Right. Right. Tell us why it matters and tell us what you're going to be sacrificing. But, um, I think we really have to be almost obsessed with like infusing that in different parts of the company. Right. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. 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. Because it's like, okay, like clearly, you know, I am responsible for something. And therein lies the scientific and very rational approach is extremely important. GET allows me to have initiative and be creative. 1. Review the different organizational structures most commonly used. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. Well, it's hard. 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. GOJEK does ride hailing, food delivery, payments even on demand massages. Nadiem: Yeah. Sense-making has been. We just did. 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. People's incentive is to, oh, okay, my boss told me to do that. Yeah. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. I can't, I can't tell you how many times. We like to talk about things we like and talk about things we don't like. They break it down into the core values to help the employees reflects on the behaviour. Right? You want the person closest to the user or to the problem to actually decide what truly matters. 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. There are very, very many good benevolent dictators in tech companies out there, right? And then I left after a while, right? 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. 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? And that was the payoff in my mind. 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. Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. Kevin: Yeah, I think so. What is it that you are not, what is it again that you should be sacrificing even more, so. Even if you're not leading a team, you need to have thought leadership. Right. Like, like everyone will agree that yes, absolutely we should do that. But at the end of the day, you have to be a leader or somehow. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. 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. And thats the essence of working in a a dynamic engineering org like GO-JEK. Tell us what you want to be the best at. And that is actually you run into huge amounts of problems, cascading targets that way. We actually forced groups to share their key results. Yup. Yeah. Yeah. Many companies seek to create cultures that are productive and foster a positive work environment. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . 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. It's so easy to say, you know what, it's not worth it. Kevin: Well, I think it's, uh, people don't even see it as a short term, 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. So let's not talk about how to mitigate the risk, but what's the payoff at the end? Jun 6, 2022. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. 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. Everyone, you know, media is writing about, look at all this amazing stuff. So that's where the challenge I think is also kind of getting the incentives. 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? Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. 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? So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. A for those listeners that don't know where the co founders, GOJEK and, um, I think a lot to, just to kick this off, I think a lot of people talk about short term success criteria for technology companies. And the leader immediately says, yeah, yeah, yeah, we can do that. So I think on the planning process, what's your idea of an ideal bottom up leader? So when I go and say, Hey, can you do this? Kevin: I think for me, I agree with everything that you said. I think, um, there's almost a cost to it actually. All the time. Gojek - Org chart | The Org Gojek 99 Followers Overview Org chart Teams Jobs Wires Org chart Andre Soelistyo Managing Director 12 Add people Collapse David Fitzgerald CFO 0 Severan Rault CTO 0 Petrus Phoa CIO 1 Antoine de Carbonnel Chief Commercial Officer 0 Sunil Setlur Chief People Officer 0 Bruce McRae Haldane Chief Product Officer 0 Nila Marita Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. That's right. We got Nadiem and Kevin again, that's right on Go Figure podcast. You could still be somebody who's driving, you know, something, uh, executing an idea as an individual contributor that you know, is also given a lot of leeway to, to kind of, you know, have ambitious goals. 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. Nadiem: You don't have to be an asshole. And the reason why is because as the company grows, the level of complexity is so high. Company Type For Profit. I think the habit of just like, hey, like, let's do this. Oh, I love this feature. This one's good about focus and prioritization. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Right. Oh. 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. 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. Enter the Gojek app. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. Everyone talks about empathising with the customer, but we rarely empathise with the next team. Kevin: Yeah. Right? But you know with all great things, I think we've come to two kind of conclusions. 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. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. 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. I mean on a daily basis shit is hitting the fan. Bridges. 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 . 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? Nadiem: Yeah, I get it. That's a short term. GoFood becomes the world's most helpful and user-friendly app during the pandemic. 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. Bringing them together, bringing out the best in them, and enriching your company culture in the process. And then suddenly like a product just like leaps in terms of just quality, uh, you know, about like a year or two years after that. What makes a difference, though, is that each of us is willing to try. You don't say, oh, that's not my problem. And then we come to the third kind of strategic theme, which is be the best at what matters. Nadiem: They will first check or let me consult this person first or, that has something to do there. Twitter. He's like, what? After about a year or even more than a year, then we see unreplicable payoff, right. If we're just going to tell them what to do. Mario Gabriele. And, and explicitly calling it out in front of all the other product, group heads. I think actually these two parts or these two themes actually almost go hand in hand in that sense. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. 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. For instance, in India, women are legally entitled to six months paid maternity leave. I'm going to check it out first. It was, you never really kind of, you felt often times like you weren't listened to, right. That's a really hard thing to save for I would say anyone. 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. 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 ownership comes because it's your idea, right? We told them to first tell us the first part of their presentation is tell us what you're sacrificing. Um, and it's out of our control, right? Okay. Kevin: You have to almost not listen to input if you want it to kind of behave in the same fast execution, quick alignment mode. 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. Yeah. 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. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. And everyone will agree that it is the right thing to have teams collaborate. And then it's like a cascading process. Nadiem: Like they want to be the best at recommendations. 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. Thanks so much for tuning in. Unknown problems. 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. 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. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Kevin: Yeah. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Google is home to countless communities of unique people. Right. So that very act of just delaying. It's just a different way of seeing that red flag. 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. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? When you know, things are what things are good, you're growing well, you know, investors want to talk to you. Like what should they do and, and what would you give them credit for? Know our journey, and the people behind it. Move CTO S. Move Business Intelligence I. People without ego are a luxury in the current times. Nadiem: like it creates these moats. Making that extra effort to learn, listen and grow together. And what's really interesting about it is that all these hows have no short term payoffs. This is the hard part because a lot of people decided, some people may decide what they want to be the best at, is something they are deeply passionate about instead of what their end user is deeply passionate about. Right. If you're the best at everything, you're the best at nothing. It's about really encouraging bottom up innovation, which is about innovation. Yeah. We currently operate HQ offices in both Jakarta and Hangzhou, China. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. And obviously, you know. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. Kevin: Yeah, it's the how, right? Nadiem: I think that's what, that's the theme that we wanted to talk today. 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. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. 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. 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. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. Yeah. For me it's when they're trying to raise something to me, right? Kevin: Correct. Because to me that implies that either A the team's that team's ideas are being suppressed. And getting feedback from people about that. We didn't just say, you know, build bridges, break walls and then not back it up by anything. They're, they're rarely, there rarely is for any kind of organizational investments. Maybe it's your idea, you thought about this whole thing, uh, you pitched this whole thing, um, you convince somebody that this is the right path and now you're doing it right. I don't know exactly why I'm doing all this stuff. 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. For us at Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. We do our utmost to get this right. And it was, it wasn't like, oh, we have to grow this fast. To make matters worse, Sam was just getting off a plane in Singapore. The underlying cultural assumptions can both enable and constrain what an organization is able to do. Right? 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 you see this in product teams all the time, right? So make those painful moves early. And the third theme is really about building bridges and breaking walls. That does not necessarily mean like for the user for example, but that's the most important thing for them. 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. Kevin: Yeah. 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