Contact Email info@go-jek.com. And how did you feel? Were now talking 100 million orders a day. Right? PT Gojek Indonesia (stylized in all lower case and stylized j as goek, formerly styled as GO-JEK) is an Indonesian on-demand multi-service platform and digital payment technology group based in Jakarta.Gojek was first established in Indonesia in 2009 as a call center to connect consumers to courier delivery and two-wheeled ride-hailing services. You don't say, oh, that's not my problem. 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. And the third is some material incentive, right. Kevin: So what do you think then is the, in this framework, right? That's a short term. And, and as leadership, we had no idea that this is such a big problem. Kevin: But I think when it really changed, at least for for me is when, um, the reality is I think, I think as a company, you know, we simply grew too fast. According to MomentumWorks, this is the structure of the board of directors: Founders CEO and founder Nadiem Makarim who holds 58,416 shares, accounting for 4.81% of the total shares. I don't know why suddenly I'm so much more Kevin: Right? We're all about that. GoFood becomes the world's most helpful and user-friendly app during the pandemic. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. Pay Off. Like if you just say, okay, everyone just has to work together and this is what it's going to look like. To make matters worse, Sam was just getting off a plane in Singapore. That's a really good reflection of it. Gojek is funded by 34 investors. And then I left after a while, right? It's about being the best at what truly matters, which is about a focus. So it's funny, it's almost the same thing. Google. Right? Intro: Welcome to GO FIGURE. It's very hard. 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. So we've cracked that we need to first bottom up individual. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. 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. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. So what I've realized is that the best bottom up leaders will never do that. 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. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. 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. 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? Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. Right. 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. I have the inverse of that as the red flag. Photograph by WeWork. Right. It's just that they have, their team happens to do that really well. For us at And so let's talk about these three things. Yeah. Yeah. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. So make those painful moves early. Just like saving a dollar every day. Once, because most problems are unknown problems. So let's not talk about how to mitigate the risk, but what's the payoff at the end? Nadiem: yeah, when, when things are bad, you have to, yeah. Hope you enjoy it. Enter food delivery, ticket bookings, and more. Orders explode from 3,000 to 100,000 a day. Kevin: Yeah, I think so. All the time. Right. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. Yeah. Yeah. And so, you know, I think again you keep on going back to this theme of that this is better for longer term because you know, how else are you going to keep people motivated in an environment that's changing so rapidly when unexpected things happen the time if not through kind of that high level of ownership. 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. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. And they adopted that policy around all of our markets. Gojek didirikan dengan prinsip menggunakan teknologi untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa terbaik di pasar. 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. When people feel comfortable in a space, when they . A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. Hmm. Oh. 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. 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. Like what's urgent, what is high leverage? Nadiem: like it creates these moats. 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. Does it, you mean do people actually care? Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Innovation is the sacrifice really. Nadiem: Fear and money. Kevin: Well, I think a few things, right? We didn't just say, you know, build bridges, break walls and then not back it up by anything. 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. And I think one, one thing that we've seen here and we've seen, uh, here in GOJEK, uh, but also here in the region and actually, you know, all around the world, uh, is actually, you know, the whole bottom up versus top down thing. 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. Long term success takes a lot of sacrifice in the short term. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. Parameters - Brand loyalty, media engagement, and CSR. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. 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. That's something that people consistently come up against. 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. Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. Share this post. 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. 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. This one's good about focus and prioritization. Like it's not, it's not just an ignorance of it. 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? But in the bigger scheme of things, it's not what truly matters to their end user. From my personal experience, a lot of companies talk about being people first, but most dont practice the mindset of what it takes to be truly people first. Building a strong organizational culture is a long journey, one that requires exceptional focus and consistency between the various layers (from beliefs to rituals, from heroes to symbols . Uh, rather than thinking about, you know, building an enduring company or in doing business. 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. So this theme is about focus. Should we go one by one and talk about it? I guess processes if you will. Nadiem: Yeah. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro Series F funding from Google, Tencent, JD.com and Mitsubishi. 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. I think, um, I think what we've seen, are there's a different flavors of it. 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. Kevin: Yeah. And then it's like a cascading process. It's very hard to recover after that. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. And you also have to be a very effective collaborator to do that. Does it happen because people's incentive is not for better decision making, right? It was like, okay, that sounds cool. So you need that forcing mechanism. Gojek - Org chart | The Org Gojek 99 Followers Overview Org chart Teams Jobs Wires Org chart Andre Soelistyo Managing Director 12 Add people Collapse David Fitzgerald CFO 0 Severan Rault CTO 0 Petrus Phoa CIO 1 Antoine de Carbonnel Chief Commercial Officer 0 Sunil Setlur Chief People Officer 0 Bruce McRae Haldane Chief Product Officer 0 Nila Marita Right. You cannot compete with that brain power and a lot of leaders can't let that go. Repeat. This has been a contentious kind of battle. We've run out of time, but you know, we could go on for hours about. Uh, and we're all kind of just executing, right? Yeah. It can be anyone who just wants to have a sense of contribution. In all companies. 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 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. Culture matters because it boosts productivity, agility, employee engagement, and innovation. Kevin: And so you see like the, that payoff, right? Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. We like to talk about things we like and talk about things we don't like. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. And here are some common mistakes that I've seen. Not in a light touch way. And this is infused in how we run meetings and cadences. We've invested so much time and effort. 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. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. Their most recent investment was on May 12, 2021, when CEO PT. Kevin: What artificial intelligence. Yup. And what's really interesting about it is that all these hows have no short term payoffs. Yeah. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. 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. Kevin: Yeah. Um, I think it's very easy to fall in love with, you know, your solutions and your ideas or the things that you know, you particularly good at or you've, what you've been doing for a while. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. So I think there's a big risk though here in terms of deciding what, what truly matters. Yeah. 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. But without that requirement to share the key results, then you'll never get credit for it. 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 have a top down a way of working. GET allows me to have initiative and be creative. Right? INTROUCTION Organizational culture means a common perception held by the organization's members. The culture consists of an established framework that guides workplace behavior. 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. Kevin: Yup. And around prioritization. And that when things don't, when things don't go wrong sorry when things don't go right or when things go wrong, you don't blame other people, right? That makes them feel more safe. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. Test. Right? Move Engineering, Merchant EcoSys. Like I was pretty significant percentage requirement minimum. What do you think is the ultimate sacrifice? Thanks so much for tuning in. When you know, things are what things are good, you're growing well, you know, investors want to talk to you. You name it we do it. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? Culture as organizational personality And the leader immediately says, yeah, yeah, yeah, we can do that. Our founding team members are all Internet and e-commerce veterans, with extensive experience from well-known Chinese, SEA & US tech companies such as Alibaba, Google, Facebook, Gojek, Lazada, etc. And that just doesn't work. It was fun. You might have solutions in your head and that's fine. 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. Um, yeah. Right. 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. Right. Tell us why it matters and tell us what you're going to be sacrificing. 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? This thing that I've been doing for a while actually doesn't really matter. Google's mission is to organize the world's information and make it universally accessible and useful. Yeah, right. Transform your company culture, cultivate your people and help retain the highest performing talent. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. Read writing about Culture in Life at Gojek. The three pillars of Gojek Speed Move fast, push boundaries. Kevin: Yeah, yeah. I think there's also oftentimes that question from, from a lot of folks who then, you know, or might be resistant towards this idea, it inherently kind of challenges, um, maybe, you know, traditional notions of what somebody in a leadership position should be doing. They're very hard at realizing value up early. Copy link. Like what should they do and, and what would you give them credit for? Um, because you Nadiem: it's so fuzzy sometimes. Right? In a hyper-growth organization like GO-JEK, technology plays a vital role. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. They break it down into the core values to help the employees reflects on the behaviour. OKRs are Objectives, Key Results. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. 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So this is such a big risk though here in terms of deciding what, truly... Used technology to rewrite these rules and thereby create a huge gojek organizational culture would! And you also have to be me who 's like more on end. The company was like, okay, everyone just has to work together and this is it... Because you nadiem: it 's almost against the philosophy of the entrepreneurial.! Fuzzy sometimes bottom up leaders will never do that why it matters and us! Performed, a divisional structure is a visual representation of what employees do, who report!
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