Pay Off. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. When you know, things are what things are good, you're growing well, you know, investors want to talk to you. Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. Right? I'm going to check it out first. Right? It's like a learning hub, right? Nadiem: That's super interesting. But in the bigger scheme of things, it's not what truly matters to their end user. Even if you're not leading a team, you need to have thought leadership. I can't, I can't tell you how many times. 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. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. Fantastic for short term but disastrous for long term. We like to talk about things we like and talk about things we don't like. But for either reason, it just keeps guessing what I want to do next. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. 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. Kevin: And so you see like the, that payoff, right? As Gojek continues to scale, readjust, and evolve, the Workplace Management and Community Experience functions will continue to play a vital role in preserving Gojek's history and culture and maintaining a conducive work environment for our GoTroops to call home. It's about being the best at what truly matters, which is about a focus. 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? They have to be painful for it to mean something in the organization. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. 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. Like what's urgent, what is high leverage? 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. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. Right. You can, you can either be a people leader, but you can also be a thought leader. Google. Nadiem: Yeah. Social Impact Transform lives, inspire change. Nadiem: The compound. Which used to be our criteria back in the day. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. 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? GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. Yeah, just can't do everything. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. But it's also about having the best ideas on the solutions because that's your thing. 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. 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. The more that people below you come up with better ideas, the more you know you're on the right path. GoFood becomes the world's most helpful and user-friendly app during the pandemic. Kevin: So what do you think then is the, in this framework, right? In a hyper-growth organization like GO-JEK, technology plays a vital role. We didn't just say, you know, build bridges, break walls and then not back it up by anything. It's basically another word for our target setting and goal setting. That makes them feel more safe. You're helping with this, you're responsible for that. 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? Like, why am I here leading all these people if they can do a better job than me? Clocks 3,600x growth in 18 months. If you kind of look at the universe of companies. Google is home to countless communities of unique people. Yeah. GET allows me to have initiative and be creative. I look at all these great things that this thing can do now, but, right. But at the end of the day, you have to be a leader or somehow. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Kevin: Correct. Evaluate. Should we go one by one and talk about it? For a product designer, Gojek is a great place to be. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. We've invested so much time and effort. Let's have these explicit conversations. 2019 is really about the how. And during those days in McKinsey, I believe that everything was about perfect alignment. Not in a light touch way. 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. 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. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. 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 CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Right? I haven't gone home since like two days. Making that extra effort to learn, listen and grow together. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. Because it's easy to say, oh, those things don't matter and it's easy. That just kind of like took off. Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. You want the person closest to the user or to the problem to actually decide what truly matters. To make matters worse, Sam was just getting off a plane in Singapore. I don't have to think, because as long as I said my boss did it, I'm safe. But, um, I think we really have to be almost obsessed with like infusing that in different parts of the company. There are a lot of myths out there that we want to dispell. That's the ritual of, share the problem, ask them for a solution and then throw, even if you do have an opinion on the solution, throw it after. Because you know, when you're juggling, and I think we're all guilty of this, in many, many ways around thinking that hey, we can do it all as a company, as, as leadership. Oh. 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. 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. Gojek is funded by 34 investors. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Nadiem: And why is that a bad thing? And so on. 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. Examples include integrity, teamwork, transparency, and accountability. In this article, we'll explore what organizational culture is, how . People without ego are a luxury in the current times. Researchers - Global UXAlliance, Usaria, and Somia CX. 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. So it's more so the top downside almost feels more like coordination rather than like command and control. We've run out of time, but you know, we could go on for hours about. This meta-analysis, which comprises 43 studies with a combined sample size of 6341 organizations, reveals that Quinn and Rohrbaugh's Competing Values Framework provides a meaningful structure for the ideational aspects of organizational culture. Right. But, um, when you just kind of see that that is the, that as the ultimate objective, the be all end all, um, it becomes easy then, you know, when you're building a company to just optimize for those things and what are the things that get you those things immediately? Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. But you need to trust the investment process because it constantly compounds to the future. The lower layer has to contribute to the middle layer. You cannot compete with that brain power and a lot of leaders can't let that go. You understand the key results that you were trying to achieve. If you just kind of have to really view things from you know, a problem or customer or user first. Nadiem: I think that's what, that's the theme that we wanted to talk today. Right. So I think on the planning process, what's your idea of an ideal bottom up leader? Kevin: Right. Right. 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. The culture consists of an established framework that guides workplace behavior. Right. The sacrifices I think are what's hard. And everyone will agree that it is the right thing to have teams collaborate. And it just shows that there, there are some of these like achiever showers or, uh, you know, uh, leaders that yes, they do, they hit those milestones, but at what cost? We currently operate HQ offices in both Jakarta and Hangzhou, China. Bridges. Repeat. 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. Right. 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. It's going to do, you know, I'm going to do whatever, you know some, someone told me and, and I think you know, you, you also have smart people who kind of, or smart people who also fall in that category. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . It can be anyone who just wants to have a sense of contribution. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. For me, its the people. Right. And obviously, you know. Kevin: But did you also know people who are totally fine with just like, hey, heads down. 1. That should be like a fundamental kind of mechanism that happens. Company Type For Profit. Nadiem: but that's the difference, right? This ownership gives everyone responsibility to put their best and gives meaning to daily work. Di antaranya : 1. Test. Yeah, right. Right. Outro: Hey guys, hope you enjoy the podcast. And look, hey, you're a new father, right? 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. Sense-making has been. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. That's a really good reflection of it. 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. And this is a theme around focus. But these apps that connect drivers to passengers are creating competition for established. When people feel comfortable in a space, when they . From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. 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 Implement. And the first one, organizational investments. It was like, okay, that sounds cool. 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. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. Trust is everything. 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. Right and we made the requirement that product groups, my share with other product groups and then functional groups, my share with other functional groups and there was a minimum requirement. Nadiem: Right. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. I have the inverse of that as the red flag. 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