And so on. Right? That makes them feel more safe. And I think what often times isn't really being discussed, uh, at least at the same kind of pace or at the same kind of breadth or depth is really the how I think people, uh, media rarely talk about the how they just talk about the what. Kevin: I think for me, I agree with everything that you said. Google's mission is to organize the world's information and make it universally accessible and useful. Many companies seek to create cultures that are productive and foster a positive work environment. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. And you would imagine, probably if you have less ideas that probably you'd be happier. The recommendations are just amazing, right? Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. 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. Build shared values. They're, they're rarely, there rarely is for any kind of organizational investments. Kevin: Yeah. Yup. Hmm. Like, like everyone will agree that yes, absolutely we should do that. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? 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. Nadiem: And why is that a bad thing? And I think, you know, we're only kind of in that first layer, but you know, I really do hope that, you know, as a company that we can, you know, go to the next layer, the next layer and then we'll see what that means. Right? Yeah. 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. Let's have these explicit conversations. And, and there were some clear benefits to that. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. So you need that forcing mechanism. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. But you know with all great things, I think we've come to two kind of conclusions. An organization's culture defines how individuals work and function within a company, making organizational culture a crucial element of a company's ultimate success. Long term success takes a lot of sacrifice in the short term. We all do our bit to make sure it's transparent and open to innovation. Because you understand the whole logic of like, why you made these decisions. The other is fear. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Nadiem: That's super interesting. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. Then you know, it's kind of hard being in a tech company. All the time. 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. Right. And so if you kind of focus too much on the what and the output here, which is just like all me, uh, then the easiest thing to do is just for, it's for me to always make it look like, you know, I'm the person who has all the ideas and the execution to my boss. There were some clear benefits. And I think that's why, but it's also you know obviously you know, in the grand scheme of things, you know, if you look at like how fast companies are executing or are moving, we're definitely still in the fast range of the spectrum, right? Those issues happen. Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. Di antaranya : 1. Easy, easy things to say no don't count. 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. 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. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. 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. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. Some, some people we used to call it and management consultant and we used to call it KPIs. I have the inverse of that as the red flag. 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 when I go and say, Hey, can you do this? Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. 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. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. And this is a theme around focus. I think the habit of just like, hey, like, let's do this. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. 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. 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? We do our utmost to get this right. Decoupling what truly matters to the user to what you're so fired up about. Nadiem: And, and most of those things that we talk about or the media talks about are usually related to growth or capital raising or uh, you know, how many people you've hired. 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? Massive moats. Like what, what does this mean? Yeah. Culture matters because it boosts productivity, agility, employee engagement, and innovation. Investment Stage Late Stage Venture. It's like the favorite catch word. 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. But at the end of the day, you have to be a leader or somehow. Category - Community and Industry Engagement. Yeah. I never used to be a regular youtube visitor. So I think there's a big risk though here in terms of deciding what, what truly matters. I think actually these two parts or these two themes actually almost go hand in hand in that sense. Yeah. 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. Which used to be our criteria back in the day. You want the person closest to the user or to the problem to actually decide what truly matters. Orders jump to 300,000 a day. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. Nadiem: Thanks a lot Kev, until next time. 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? The content in this post has been approved by Gojek.. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? I guess processes if you will. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. Listed Fortunes favorite again! Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. It was fun. Nadiem: Yeah. Nadiem: And so the, the role of leadership there, and I think that there's a point to be made about when you're talking about building bridges and breaking walls, forcing that from a top down approach also is not very effective. Sometimes this is dangerous, but you know what you're good at. Cool. "We had teams in DC, but no . The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. Yup. HR designs a campaign to tout a . And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. Nadiem: but that's the difference, right? Because to me that implies that either A the team's that team's ideas are being suppressed. 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. But what do you think is then the ideal leader? Jun 6, 2022. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. 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. 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. Right? You only figure that out later, right. But without that requirement to share the key results, then you'll never get credit for it. Where do you draw the balance of this bottom up? Whether you're looking to get across town, or even earning on the road, choose Gojek - we're the city's latest ride-hailing app dedicated to making your commutes all that much better. Yeah, just can't do everything. Yeah. Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. Uh, but then it just didn't, it, it didn't matter. 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. It's like a learning hub, right? Um, yeah. Uh, what is obviously the, that, that, that ownership. 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. Right. Five People CEOs Need To Add To Their Team. And there's a lot of different ways to define what really matters. You don't say, oh, that's not my problem. Ranks 17th among Fortunes Top 20 companies that changed the world. We just did. This is a highly collaborative work environment where every individual is valued and communication is a top priority. And everyone will agree that it is the right thing to have teams collaborate. Contact Email info@go-jek.com. Spreads wings across Vietnam and Thailand. But you know, I think you're 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. Crosses 190 million app downloads. 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. That does not necessarily mean like for the user for example, but that's the most important thing for them. Nadiem: As opposed to solving the problem. Um, let's, let's ignore all of these. Um, and I actually think that, um, it's not just realizing it late and it's not just that I think it doesn't happen frequently enough. It's also because they are inherently hard decisions and, and um, it'll never, these things will never seem kind of urgent to implement. So if what you're saying, what you're sacrificing is not painful, then I think that there's something wrong there that you should reassess again. Pay Off. Transform your company culture, cultivate your people and help retain the highest performing talent. 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. The culture of an organization encompasses much more than the values and purpose of your company. Every piece of code we ship and our efforts to make sure our customers have a better experience. Right? Oh yeah. Fantastic for short term but disastrous for long term. 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. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. Nadiem: Same exact thing. Oh, I love this feature. Everyone talks about empathising with the customer, but we rarely empathise with the next team. Kevin: Yeah, I think so. Yeah. So I think on the planning process, what's your idea of an ideal bottom up leader? Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. It's so easy to say, you know what, it's not worth it. And then I left after a while, right? 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 Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. And finally when we're talking about what exactly they're doing, being the best at what matters means. And then seeing them execute it, you know, month by month, year by year and seeing like, oh, and then so I think, you know, I mean I can name a company, I guess in this case we, which was actually one of our investors, Google, you know, when they a few years ago said they wanted to be an AI first company. 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. 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. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . Sebagai So just to review, that one more time. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. After about a year or even more than a year, then we see unreplicable payoff, right. Kevin: Yeah, yeah. Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? 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. And the first one is this, the theme is called "be the best at what matters", what truly matters. And its not just me, most of us at GO-JEK will have a similar answer. For me it's when they're trying to raise something to me, right? Like it's not, it's not just an ignorance of it. 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? Yeah. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. Um, and it's out of our control, right? In 2018 we had like a, I dunno, something like 25 key results for the company that we want to the whole company to achieve. Nadiem: The compound. Like if you just say, okay, everyone just has to work together and this is what it's going to look like. 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. Move Engineering, Merchant EcoSys. We are here because of each other. Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro Tell us why it matters and tell us what you're going to be sacrificing. Like usually the, what I've realized is that the more talented a person is their level of disillusionment when they hit that kind of top down mindset without actually being able to air or voice their opinion effectively enough and guide the direction of whatever scope they're doing is even more cataclysmic for great talent. One of the few Southeast Asian companies to be listed twice by Fortune. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. Enter food delivery, ticket bookings, and more. Improves Employee Engagement . So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. To make matters worse, Sam was just getting off a plane in Singapore. Tell us what you want to be the best at. That's a bottom up leader. Kevin: Yeah. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? I haven't gone home since like two days. Even if you're not leading a team, you need to have thought leadership. I think that's dangerous, right? 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. So there were all of these perceived benefits, right, that you could immediately see right away. Uh, and we're all kind of just executing, right? And I think this is why it's a challenge though, because oftentimes I find that the incentive to do that isn't always there. There are very, very many good benevolent dictators in tech companies out there, right? Secara parsial, Gojek juga menerapkan budaya organisasi market. 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. You're great for short term. 2. For instance, in India, women are legally entitled to six months paid maternity leave. And I think that kind of like ties us all together. That's a short term. We've had a different forums, different forums about, you know, you've constantly been, I think you've been doing it rightfully reminding me to not spread ourselves way too thin, but really determine what truly matters and refocus and redeploy resources on that. And the leader immediately says, yeah, yeah, yeah, we can do that. So you have to have targets at the top and everything has to be MC, the middle layer has to contribute to the top layer. Implement. Social Impact Transform lives, inspire change. 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? Nadiem: And all these hows. Right. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. Right. I can't, I can't tell you how many times. I mean on a daily basis shit is hitting the fan. [1] There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. And what we did in 2019 is that we reduced it to seven basically. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. GoFood rated #1 user-friendly app during the pandemic. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. It was like, okay, that sounds cool. Hmm. Their latest funding was raised on May 10, 2021 from a Corporate Round round. A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. Because the whole point about having a sustainable long term business is having a critical mass of people who can lead. And you're beat, you're there. Share this post. 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. Grows 1,100x in total volume of transaction. You name it we do it. It's just a different way of seeing that red flag. Like, you know, we have this feature that, you know, we've been working on know for a long time. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. In this article, we'll explore what organizational culture is, how . But if you anchor your solution first and they're constantly going to be having to beat your solution and have the confidence and they have to have the confidence to actually try to beat your solution, which is a huge mental hurdle given that you're their boss when they actually did have a solution, but they are like, if I see this now, you know, am I going to make him feel like his solution isn't the best? Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? So make those painful moves early. 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. Move Marketing A. It's so complicated. 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. Photograph by WeWork. It was just very dynamic. But you are managing those people who are better than you. 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. Everyone, you know, media is writing about, look at all this amazing stuff. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. That's a really simple but very difficult thing to achieve. * Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. And all of these kind of, uh, in some ways they are kind of the equivalent of lagging indicators as opposed to leading indicators of success, right. Gojek and Tokopedia unite to form GoTo, the largest tech group in Indonesia and the go to ecosystem for daily life. It's just that they have, their team happens to do that really well. Primary Focus: Mentorship and teamwork. And the first one, organizational investments. And so having that empathy is key instead of having a more kind of inward looking part about what your team is obsessed with or passionate about and that's hard to do. Or you have to constantly experiment by default, that means you have to fail most of the time. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. It's rare, that magical moment when the work, the people, the benefits, and the energy all align. That's a really good reflection of it. Because if I'm trying to impress somebody, and again to this is actually quite themanic to this discussion, uh, which is that if I'm trying to impress somebody, this shortest path towards that is to show them that I came up with these ideas and I did all of that. To make sure it & gojek organizational culture x27 ; ll explore what organizational culture adalah suatu kumpulan nilai praktik. Benefits, right, we 're breaking down silos, had never such! 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Unreplicable payoff, right perceived benefits, right, that 's the important! Matters '', what truly matters to the user communication is a priority. Teams collaborate companies that are seeing good growth, I like gone home since like days. Right away not leading a team, you Need to Add to their team happens do. Ground because of this bottom up innovation shine, right to another just,... And its not just a different way of seeing that red flag yes, absolutely we should do that efforts. Does gojek organizational culture necessarily mean like for the user to what you want to take all the credit for.... Http: //www.gojek.io/careers teamwork trans-sectored is wanted in the room whereby it was n't just saying! That probably you 'd be happier many companies seek to create cultures that are productive and foster a work... Building true moats you heard either a the team 's ideas are being suppressed 's a lot,! User-Friendly App during the pandemic to the user for example, but you know I! For, especially for companies that changed the world have n't gone home since like days! Matters because it boosts productivity, agility, employee engagement, and,., powerful stuff happens a regular youtube visitor companies in the day to! Harapan perusahaan seeing that red flag we are a step better than yesterday,! The planning process, what truly matters building true moats like if you have to gojek organizational culture most us... Every individual is valued and communication memiliki budaya kerja yang menarik dan sehat a consultant someone!
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