your people and help retain the highest performing talent. Yeah. Nadiem: They will first check or let me consult this person first or, that has something to do there. Know our journey, and the people behind it. 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. And that's sort of the, the waterfall comes out. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . 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. This ownership gives everyone responsibility to put their best and gives meaning to daily work. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. I was just labeled a dreamer all the time. The best bottom up leaders were like, hold on, let me talk to my team first. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. Uh, rather than thinking about, you know, building an enduring company or in doing business. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Nadiem: Like they want to be the best at recommendations. Kevin: Yup. 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. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. This isnt to say that we dont disagree like any group of passionate, opinionated people, we disagree often. Nadiem: As opposed to solving the problem. It was, you never really kind of, you felt often times like you weren't listened to, right. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. Right? So let's not talk about how to mitigate the risk, but what's the payoff at the end? 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. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. Gojek has raised a total of $5.3B in funding over 13 rounds. And thats the essence of working in a a dynamic engineering org like GO-JEK. We occupy 3 floors of a building in Bangalore's Diamond. Gojek has made 13 investments. Nadiem: You don't have to be an asshole. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. Indonesian technology company. WeWork Calle 26 # 92-32 in Bogota, Colombia. Ranked #11 on Fortunes top 50 companies that changed the world. Jun 6, 2022. Nadiem: A lot of people confuse that. Innovation Solve problems at scale. The more that people below you come up with better ideas, the more you know you're on the right path. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. One of the few Southeast Asian companies to be listed twice by Fortune. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. Gojek is founded on the principle of leveraging technology to remove life's daily . Right. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? Right? I have the inverse of that as the red flag. Like I was pretty significant percentage requirement minimum. GET allows me to have initiative and be creative. 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. Like the end, Oh, you had all these ideas. 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? Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. And the research and the data is very important as well. Nadiem: It's not how quickly they get it done. You understand the key results that you were trying to achieve. Thats one of the fastest in the world. 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. And here are some common mistakes that I've seen. It was just very dynamic. 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. 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. Kevin: Yeah, totally. The culture of an organization encompasses much more than the values and purpose of your company. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. 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. So this theme is about focus. Number of Exits 3. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. Many companies seek to create cultures that are productive and foster a positive work environment. I'm going to check it out first. Hmm. Not in a light touch way. Kevin: Yeah. Everyone, you know, media is writing about, look at all this amazing stuff. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Unknown problems. Yeah. And then it's like a cascading process. 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. There are a trove of new projects both teams are cooking up. 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. To succeed and participate in the digital economy effectively, businesses need to change their mindset, by focusing on organizational and operational change, and building a data-driven culture, he said. 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