This ownership gives everyone responsibility to put their best and gives meaning to daily work. Rather than being the guy or the girl who has all the ideas. Move Engineering, Merchant EcoSys. 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. I can't, I can't tell you how many times. Let's talk about that because if the payoff is not worth it, then why are we even doing this? Were now talking 100 million orders a day. Yeah. 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. 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. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. And there's a lot of different ways to define what really matters. Right. And they adopted that policy around all of our markets. Like if imagine trying to start another just general video sharing platforms. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Because if you're not doing things the right way, eventually those things all kind of fall apart. 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. Like I was pretty significant percentage requirement minimum. Yeah. Kevin: Yeah. It's like the favorite catch word. You don't say, oh, that's not my problem. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. Right? Gojek has raised a total of $5.3B in funding over 13 rounds. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. I know it seems kind of like, I dunno, uh, almost administrative in a way, but I think those details of like, oh, this is infused in the way we do performance management. Clocks 3,600x growth in 18 months. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. Nadiem: Which is super hard, being in a tech company with running like hundreds of experiments at the same time, by default, things have to fail.The majority of things have to fail. 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. 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? This person's been crushing it. But, um, when you just kind of see that that is the, that as the ultimate objective, the be all end all, um, it becomes easy then, you know, when you're building a company to just optimize for those things and what are the things that get you those things immediately? Yes. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. Once their solutions have come up, you can then bring your solutions to the table and then that's a free and open, transparent marketplace of ideas. Because to me that implies that either A the team's that team's ideas are being suppressed. Nadiem: Well did I think, I think we've covered a lot of ground here. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. Google is home to countless communities of unique people. And, and as leadership, we had no idea that this is such a big problem. But, you know, why do you think that this was something that was especially worthwhile to call out? Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. And that is actually you run into huge amounts of problems, cascading targets that way. And then I left after a while, right? People without ego are a luxury in the current times. Improves Employee Engagement . We grew 900x in 18 months and still rapidly doubling. Some, some people we used to call it and management consultant and we used to call it KPIs. To the point of what's sustainable. Innovation is the sacrifice really. 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. Kevin: Yeah. WeWork Calle 26 # 92-32 in Bogota, Colombia. The lower layer has to contribute to the middle layer. And we did this right in our, in our recent kind of OKR setting exercise, instead of, you know, us as co-founders, kind of just challenging targets, etc. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. It's going to do, you know, I'm going to do whatever, you know some, someone told me and, and I think you know, you, you also have smart people who kind of, or smart people who also fall in that category. And to your point I thought was really interesting, this whole notion about this, it's all fair and good until you get, until you select the wrong thing to be the best at. After about a year or even more than a year, then we see unreplicable payoff, right. Implement. 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. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. Right? But you need to trust the investment process because it constantly compounds to the future. 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, like everyone will agree that yes, absolutely we should do that. Better rides coming your way. 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. Kevin: Yeah. Secara parsial, Gojek juga menerapkan budaya organisasi market. 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. But, um, I think we really have to be almost obsessed with like infusing that in different parts of the company. I think most smart modern people will agree that these are right things to do. So it's more so the top downside almost feels more like coordination rather than like command and control. 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. Read writing about Culture in Life at Gojek. There was less lack of clarity in what product teams need to prioritize because their leader's just prioritize for them or we prioritize a for them. Orders explode from 3,000 to 100,000 a day. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. 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? Nadiem: The compound. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. 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? Innovation Solve problems at scale. 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. Nadiem: Do you think there's a correlation to, you know, the level of quality of talent and how demotivated they get with top down management? Where do you draw the balance of this bottom up? Right. And here are some common mistakes that I've seen. So we've cracked that we need to first bottom up individual. Yeah. 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? 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? Hmm. But without that requirement to share the key results, then you'll never get credit for it. Yeah. What do you think is the ultimate sacrifice? That must be shared with another group. I look at all these great things that this thing can do now, but, right. It was good. Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . So we move faster, right? Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Yeah, very, very powerful stuff happens so you have to back it up. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. Yeah. And it's hard. Right. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. 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. What makes a difference, though, is that each of us is willing to try. Welcome to Gojek's Bangalore office! Google's mission is to organize the world's information and make it universally accessible and useful. And then we come to the third kind of strategic theme, which is be the best at what matters. We are in a fast-paced environment but I know I can slow down when I need to. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. 1. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. Investment Stage Late Stage Venture. But it's also about having the best ideas on the solutions because that's your thing. Nadiem: That's super interesting. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. For instance, in India, women are legally entitled to six months paid maternity leave. So I think that would be my one. They just had a way or a means to communicate through bottom up. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. And I think that's very important to him to codify it. Thanks so much for tuning in. 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? You say, yeah, that's, you know, I'm going to solve it. Company Type For Profit. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. I think, um, I think what we've seen, are there's a different flavors of it. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. 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. 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. 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. Crosses 190 million app downloads. So it's funny, it's almost the same thing. 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. And that's how we grew really fast. How well and how quickly can I do it? Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. 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. Hmm. 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. 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 CTO S. Move Business Intelligence I. Yeah. Google. To make matters worse, Sam was just getting off a plane in Singapore. 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. And, and explicitly calling it out in front of all the other product, group heads. Um, let's, let's ignore all of these. Which is around building these bridges. Nadiem: And why is that a bad thing? Sebagai And you're beat, you're there. And this is infused in how we run meetings and cadences. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. And the first one is this, the theme is called "be the best at what matters", what truly matters. We need to tap into the collective creativity and power of our teams. Right? Ranked #11 on Fortunes top 50 companies that changed the world. 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. Kevin: Right. 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. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? I don't have to think, because as long as I said my boss did it, I'm safe. Nadiem: A lot of people confuse that. There was less of uncertainty in terms of what people should be doing, right? The culture consists of an established framework that guides workplace behavior. Everyone talks about empathising with the customer, but we rarely empathise with the next team. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. Copy link. A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. 2. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. 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? 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. 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. They're, they're rarely, there rarely is for any kind of organizational investments. Who says change needs to be hard? 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. Tell us why it matters and tell us what you're going to be sacrificing. Kevin: Yeah. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. Yeah. But you know, I think you're right. Right. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. Kevin: Correct. It's like a learning hub, right? The products may be interrelated but they have their particular descriptions. It also depends on what department, what function, what rate of urgency there is. That should be like a fundamental kind of mechanism that happens. Because they're closer to the problems. In all companies. Yeah. But that enabled this OKR setting process to be much more bottom up. 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. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. Nadiem: In order to achieve building better bridges? Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. So that very act of just delaying. Yeah. And the leader immediately says, yeah, yeah, yeah, we can do that. You cannot compete with that brain power and a lot of leaders can't let that go. Tell us what you want to be the best at. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. 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. Right. You can, you can either be a people leader, but you can also be a thought leader. I think the habit of just like, hey, like, let's do this. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. Let's have these explicit conversations. 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. Does it happen because people's incentive is not for better decision making, right? 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. We are here because of each other. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. Nadiem: Same exact thing. Phone Number +62 21 50251110. Or like hit a reliability rate of X percent. And everyone will agree that it is the right thing to have teams collaborate. [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. 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. We're all about that. Um, yeah. 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 . However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. There might be some misalignment and what teams are doing versus each other. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. Nadiem: Yeah. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. Or you have to constantly experiment by default, that means you have to fail most of the time. 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. Maybe I 've seen, are there 's three specific strategic themes that Gojek has that represent our longterm.. I left after a while, right long as gojek organizational culture said my boss did it, why... Over 13 rounds idea that this thing can do attitude, berimprovisasi, mencoba sesuatu berbeda! And you 're not doing things the right thing to have teams collaborate I.: in order to achieve building better bridges in different parts of most. 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