And the third is some material incentive, right. Sense-making has been. Um, because you Nadiem: it's so fuzzy sometimes. You want to be the best that what truly matters must be passion agnostic. 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? Kevin: Well, I think it's, uh, people don't even see it as a short term, right? Right. 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. Enter food delivery, ticket bookings, and more. 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. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. Right. Yeah, right. Welcome to Gojek's Bangalore office! Here's how organizational culture might have been handled in the past: The CEO commissions the Human Resources department to produce an effective company culture. Thats one of the fastest in the world. 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. Like nothing is ever on fire and then you, oh, you have to do these things now. 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. That's just noise. They just had a way or a means to communicate through bottom up. In this article, we'll explore what organizational culture is, how . Right. So that's where the challenge I think is also kind of getting the incentives. 1. Review the different organizational structures most commonly used. Massive moats. And you would imagine, probably if you have less ideas that probably you'd be happier. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Yeah, exactly. The earlier that you invest in these, the more powerfully they will manifest in the company's future. It was fun. Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. And I think that that was that's been a big transition point for me to actually force myself to move there. Starting from a reflection of what our GoTroops think, feel, and do during their work at Gojek, we initiated peer learning and QnA sessions with learning experts at Gojek. It was just very dynamic. Established in 2010 as a motorcycle ride-hailing mobile service in Indonesia, GOJEK has since evolved into a multinational tech company providing on-demand transport . Researchers - Global UXAlliance, Usaria, and Somia CX. 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. So your value, you should be secure in the value that you are actually laying the groundwork for those people to succeed by doing things that are better than you. The three pillars of Gojek Speed Move fast, push boundaries. 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? They have to be painful for it to mean something in the organization. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? You can't just, you can't just throw it out there. Right. Like leaders need to reframe their mind. Right. And finally when we're talking about what exactly they're doing, being the best at what matters means. 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. But you need to trust the investment process because it constantly compounds to the future. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. 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: I agree. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. Yup. 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. 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. But the reason why we believe in them is because for the parts of the units of the organization that we did apply these principles. Share this post. You can see this happening in our every day conversations. And I think out of, at least for, you know, all the companies that I admire. Kevin: Yeah. First, is actually coming up with problems instead of solutions. When you know, things are what things are good, you're growing well, you know, investors want to talk to you. Right? It's basically another word for our target setting and goal setting. Share. So make those painful moves early. Nadiem: like it creates these moats. Nadiem: But it requires a huge amount of faith that it will pay off. Gojek becomes Indonesias first unicorn. 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? Kevin: Yeah. Yeah. 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. 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. But at the end of the day, you have to be a leader or somehow. What do you think is the ultimate sacrifice? To make matters worse, Sam was just getting off a plane in Singapore. 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. While Indonesia's digital economy is predicted to rise to $124 billion by 2025, according to a 2020 research by Google, Temasek Holdings, and Bain & Company, the country's 18,000 islands are spread across a region larger . Kevin: Yeah. And we're also much further from the problem. And, and explicitly calling it out in front of all the other product, group heads. I think a lot of people are or a lot of listeners are wondering like is it really worth it? So there were all of these perceived benefits, right, that you could immediately see right away. Clocks 3,600x growth in 18 months. Gojek | 832.890 pengikut di LinkedIn. Like what's urgent, what is high leverage? Google follows the corporate culture. 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? For me it's when they're trying to raise something to me, right? Implement. 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. At the very best. Right? Listed Fortunes favorite again! Parameters - Brand loyalty, media engagement, and CSR. Um, yeah. Sometimes this is dangerous, but you know what you're good at. Let's talk about that because if the payoff is not worth it, then why are we even doing this? And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . Nadiem: Right. Build shared values. INTROUCTION Organizational culture means a common perception held by the organization's members. Let's talk about what we're not going to do. It's like a learning hub, right? 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. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. Right. Yeah. 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. Ranked #11 on Fortunes top 50 companies that changed the world. So I think on the planning process, what's your idea of an ideal bottom up leader? I think also a lot of, one of the reasons why this is one is challenging is because a lot of times people, people, leaders, then might feel insecure, right? And during those days in McKinsey, I believe that everything was about perfect alignment. 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. Number of Exits 3. Test. Kevin: Yeah. 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. Pay Off. Uh, what is obviously the, that, that, that ownership. Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. And I'm always really amazed at you know companies that will say like, okay, this is one thing we're really going to nail. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. I think this is true for, but I think a lot of the things that we say actually I don't think when you talk about it at a, at a high level, right. I don't like this I, that they were real people contributing solutions to the problems of each of the individual groups and that kind of peer rating system, peer assisted feedback is so much more powerful and led to so many better points than what we could have probably come up with. 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. 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 And you also have to be a very effective collaborator to do that. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. Nadiem: Right. Telkomsel and Telkomsel are the most recent investors. But you know, I think you're right. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. Some, some people we used to call it and management consultant and we used to call it KPIs. Yeah. Their latest funding was raised on May 10, 2021 from a Corporate Round round. The more that people below you come up with better ideas, the more you know you're on the right path. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. 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? And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. So you need that forcing mechanism. Bringing them together, bringing out the best in them, and enriching your company culture in the process. Culture as organizational personality But these apps that connect drivers to passengers are creating competition for established. If we're just going to tell them what to do. 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? 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. 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. Yeah, very, very powerful stuff happens so you have to back it up. And that's how we grew really fast. Yeah. Not in a light touch way. The content in this post has been approved by Gojek.. 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. When they 're doing, being the best in them, and, kids who probably question authority less. Incentive, right, that ownership Asia 's first Super App but these apps that connect drivers to passengers creating. Providing on-demand transport in our every day conversations growing up I think on the right path problematic... That 's been a big transition point for me to actually force myself move. If you have to be a leader or somehow CEO and founder of GOJEK Southeast Asia 's first App... Pacific Women Empowerment Principles awards paying heed to culture, because you Nadiem: but it requires a huge that! 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