Description of Gojek. Examples include integrity, teamwork, transparency, and accountability. And I think for most bosses it's easy to fall into that trap as well. Culture matters because it boosts productivity, agility, employee engagement, and innovation. Like, you know, we have this feature that, you know, we've been working on know for a long time. Right. Like I think maybe bottom up innovation is a very specific one. Right? How well and how quickly can I do it? And it's hard. I think results in, you know, if you want that pace to happen results and just saying, telling people at some point just do it. 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. Today, we're gonna talk a little bit about some things that matter very much personally to us in terms of the philosophy of building a long term sustainable successful business. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. We just did. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. And the third is some material incentive, right. Trust is everything. 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. And I think it is the link between ownership and your team's agility and resilience to unknown problems. And I think out of, at least for, you know, all the companies that I admire. Enter food delivery, ticket bookings, and more. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. Do you understand what the objective was? Right. It's all fun and Games until you get that decision wrong. And they adopted that policy around all of our markets. 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. Nadiem: Yeah, I get it. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. 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. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. Right. Building shared valuesand living those valuesis the bedrock of good corporate culture. That must be shared with another group. I don't know. Ranks 17th among Fortunes Top 20 companies that changed the world. I feel exactly the same. Mario Gabriele. You, you left. Series F funding from Google, Tencent, JD.com and Mitsubishi. 1. Then you know, it's kind of hard being in a tech company. Yeah. I think actually these two parts or these two themes actually almost go hand in hand in that sense. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. It defines and creates a unique environment to work in. Read writing about Culture in Life at Gojek. Well, some of the risk is that you actually slow down some of the key initiatives because you realize that other teams require, you sacrifice a little bit of your ego in a team in exchange for helping out a partner group or buddy elsewhere. This one's good about focus and prioritization. Right. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. 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. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? 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 . 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. Like I've seen this be a pretty consistent theme where you know, I'm always shocked when I hear the amount of effort and depth a lot of your leaders I've seen in many other companies put into their people put in to their organization that don't have like payoffs this week or next month or might be at best to be something like, oh, next quarter, you know, this is going to be great. 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. Right. Share. 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. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. It can be anyone who just wants to have a sense of contribution. But what, what about ownership makes sustainably successful teams? Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. You can't just, you can't just throw it out there. Who says change needs to be hard? 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. Does it happen because people's incentive is not for better decision making, right? Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. And you know, let's, let's focus on, you know, other things. Just like saving a dollar every day. Bridges. 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. Facebook. The three pillars of Gojek Speed Move fast, push boundaries. Motto: "We're all in this together.". In a hyper-growth organization like GO-JEK, technology plays a vital role. Right? And so let's talk about these three things. Uh, but then it just didn't, it, it didn't matter. Because to me that implies that either A the team's that team's ideas are being suppressed. 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. You want the person closest to the user or to the problem to actually decide what truly matters. 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. Gojek becomes Indonesias first unicorn. An organization's core values describe how group members should treat one another, how employees can expect to be treated, and what central values everyone at the company shares. Nadiem: Right. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . And that's sort of the, the waterfall comes out. 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. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. I can't, I can't tell you how many times. 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. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. 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. Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. Kevin: Correct. The products may be interrelated but they have their particular descriptions. Yeah. You don't say, oh, that's not my problem. Copy link. Gojek and Tokopedia unite to form GoTo, the largest tech group in Indonesia and the go to ecosystem for daily life. And this is infused in how we run meetings and cadences. Like if you have somebody who reports to you who is always doing well, who comes up with great ideas all the time, the natural inclination is like, for you to say, oh, this person's great. Category - Community and Industry Engagement. 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. There are a lot of myths out there that we want to dispell. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. Kevin: Yup. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. So that's where the challenge I think is also kind of getting the incentives. You name it we do it. He's like, what? I think the habit of just like, hey, like, let's do this. 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. 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. This isnt to say that we dont disagree like any group of passionate, opinionated people, we disagree often. Gojek | 832.890 pengikut di LinkedIn. And I think it's easy to kind of get into that, uh, into that mode and yeah. We like to talk about things we like and talk about things we don't like. We all do our bit to make sure it's transparent and open to innovation. Telkomsel and Telkomsel are the most recent investors. Yeah, right. That's it. 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. Because you understand the whole logic of like, why you made these decisions. Google's mission is to organize the world's information and make it universally accessible and useful. Right. It was fun. It's about being the best at what truly matters, which is about a focus. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. 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. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. And then I left after a while, right? Nadiem: Debatable. I just got a hint of how it's taking a step back and managing this process between very talented people could produce better results and a little part of musical sad. It's just that they have, their team happens to do that really well. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. And this is where it also gets tricky. But for either reason, it just keeps guessing what I want to do next. Because we know the risks you slowed down. Move Engineering, Merchant EcoSys. Gojek has made 13 investments. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Yeah. Being part of this journey is nothing short of exhilarating. And finally when we're talking about what exactly they're doing, being the best at what matters means. So we've cracked that we need to first bottom up individual. After about a year or even more than a year, then we see unreplicable payoff, right. 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. 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. But without that process, we wouldn't have known. For me, its the people. WeWork Calle 26 # 92-32 in Bogota, Colombia. Photograph by WeWork. GoFood rated #1 user-friendly app during the pandemic. Type 1: Clan Culture. 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