And so if you kind of focus too much on the what and the output here, which is just like all me, uh, then the easiest thing to do is just for, it's for me to always make it look like, you know, I'm the person who has all the ideas and the execution to my boss. Move Accounting W. Move Sales A. This person's been crushing it. Right. Kevin: What artificial intelligence. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. And what's really interesting about it is that all these hows have no short term payoffs. It's gonna be what where we are going to do or be our best at. Transform your company culture, cultivate your people and help retain the highest performing talent. And how did you feel? We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. Yeah, exactly. Kevin: Yup. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? Test. "We had teams in DC, but no . Nadiem: With the context of being a bottom up facilitating leader, right? This ownership gives everyone responsibility to put their best and gives meaning to daily work. I don't know exactly why I'm doing all this stuff. Evaluate. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. Fantastic for short term but disastrous for long term. 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. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. Right? There are very, very many good benevolent dictators in tech companies out there, right? Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . What do you think is the ultimate sacrifice? 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 I have the inverse of that as the red flag. 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. And, and as leadership, we had no idea that this is such a big problem. Yeah, right. It's so easy to say, you know what, it's not worth it. Right. Right. Cool. Built a culture of high data literacy. 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? Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? Like I think maybe bottom up innovation is a very specific one. It's not a, it's not just a value like a core value. It can be anyone who just wants to have a sense of contribution. And during those days in McKinsey, I believe that everything was about perfect alignment. Over 20 products, 2 million driver partners. Adaptive Organizational Culture Unadaptive Organizational Culture Visible Behavior Pemimpin mencermati semua yang mendukung mereka, terutama pelanggan, dan memprakarsai perubahan bila diperlukan untuk melayani kepentingan mereka, sekalipun hal tersebut beresiko Manajer cendrung bertingkah laku agak picik, berbau politis dan birokratis. Yeah. But at the end of the day, you have to be a leader or somehow. And I think what ended up happening was a lot of people ended up becoming more or less engaged. It was just very dynamic. Uh, you know, people. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. Grows 1,100x in total volume of transaction. And it was, it wasn't like, oh, we have to grow this fast. Many companies seek to create cultures that are productive and foster a positive work environment. Kevin: Yeah. Tell us what you want to be the best at. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . And I know that, you know, out of those things, like I'm probably doing like, I don't know, like four or five of those things pretty, pretty okay. Pay Off. We really love innovation. This has been a contentious kind of battle. It's got to be painful to say, and this is why I think we made all of our product and group heads kind of stand up even before they were sharing their objectives and key results. In a hyper-growth organization like GO-JEK, technology plays a vital role. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. So we move faster, right? Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. And then I left after a while, right? Kevin: Yup. Thats one of the fastest in the world. Kevin: Yeah. I feel exactly the same. Google. We grew 900x in 18 months and still rapidly doubling. 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? Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. Kevin: Yeah, totally. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. I mean on a daily basis shit is hitting the fan. And the first one, organizational investments. INTROUCTION Organizational culture means a common perception held by the organization's members. Gojek has raised a total of $5.3B in funding over 13 rounds. 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? 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. Right. 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 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. Then you know, it's kind of hard being in a tech company. 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. So that very act of just delaying. Right. The three pillars of Gojek Speed Move fast, push boundaries. 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? Kevin: I think for me, I agree with everything that you said. You're a new father and you have two daughters. We all do our bit to make sure it's transparent and open to innovation. 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. And you would imagine, probably if you have less ideas that probably you'd be happier. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. Yeah. 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. It's very hard. He's like, what? It's rare, that magical moment when the work, the people, the benefits, and the energy all align. We dont claim to know what it takes to build a culture that can scale. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. It's hard and, it's hard in any kind of fast paced industry, right? So keeping it real is kind of our mantra. I mean, I think, I mean without naming, you know, specific things that we've done, there's definitely been a few big things that we've done. To the point of what's sustainable. Kevin: Yeah, yeah. Nadiem: Right. Right. It also depends on what department, what function, what rate of urgency there is. Copy link. But it's how far are you willing to go to kind of make that happen? We currently operate HQ offices in both Jakarta and Hangzhou, China. [1] 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? Right. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Share this post. There were some clear benefits. And kind of see that in you check in like every year it's still the thing that they really want to nail that level of conviction of saying like, oh, we're going to be great at this. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. 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. But for either reason, it just keeps guessing what I want to do next. Right? Move Engineering, Merchant EcoSys. We do our utmost to get this right. Kevin: Yeah. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. And finally when we're talking about what exactly they're doing, being the best at what matters means. 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 . Build shared values. It's rare, but it is possible. Yeah. Yeah. Or like hit a reliability rate of X percent. 1. 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. Nadiem: Yeah. For me it's when they're trying to raise something to me, 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. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. Yeah. Nadiem: The compound. Because they're closer to the problems. And I think it's easy to kind of get into that, uh, into that mode and yeah. 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. 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. 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. We actually forced groups to share their key results. Some, some people we used to call it and management consultant and we used to call it KPIs. Once, because most problems are unknown problems. This one's good about focus and prioritization. And I think that that part is, yeah, I agree with you that that is, that is probably one of the harder ones where you can actually, cause it's hard to see that, oh, this thing that, you know, I'm really fired up about it. Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. I think, I think those two actually, you know are necessary for the other, right? Implement. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Kevin: Yeah, I think so. I think, um, there's almost a cost to it actually. You understand the key results that you were trying to achieve. But, um, I think we really have to be almost obsessed with like infusing that in different parts of the company. And what we did in 2019 is that we reduced it to seven basically. Right? Nadiem: Yeah. We like to talk about things we like and talk about things we don't like. Right. I experienced that not only throughout my childhood and I got into trouble in high school a few times by being too argumentative with some of my ideas to my teachers, but I feel like, in the beginning stages of my professional life, I was also so many ideas came to my mind that everyone just kind of dismissed because I had no track record or anything like that. And that's okay. If you liked it, please hit like, subscribe and follow us on social media. Yeah. And then seeing them execute it, you know, month by month, year by year and seeing like, oh, and then so I think, you know, I mean I can name a company, I guess in this case we, which was actually one of our investors, Google, you know, when they a few years ago said they wanted to be an AI first company. Its not unusual for a person to move teams to pick up a technology theyre interested i,n or pair on solving a common problem. Right. First, is actually coming up with problems instead of solutions. 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