What is it that you are not, what is it again that you should be sacrificing even more, so. 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. That's just noise. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. And, and explicitly calling it out in front of all the other product, group heads. You can see this happening in our every day conversations. Kevin: Well, I think a few things, right? Gojek and Tokopedia unite to form GoTo, the largest tech group in Indonesia and the go to ecosystem for daily life. 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. And I think for most bosses it's easy to fall into that trap as well. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. Orders jump to 300,000 a day. Uh, we should, uh, get, uh, teams to align with each other. Once, because most problems are unknown problems. Like when you were at these places where you work and you just weren't listened to 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. Kevin: But did you also know people who are totally fine with just like, hey, heads down. You might have solutions in your head and that's fine. One of the few Southeast Asian companies to be listed twice by Fortune. A Trusted Advisor. In a hyper-growth organization like GO-JEK, technology plays a vital role. 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. This thing that I've been doing for a while actually doesn't really matter. Improves Employee Engagement . 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. That should be like a fundamental kind of mechanism that happens. I think coming in year three, four, five and then 10 years is exponentially greater. 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. 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. And here's where it gets really tricky. 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. Google is home to countless communities of unique people. And I think what ended up happening was a lot of people ended up becoming more or less engaged. 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. It's just that they have, their team happens to do that really well. Every piece of code we ship and our efforts to make sure our customers have a better experience. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. And that just doesn't work. It's a very small, it's very small nuance, but yet critical. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. Right? Evaluate. But what do you think is then the ideal leader? Kevin: You have to almost not listen to input if you want it to kind of behave in the same fast execution, quick alignment mode. 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. I look at all these great things that this thing can do now, but, right. That just kind of like took off. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . 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. Like, like everyone will agree that yes, absolutely we should do that. Right. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. Like nothing is ever on fire and then you, oh, you have to do these things now. And then I left after a while, right? Evaluate. Enter the Gojek app. It's like a learning hub, right? Trust is everything. Especially because, you know when the, then the company is like 30 people all in the same room, even top down doesn't feel very top down, right? We all do our bit to make sure its transparent and open to innovation. Being given that freedom to even as an individual contributor to kind of figure it out and actually deliver something great, I think is definitely the kind of people that, you know, we try and have more and more of and we just kind of people that we want to appreciate because of, through this policy. 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. Kevin: Yeah, it's the how, right? About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. I don't know. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? You want to be the best that what truly matters must be passion agnostic. The more that people below you come up with better ideas, the more you know you're on the right path. I have the inverse of that as the red flag. In this article, we'll explore what organizational culture is, how . Outro: Hey guys, hope you enjoy the podcast. The culture of an organization encompasses much more than the values and purpose of your company. And what's really interesting about it is that all these hows have no short term payoffs. What do you think is the ultimate sacrifice? Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. And the third theme is really about building bridges and breaking walls. 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. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. Uh, and we're all kind of just executing, right? Nadiem: but that's the difference, right? For us, it is about distributing ownership to everyone in the team. Nadiem: They don't count. 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. That does not necessarily mean like for the user for example, but that's the most important thing for them. 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. Um, let's, let's ignore all of these. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. 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. 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. And I think more importantly, why did you think that this was, this is something that is actually different than just kind of just saying like, hey guys, collaborating. Right. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. 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. 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? 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? Because we know the risks you slowed down. And they adopted that policy around all of our markets. Right. And I think that that was that's been a big transition point for me to actually force myself to move there. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . So a lot of companies and organizations try to tell their teams you must collaborate more, but they don't create the goal setting incentive with which to achieve that. Right? Built a culture of high data literacy. 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. This one's good about focus and prioritization. I'm not saying perfectly bottom up, but that's what a lot of people to choose, how they're going to contribute to a much more limited set of metrics and gave them the freedom at every level to not have a cascaded target down. Listed Fortunes favorite again! If we're just going to tell them what to do. 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. 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 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. 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. GET allows me to have initiative and be creative. Share. I think a lot of people are or a lot of listeners are wondering like is it really worth it? 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. Phone Number +62 21 50251110. 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. That's a really simple but very difficult thing to achieve. It was just very dynamic. GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. 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. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. 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. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Um, yeah. 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? The sense that the company feels family-like while actually does n't really.... Obviously there 's multiple videos sharing kind of companies being started with niches breaking.! Then 10 years is exponentially greater you are not, what is it really worth it big transition point me! Startup yang focus pada short term payoffs organization matures, the hard part not... 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