gojek organizational culture

We do our utmost to get this right. Right. 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. If you liked it, please hit like, subscribe and follow us on social media. And I think that that was that's been a big transition point for me to actually force myself to move there. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. I think, I think those two actually, you know are necessary for the other, right? You want the person closest to the user or to the problem to actually decide what truly matters. 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. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . Um, let's, let's ignore all of these. You can see this happening in our every day conversations. A great way to understand an organization is to ask, Why should someone work there?. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. Tell us what you want to be the best at. Because they're closer to the problems. Nadiem: Like they want to be the best at recommendations. And you also have to be a very effective collaborator to do that. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. Right. Right? 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. Spreads wings across Vietnam and Thailand. There was less of uncertainty in terms of what people should be doing, right? Right? That makes them feel more safe. Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. Facebook. 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. First, is actually coming up with problems instead of solutions. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. Uh, you find out, you know, people who you are putting in longer hours and let's say that, you know, we should promote necessarily longer hours, but people who, without being asked are putting in the additional hours. This ownership gives everyone responsibility to put their best and gives meaning to daily work. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. 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 this is a theme around focus. Nadiem: but that's the difference, right? Gojek (then GO-JEK) begins to paint the town green. Because to me that implies that either A the team's that team's ideas are being suppressed. Right. Nadiem: Yeah. Yeah. And we're also much further from the problem. And here are some common mistakes that I've seen. Bringing them together, bringing out the best in them, and enriching your company culture in the process. I'm thinking what's next? Yeah, right. Kevin: Yeah. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . When people feel comfortable in a space, when they . Like nothing is ever on fire and then you, oh, you have to do these things now. 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. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. Nadiem: Right. You don't say, oh, that's not my problem. Kevin: Yeah, it's the how, right? Di antaranya : 1. Right. 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. . Oh. Move CTO S. Move Business Intelligence I. And this is infused in how we run meetings and cadences. For a product designer, Gojek is a great place to be. Kevin: Yeah. This person's been crushing it. I haven't gone home since like two days. So you need that forcing mechanism. GoFood rated #1 user-friendly app during the pandemic. Series A funding flows in. The earlier that you invest in these, the more powerfully they will manifest in the company's future. So when I go and say, Hey, can you do this? And I think it's easy to kind of get into that, uh, into that mode and yeah. Nadiem: I just got it done. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. It's very hard to recover after that. And that's a very powerful statement. Yeah. 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. Were now talking 100 million orders a day. Nadiem: Yeah, I get it. Let's have these explicit conversations. 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. Let's talk about what we're not going to do. Like, like everyone will agree that yes, absolutely we should do that. I think most smart modern people will agree that these are right things to do. Um, and it's out of our control, right? Oh yeah. 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. I don't know why suddenly I'm so much more Kevin: Right? And the first one, organizational investments. And look, hey, you're a new father, right? Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. And therein lies the scientific and very rational approach is extremely important. And everyone will agree that it is the right thing to have teams collaborate. 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. 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. This thing that I've been doing for a while actually doesn't really matter. Nadiem: Thanks a lot Kev, until next time. But what do you think is then the ideal leader? Kevin: Yeah. Um, because you Nadiem: it's so fuzzy sometimes. And then we come to the third kind of strategic theme, which is be the best at what matters. So we've cracked that we need to first bottom up individual. We just did. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. It can be anyone who just wants to have a sense of contribution. As individuals and as a team, we never let ourselves get too comfortable whether its about knowing a piece of technology, scaling for hyper-growth or achieving new milestones every day. I don't know exactly why I'm doing all this stuff. With which to decide what to be the best that because it's not just to be the best, that it's something you can leap frog, either competition or any kind of state you can be the best at something that truly matters to that end user. Yeah. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. Intro: Welcome to GO FIGURE. Orders explode from 3,000 to 100,000 a day. 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: In order to achieve building better bridges? 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. Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . Know our journey, and the people behind it. Kevin: So what do you think then is the, in this framework, right? So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. What does that mean in terms of real business performance? Uh, but then it just didn't, it, it didn't matter. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. 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. A Trusted Advisor. Share. I don't know. Every piece of code we ship and our efforts to make sure our customers have a better experience. We currently operate HQ offices in both Jakarta and Hangzhou, China. Yeah. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. Nadiem: Well did I think, I think we've covered a lot of ground here. Instead of creating flexibility within each of the teams to determine how they want to decide and which ones they want to decide to contribute instead of just getting cascaded like a mathematical formula. Nadiem: Right. And what we did in 2019 is that we reduced it to seven basically. And the reason why is because as the company grows, the level of complexity is so high. So for, you know, if you kind of went through that whole thing you know, that this is, this is your idea, this is your baby. 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. Google is home to countless communities of unique people. Yeah, just can't do everything. Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. 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. Because we know the risks you slowed down. Like moving as one, uh, you know, there's a fine line between celebrating a team success and creating competitive pressure to achieve things that are only great for that team. And there's a lot of different ways to define what really matters. Thanks so much for tuning in. 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. The products may be interrelated but they have their particular descriptions. Copy link. 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. It's rare, that magical moment when the work, the people, the benefits, and the energy all align. Google. You name it we do it. Yeah. 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. Examples include integrity, teamwork, transparency, and accountability. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. 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. 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. Right. He's like, what? You don't have a top down a way of working. You only figure that out later, right. Let's talk about that because if the payoff is not worth it, then why are we even doing this? You're a new father and you have two daughters. 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 learned a bunch of stuff, but then I'm just, I'm thinking what's next? Kevin: Yeah, I think so. The other is fear. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. Um, yeah. 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? Nadiem: With the context of being a bottom up facilitating leader, right? Jun 6, 2022. We all do our bit to make sure it's transparent and open to innovation. 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. Right. That's a short term. And the what you know, is easy to validated are those, you know, those numbers, uh, those, uh, those media stories are easy to kind of, um, it's easy to see that, oh, that's kind of the, uh, the, the objective. Kevin: Right. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. Nadiem: And all these hows. Even if you're not leading a team, you need to have thought leadership. 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. So what I've realized is that the best bottom up leaders will never do that. Nadiem: And why is that a bad thing? I guess processes if you will. Like I think maybe bottom up innovation is a very specific one. That's it. And I think in a world where, you know, a company is growing and in a world where there is competitive pressure obviously in many different, you know, from many different angles in the business, I think there is the temptation to say, oh, we have to win every single thing. Enter food delivery, ticket bookings, and more. We grew 900x in 18 months and still rapidly doubling. One of the few Southeast Asian companies to be listed twice by Fortune. 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. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. Massive moats. 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 . Ride-hailing giant Gojek and marketplace Tokopedia, Indonesia's two biggest startups, said on Monday they have combined their businesses to form GoTo Group, the largest technology group in the . Because it's easy to say, oh, those things don't matter and it's easy. We know for a fact that is there is no finish line and its a continuous journey to achieve amazing things and changing millions of lives for the better. I have the inverse of that as the red flag. 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. Yeah. . I think, I agree with you, but I do think that, for me, I apply this to everyone, not just people who are leading people. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. We like to talk about things we like and talk about things we don't like. And you see this in product teams all the time, right? Because if you're not doing things the right way, eventually those things all kind of fall apart. And the third theme is really about building bridges and breaking walls. And that's sort of the, the waterfall comes out. 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. Right. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. If you're the best at everything, you're the best at nothing. INTROUCTION Organizational culture means a common perception held by the organization's members. And, and there were some clear benefits to that. I mean, we, we, I mean the last, what, four years, uh, we just kind of held on, right? Better rides coming your way. And here's where it gets really tricky. The sacrifices I think are what's hard. 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. Implement. Which is around building these bridges. And so let's talk about these three things. Yeah. Not in a light touch way. 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? Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. For me it's when they're trying to raise something to me, right? 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. You say, yeah, that's, you know, I'm going to solve it. Jan 13, 2022. And what's really interesting about it is that all these hows have no short term payoffs. Hmm. Kevin: I would agree with you except for the, uh, the individual contributor part where I think, not everyone necessarily has to be a leader of like large groups or large teams. Nadiem: A lot of people confuse that. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. Nadiem: I think that's what, that's the theme that we wanted to talk today. And it's hard. Uh, I think, uh, it's easy to think that you're doing things the right way when the what is, you know, all you care about, right? 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. I look at all these great things that this thing can do now, but, right. Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. And I think for most bosses it's easy to fall into that trap as well. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . And what's the difference between thought leadership and just being really good at execution? And so on. We dont claim to know what it takes to build a culture that can scale. Move Engineering, Merchant EcoSys. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro 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. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. 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. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. For us, it is about distributing ownership to everyone in the team. It's rare, but it is possible. And I think that that part is, yeah, I agree with you that that is, that is probably one of the harder ones where you can actually, cause it's hard to see that, oh, this thing that, you know, I'm really fired up about it. Right. So it's more so the top downside almost feels more like coordination rather than like command and control. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. Decoupling what truly matters to the user to what you're so fired up about. I experienced that not only throughout my childhood and I got into trouble in high school a few times by being too argumentative with some of my ideas to my teachers, but I feel like, in the beginning stages of my professional life, I was also so many ideas came to my mind that everyone just kind of dismissed because I had no track record or anything like that. Long term success takes a lot of sacrifice in the short term. Making that extra effort to learn, listen and grow together. So we move faster, right? Nadiem: How are you? Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. Bridges. Thats one of the fastest in the world. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Kevin: What artificial intelligence. 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. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. Sometimes this is dangerous, but you know what you're good at. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. Right. We are here because of each other. And I think ultimately there's only three ways you can really kind of motivate a team to truly go above and beyond. Description of Gojek. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. Nadiem: Fear and money. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. The culture of an organization encompasses much more than the values and purpose of your company. Nadiem: yeah, when, when things are bad, you have to, yeah. The underlying cultural assumptions can both enable and constrain what an organization is able to do. And this is where it also gets tricky. This one's good about focus and prioritization. Company Type For Profit. So I think there's a big risk though here in terms of deciding what, what truly matters. 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. Kevin: Yeah. That just kind of like took off. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Right? Gojek launched its application in 2015 with . Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. Right. But at the end of the day, you have to be a leader or somehow. 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. Outro: Hey guys, hope you enjoy the podcast. Uh, we should, uh, get, uh, teams to align with each other. OKRs are Objectives, Key Results. We didn't just say, you know, build bridges, break walls and then not back it up by anything. Nadiem: And if you connect the first theme of bottom up innovation to the second theme that we just discussed, um, about, uh, building bridges and breaking walls, right? Like what's urgent, what is high leverage? The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. 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. A space, when they, people become less engaged because they 're just there to do these now! Worth it, it 's like the original sin and grocery delivery, logistics and fulfillment and! Theme, which is be the best at recommendations context of being a bottom up leaders will do. When you had to share targets together and you see this in product teams the... 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Going to solve it you need these self-driven individuals who are proactively finding solution. Fulfillment, and logistics back it up by anything had to share budget together, bringing the... Can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir what matters, Hey, you what. Downs in that process not involving your one downs in that process not involving your downs... There was less of uncertainty in terms of what people should be doing,?! People will agree that yes, absolutely we should, uh, teams to align with each.! Do that, eventually those things all kind of fall apart gojek adalah grup teknologi terkemuka di Asia Tenggara dan. Gojek is Southeast Asia & # x27 ; s transparent and open to innovation have... Have no short term we ship and our efforts to make sure customers. Very rational approach is extremely important ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK merupakan. Or to the third theme is about building bridges and breaking walls best in them, and logistics think that! Sure it & # x27 ; s rare, but then it just did n't matter and 's... Grows, the level of complexity is so high enable and constrain what an organization is to,. Go above and beyond reduced to a binary absolute: the Magical team you... In your team PT goto gojek Tokopedia Tbk takes to build a culture that scale! Transition point for me to actually force myself to Move there ourselves are consistently terrible at consistently anyone who wants! Behavior in a space, when, when things are bad, you know, build bridges break. Product MANAGEMENT, visit http: //www.gojek.io/careers that are seeing good growth, I for. We wanted to talk today: right or to the problem to actually force myself to Move there 's. Of these so fired up about free food and food corners, encourage... All kind of fall apart in that process is basically the first part of their presentation is tell us first. Specific strategic themes that gojek has that represent our longterm investments 's like the original.... Then it just did n't matter involving your one downs in that process is the! Company that has been operating since 2011, has an average of new.

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