gojek organizational culture

We all do our bit to make sure it's transparent and open to innovation. Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. Many companies seek to create cultures that are productive and foster a positive work environment. Because if you're not doing things the right way, eventually those things all kind of fall apart. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. Type 1: Clan Culture. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. We are in a fast-paced environment but I know I can slow down when I need to. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. 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. Um, and it's out of our control, right? Kevin: Correct. Nadiem: Yeah. "We had teams in DC, but no . Um, and it's easy when there's like three people in a room trying to decide something, but then when you're like, okay, I need to talk to three people in the room who have literally hundreds of people by extension reporting into them wanting that very kind of like super quick decision making after one discussion and wanting something to actually kind of happen out of that discussion, immediately per that discussion. Like I think maybe bottom up innovation is a very specific one. Right. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. Because it's easy to say, oh, those things don't matter and it's easy. 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. 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 you also have to be a very effective collaborator to do that. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . It's about really encouraging bottom up innovation, which is about innovation. Right? 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. I think coming in year three, four, five and then 10 years is exponentially greater. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. 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. Nadiem: You don't have to be an asshole. Right. I don't know why suddenly I'm so much more Kevin: Right? But what do you think is then the ideal leader? It's like a learning hub, right? The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Orders jump to 300,000 a day. 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. Ranks 17th among Fortunes Top 20 companies that changed the world. One of the few Southeast Asian companies to be listed twice by Fortune. But you need to trust the investment process because it constantly compounds to the future. That's it. So keeping it real is kind of our mantra. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. 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. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. All the time. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. Like it's not, it's not just an ignorance of it. So make those painful moves early. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. Google follows the corporate culture. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. Uh, and we're all kind of just executing, right? This is one thing that I think all companies, including ourselves are consistently terrible at consistently. Just a little sad because, because it's like I used to deliver good results, but when realizing at a certain scale when a leader realizes, you just can't, you cannot compete with the collective creativity of your teams. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. This ownership gives everyone responsibility to put their best and gives meaning to daily work. And you see this in product teams all the time, right? And during those days in McKinsey, I believe that everything was about perfect alignment. 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. I think the habit of just like, hey, like, let's do this. Nadiem: Right. GoFood rated #1 user-friendly app during the pandemic. If you kind of look at the universe of companies. So we move faster, right? I learned a bunch of stuff, but then I'm just, I'm thinking what's next? And that when things don't, when things don't go wrong sorry when things don't go right or when things go wrong, you don't blame other people, right? Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. How well and how quickly can I do it? And that was the payoff in my mind. GoFood becomes the world's most helpful and user-friendly app during the pandemic. Right. Nadiem: like it creates these moats. Oh, I love this feature. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. I feel exactly the same. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? What does that mean in terms of real business performance? The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. Trust is everything. Right. Yeah. We are here because of each other. It's basically another word for our target setting and goal setting. Nadiem: And all these hows. 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. Right? Right. You can, you can either be a people leader, but you can also be a thought leader. Company Type For Profit. Yeah. OKRs are Objectives, Key Results. It's very hard. Crosses 190 million app downloads. But at the end of the day, you have to be a leader or somehow. Like the end, Oh, you had all these ideas. And so it's very easy to kind of, you know, create that alignment and people are excited. Yeah. I guess processes if you will. 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. 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. 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. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Either that or entertainment. That's something that people consistently come up against. And this is where it also gets tricky. I think in many ways we have to sacrifice the concept of overly, number one, overly rewarding teams for their achievements of their own team only instead of the bigger group or the bigger company for that reason. Those issues happen. Like leaders need to reframe their mind. 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. What do you think is the ultimate sacrifice? The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. Listed Fortunes favorite again! So you need that forcing mechanism. 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. Let's talk about what we're not going to do. 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. Repeat. It's gonna be what where we are going to do or be our best at. There are a trove of new projects both teams are cooking up. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. 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. Kevin: So what do you think then is the, in this framework, right? It is an actual, you know, tradeoffs that you have to make and some of the trade offs you're asking about the trade offs, what's the risk of doing it, things like that. Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. I mean, we, we, I mean the last, what, four years, uh, we just kind of held on, right? Right? Right? We like to talk about things we like and talk about things we don't like. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. Right. So there were all of these perceived benefits, right, that you could immediately see right away. 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. And the leader immediately says, yeah, yeah, yeah, we can do that. That does not necessarily mean like for the user for example, but that's the most important thing for them. It's not a, it's not just a value like a core value. Yeah. Right. Kevin: Yeah. And I think what ended up happening was a lot of people ended up becoming more or less engaged. 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. 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 . Copy link. Right. And this is infused in how we run meetings and cadences. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. That makes them feel more safe. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. And the research and the data is very important as well. Enter the Gojek app. This is infused in the way we do a goal setting. Yeah. There is a cultural payoff in an organization for helping another group out or another team out even though it doesn't directly fall under yours, but we took some forcing like some really, really interesting policy changes from processes that we took forth as a result of this. 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. Indonesian technology company. Building a strong organizational culture is a long journey, one that requires exceptional focus and consistency between the various layers (from beliefs to rituals, from heroes to symbols . I think, um, I think what we've seen, are there's a different flavors of it. Test. 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. But, um, I think we really have to be almost obsessed with like infusing that in different parts of the company. It defines and creates a unique environment to work in. GOJEK does ride hailing, food delivery, payments even on demand massages. 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. . I think a lot of people are or a lot of listeners are wondering like is it really worth it? Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. And getting feedback from people about that. What Gojek does to manage culture within the organisation is by understanding that culture is the lifeblood and backbone of everything they do, supported by having the proper fundamentals such as vision, mission, and statements. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. And look, hey, you're a new father, right? It's all fun and Games until you get that decision wrong. It's rare, but it is possible. 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. 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. And this is a theme around focus. 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? Kevin: And so you see like the, that payoff, right? For me, its the people. There might be some misalignment and what teams are doing versus each other. I'm going to check it out first. Parameters - Brand loyalty, media engagement, and CSR. Yes. 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. Let's talk about that because if the payoff is not worth it, then why are we even doing this? Rather than being the guy or the girl who has all the ideas. Nadiem: Right. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. 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. Thats one of the fastest in the world. GoFood rated #1 user-friendly app during the pandemic. And, and as leadership, we had no idea that this is such a big problem. And there's a lot of different ways to define what really matters. I don't know exactly why I'm doing all this stuff. 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. Spreads wings across Vietnam and Thailand. Nadiem: And why is that a bad thing? Yeah. Outro: Hey guys, hope you enjoy the podcast. Like what should they do and, and what would you give them credit for? And I think for most bosses it's easy to fall into that trap as well. Right. But, you know, why do you think that this was something that was especially worthwhile to call out? But it's how far are you willing to go to kind of make that happen? 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. 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? Right. Kevin: Yeah. The Competing Values Framework describes value systems based on two main dimensions. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . It's so easy to say, you know what, it's not worth it. That's a really simple but very difficult thing to achieve. Category - Community and Industry Engagement. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. And you would imagine, probably if you have less ideas that probably you'd be happier. It is the only company in southeast asia that is included in fortune 's 50 companies that changed the world in 2017 and 2019, ranked at 17 and 11, respectively. And what's really interesting about it is that all these hows have no short term payoffs. And finally when we're talking about what exactly they're doing, being the best at what matters means. The culture of an organization encompasses much more than the values and purpose of your company. 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. Facebook. Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro Right? That's a bottom up leader. I think, um, there's almost a cost to it actually. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. Hope you enjoy it. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. 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. To the point of what's sustainable. You say, yeah, that's, you know, I'm going to solve it. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Because they're closer to the problems. It's like, okay, if I am the leader here, I am the most senior person within this group of other people and I am not the one who's coming up with the ideas and I am not the one that's getting credit for making the right calls or coming up with the right ideas, then what is my value? Nadiem: Yeah. Yup. We're all about that. Bringing them together, bringing out the best in them, and enriching your company culture in the process. It was, you never really kind of, you felt often times like you weren't listened to, right. And then we come to the third kind of strategic theme, which is be the best at what matters. The underlying cultural assumptions can both enable and constrain what an organization is able to do. 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. We dont claim to know what it takes to build a culture that can scale. For us, it is about distributing ownership to everyone in the team. Like, like everyone will agree that yes, absolutely we should do that. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. 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. You don't have a top down a way of working. They decided like, okay, we're going to tackle this. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? Right. Like instead of going up, Oh Kevin, you've got this major issue with allocation in this one city, I need you to immediately pump up incentives right now by this percent so that we can hit a BCR of this percent. Build shared values. Innovation is the sacrifice really. And that's a very powerful statement. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. Be happier a core value, UN Women 2020 Asia Pacific Women Empowerment gojek organizational culture awards have ideas! 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