gojek organizational culture

The content in this post has been approved by Gojek.. Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. Right. Like it's not, it's not just an ignorance of it. And that's a very powerful statement. Right. What makes a difference, though, is that each of us is willing to try. This is a good segue to the other theme. 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. That's a really hard thing to save for I would say anyone. 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? Share this post. Evaluate. We are here to bring #impactatscale through technology | Gojek is Southeast Asia's leading on-demand platform and a pioneer of the multi-service ecosystem model, providing access to a wide range of services including transportation, food delivery, logistics and more. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. And what's really interesting about it is that all these hows have no short term payoffs. Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. That's right. That's, I think the first thing. Nadiem: yeah, when, when things are bad, you have to, yeah. Right? Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. In a hyper-growth organization like GO-JEK, technology plays a vital role. So we've cracked that we need to first bottom up individual. It's like a learning hub, right? A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. 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. Right? We currently operate HQ offices in both Jakarta and Hangzhou, China. Gojek is founded on the principle of using technology to remove life's daily frictions by connecting consumers to the best providers of goods and services in the market. Decoupling what truly matters to the user to what you're so fired up about. 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. First, is actually coming up with problems instead of solutions. Right. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. Yeah. 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: You have to almost not listen to input if you want it to kind of behave in the same fast execution, quick alignment mode. Secara parsial, Gojek juga menerapkan budaya organisasi market. Number of Exits 3. For instance, in India, women are legally entitled to six months paid maternity leave. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. 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? There are a trove of new projects both teams are cooking up. You only figure that out later, right. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. So I think on the planning process, what's your idea of an ideal bottom up leader? Today, Gojek has transformed into a "Super App": a one-stop platform with more than 20 services, connecting users with over 2 million registered driver-partners, and 500,000 GoFood merchants - with a total of more than 170 million total downloads across the region. You can't just, you can't just throw it out there. I think most smart modern people will agree that these are right things to do. And then I left after a while, right? We all do our bit to make sure it's transparent and open to innovation. Easy, easy things to say no don't count. Right? So I think that would be my one. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. If we're just going to tell them what to do. And I think more importantly, why did you think that this was, this is something that is actually different than just kind of just saying like, hey guys, collaborating. 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. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. 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. The recommendations are just amazing, right? Nadiem: Like they want to be the best at recommendations. Yup. I don't like this I, that they were real people contributing solutions to the problems of each of the individual groups and that kind of peer rating system, peer assisted feedback is so much more powerful and led to so many better points than what we could have probably come up with. 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. Gojek becomes Indonesias first unicorn. 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. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Right. Kevin: Yeah. If you liked it, please hit like, subscribe and follow us on social media. Gojek Engaged Employer Overview 1.1K Reviews 48 Jobs 796 Salaries 301 Interviews 323 Benefits 16 Photos 545 Diversity + Add a Review Gojek Employee Reviews about "org structure" Updated Oct 28, 2021 Find Reviews Clear All Full-time, Part-time English Filter Found 15 of over 1K reviews Sort Popular Popular COVID-19 Related Highest Rating And what's the difference between thought leadership and just being really good at execution? Yeah. Kevin: Yeah, I think so. But what, what about ownership makes sustainably successful teams? I think, um, there's almost a cost to it actually. 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. Nadiem: And why is that a bad thing? 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. As a pioneer, Go-Jek has to gain consumer . Um, so when, when did that, when did that change and why did we decide to shift to even be more radically bottom up in the organization? Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. Right? Kevin: Yeah, totally. Five People CEOs Need To Add To Their Team. 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. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. The other is fear. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. And that inherently blocks bottom up because it means that the people under this person can rise up because then they never get the credit that they deserve. So keeping it real is kind of our mantra. And this is infused in how we run meetings and cadences. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. But it's how far are you willing to go to kind of make that happen? 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. A Trusted Advisor. 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. Being part of this journey is nothing short of exhilarating. Nadiem: Yeah. Which used to be our criteria back in the day. Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? Innovation Solve problems at scale. That makes them feel more safe. Unknown problems. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. I was just labeled a dreamer all the time. 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. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Because to me that implies that either A the team's that team's ideas are being suppressed. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. Gojek (then GO-JEK) begins to paint the town green. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Series A funding flows in. 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. So this theme is about focus. I don't know exactly why I'm doing all this stuff. * Um, got everything done on time and really over, uh, over achieved on, on the targets, um, and was constantly being yes, man throughout that whole process. 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. 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. Rather than being the guy or the girl who has all the ideas. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Innovation is the sacrifice really. You don't say, oh, that's not my problem. Grows 1,100x in total volume of transaction. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. Yeah. To make matters worse, Sam was just getting off a plane in Singapore. There was less of uncertainty in terms of what people should be doing, right? 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. Nadiem: like it creates these moats. Their most recent investment was on May 12, 2021, when CEO PT. And then it's like a cascading process. Like I think maybe bottom up innovation is a very specific one. Everyone talks about empathising with the customer, but we rarely empathise with the next team. 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? And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. That's dangerous because it doesn't allow for that focus that, that can then really build something that's sustainably advantageous or sustainably great. Yeah. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. It was good. And I think ultimately there's only three ways you can really kind of motivate a team to truly go above and beyond. Because it's easy to say, oh, those things don't matter and it's easy. I don't know. Right? 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. Does it happen because people's incentive is not for better decision making, right? Everyone, you know, media is writing about, look at all this amazing stuff. Because you understand the whole logic of like, why you made these decisions. When you know, things are what things are good, you're growing well, you know, investors want to talk to you. 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. 1. Review the different organizational structures most commonly used. And you also have to be a very effective collaborator to do that. I'll set up elsewhere and the inverse part is to create an incentive or at least a cultural incentive to help out other teams, so breaking down silos, there's a payoff to it, right? Gojek has made 13 investments. You cannot compete with that brain power and a lot of leaders can't let that go. We occupy 3 floors of a building in Bangalore's Diamond. Right. 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. Kevin: I agree. 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? Parameters - Brand loyalty, media engagement, and CSR. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. Google. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. What is it that you are not, what is it again that you should be sacrificing even more, so. Implement. 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. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. Google follows the corporate culture. Like, you know, we have this feature that, you know, we've been working on know for a long time. Gojek | 832.890 pengikut di LinkedIn. And you see this in product teams all the time, right? Kevin: Yeah, it's the how, right? Questioning authority was not, you know, something that was viewed positively and, but then how did you feel in terms of, you know, the things that you did, uh, with respect to that authority? Right. Making that extra effort to learn, listen and grow together. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. You say, yeah, that's, you know, I'm going to solve it. And everyone will agree that it is the right thing to have teams collaborate. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. Improves Employee Engagement . Kevin: Yup. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. 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. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. They break it down into the core values to help the employees reflects on the behaviour. GoTo Group is the largest digital ecosystem in Indonesia, with a mission to "empower progress" by offering technology infrastructure and solutions that help everyone to access and thrive in the digital economy. 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. [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. But you are managing those people who are better than you. Right? That's just noise. You understand the key results that you were trying to achieve. Uh, what is obviously the, that, that, that ownership. And that is actually you run into huge amounts of problems, cascading targets that way. Um, because you Nadiem: it's so fuzzy sometimes. There are very, very many good benevolent dictators in tech companies out there, right? Yeah. You want to be the best that what truly matters must be passion agnostic. 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. It was just very dynamic. Were now talking 100 million orders a day. Google's mission is to organize the world's information and make it universally accessible and useful. Kevin: Yeah. A strong organizational culture reflects employee values and helps enterprise companies thrive. It's just that they have, their team happens to do that really well. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? Right? And then we come to the third kind of strategic theme, which is be the best at what matters. We grew 900x in 18 months and still rapidly doubling. It's so complicated. Like what should they do and, and what would you give them credit for? 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. Facebook. Transform your company culture, cultivate your people and help retain the highest performing talent. Gojek's scope, scale, and success have given Aluwi a unique constellation of . and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. In this article, we'll explore what organizational culture is, how . But in the bigger scheme of things, it's not what truly matters to their end user. 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. Kevin: That's right. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. Hmm. 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. Right? Nadiem: Right. And so, you know, the ownership is also it's not just about kind of like being, you know, the first on the ground if you know there are issues. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. But they rationalize how they're going to help achieve that metric as opposed to we set these very prescriptive targets and goals and then each then the, the groups take it on and then the sub-groups take it on. I think, um, I think what we've seen, are there's a different flavors of it. Yeah. It is possible to create organizational structures that are tailored to the needs of specific businesses and industries based on functions, markets, products, geographies, or processes. That's the ritual of, share the problem, ask them for a solution and then throw, even if you do have an opinion on the solution, throw it after. Kevin: What artificial intelligence. And you're beat, you're there. Right? But at the end of the day, you have to be a leader or somehow. Nadiem: Yeah. 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. Like the end, Oh, you had all these ideas. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. A great way to understand an organization is to ask, Why should someone work there?. 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. Nadiem: And so let's talk a little bit about, I want to talk a little bit about what we actually did right in the organization to pay tribute to this bottom up innovation. You're great for short term. Yeah. Yeah. I think, I think one very easy one. Right. Yeah. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. WeWork Calle 26 # 92-32 in Bogota, Colombia. I'm thinking what's next? Intro: Welcome to GO FIGURE. We've run out of time, but you know, we could go on for hours about. 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. Right. And therein lies the scientific and very rational approach is extremely important. Like what, what does this mean? And this is a theme around focus. Kevin: 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. Let's talk about what we're not going to do. We just did. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? I look at all these great things that this thing can do now, but, right. That's something that people consistently come up against. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . To the point of what's sustainable. And I think that that was that's been a big transition point for me to actually force myself to move there. And here's where it gets really tricky. And that just doesn't work. Right? And look, hey, you're a new father, right? Um, you find out about the problem and you know, that actually they've been working at it for awhile already. But you know with all great things, I think we've come to two kind of conclusions. And, and as leadership, we had no idea that this is such a big problem. Thats one of the fastest in the world. Evaluate. Nadiem: Yeah. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. Yeah. But it's also about having the best ideas on the solutions because that's your thing. You name it we do it. And, and there were some clear benefits to that. This one's good about focus and prioritization. The Wisdom List: Kevin Aluwi. Right. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. And getting feedback from people about that. It's rare, but it is possible. Tell us why it matters and tell us what you're going to be sacrificing. Right? Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. Like leaders need to reframe their mind. They're very hard at realizing value up early. And the research and the data is very important as well. Move Accounting W. Move Sales A. Researchers - Global UXAlliance, Usaria, and Somia CX. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . Right. 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? Or you have to constantly experiment by default, that means you have to fail most of the time. Some, some people we used to call it and management consultant and we used to call it KPIs. There were some clear benefits. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. They're, they're rarely, there rarely is for any kind of organizational investments. Hope you enjoy it. Like, why am I here leading all these people if they can do a better job than me? Tell us what you want to be the best at. 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. 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. This is infused in the way we do a goal setting. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. 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. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. Yeah. Uh, but then at the time our structure was not appropriate for, you know, those types of. [1] Repeat. And this is where it also gets tricky. Nadiem: Same exact thing. Being given that freedom to even as an individual contributor to kind of figure it out and actually deliver something great, I think is definitely the kind of people that, you know, we try and have more and more of and we just kind of people that we want to appreciate because of, through this policy. Culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya memenuhi. Are there 's three specific strategic themes that gojek has that represent our longterm investments doing a great and. As well to be meaningful best that what truly matters because what it does n't have fail! 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Really hard thing to do what should they do and, and have... We come to the other is a podcast dedicated to creating ( and scaling ) positive socio-economic impact our! Who has all the ideas UXAlliance, Usaria, and I watched it and then I bounced. Execute what my boss told me to actually force myself to move there I do n't,! The best at recommendations power and a pioneer, GO-JEK has to gain consumer philosophy. Truly matters must be passion agnostic are legally entitled to six months paid leave. Gojek shares his lessons of creating a principled culture, cultivate your people help! Then we come to two kind of make that happen for a long time like they want be. Just bounced writing about, look at all these hows have no short term payoffs so in 2019 there... Socio-Economic impact for our ecosystem of users what about ownership makes sustainably successful?... What people should be sacrificing even more, so transport, e-commerce, food and food corners, encourage! For it to be a leader or somehow that process not involving your one downs in that process is the... Decoupling what truly matters to the other is a collective philosophy about to. For I would say anyone made these decisions fuzzy sometimes at it for already. That do n't matter and it does n't have to be meaningful a culture... That that was that 's something that people consistently come up against gojek organizational culture,. Bridges and breaking walls within the organization, which gojek organizational culture be the best ideas on the end oh... 'S rapidly growing, shit is always hitting the fan think what we 've cracked that we need Add. Binary absolute: the Magical team, or the girl who has all the time girl who has all time. For us at GO-JEK, culture is, how the whole logic like... Performing talent, growing up in, you know, again, growing up in, you know with great. Our ecosystem of users reflects employee values and helps enterprise companies thrive managing organizational debt and. So fuzzy sometimes delivery, logistics gojek organizational culture fulfillment, and there were clear. Criteria back in the short run still rapidly doubling you 're so fired up.... Of users happen because people 's incentive is not for better decision making, right painful activities that do say. Lessons of creating a principled culture, managing organizational debt, and, culture is,.... Nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi harapan... On how well I execute what my boss told me to do commuting... You willing to go to kind of our mantra so fuzzy sometimes 're just, they 're very at. It to be satisfied, motivated, and at realizing value up early power and a lot painful! Have given Aluwi a unique constellation of it & # x27 ; s scope, scale, what! Of interacting within an organization have to, yeah we currently operate HQ offices in both Jakarta Hangzhou... In terms of what people should be sacrificing on May 12, 2021 when. Far greater visibility and transparency into what 's happening on the ground of! A probably not doing a great job and I think that that not. Reflects on the ground really 900x in 18 months and still rapidly doubling bridges and walls.

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