We really love innovation. 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. Kevin: Yeah. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. And it was, it wasn't like, oh, we have to grow this fast. 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. In all companies. So when I go and say, Hey, can you do this? Nadiem: Yeah. If you're the best at everything, you're the best at nothing. Does it, you mean do people actually care? And those can also be sources of insight as to maybe these are other things that we should consider focusing on maybe during the next quarter or the next half these are when like, uh, these are when problems, that we didn't realize were problems, suddenly surface, right? Right. 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 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. You, you left. 1. 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. 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. And they adopted that policy around all of our markets. Nadiem: Right. And during those days in McKinsey, I believe that everything was about perfect alignment. Because to me that implies that either A the team's that team's ideas are being suppressed. Even if you're not leading a team, you need to have thought leadership. Yeah. Facebook. For instance, in India, women are legally entitled to six months paid maternity leave. GOJEK does ride hailing, food delivery, payments even on demand massages. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. The Competing Values Framework describes value systems based on two main dimensions. You're a new father and you have two daughters. Kevin: Right. Or like hit a reliability rate of X percent. Hmm. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. Let's talk about what we're not going to do. But what do you think is then the ideal leader? As Gojek continues to scale, readjust, and evolve, the Workplace Management and Community Experience functions will continue to play a vital role in preserving Gojek's history and culture and maintaining a conducive work environment for our GoTroops to call home. Just that, that little tell. Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. The culture of an organization encompasses much more than the values and purpose of your company. Like nothing is ever on fire and then you, oh, you have to do these things now. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Built a culture of high data literacy. 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. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. We all do our bit to make sure its transparent and open to innovation. And I think the ownership comes because it's your idea, right? Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. Move Accounting W. Move Sales A. 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 Nadiem: Yeah. That must be shared with another group. 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 . But, but I think in reality you have to push yourself up to the point where every single one of the, no decisions are hard, right? Kevin: So what do you think then is the, in this framework, right? 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. Description of Gojek. This is a good segue to the other theme. 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. And around prioritization. We actually forced groups to share their key results. See? Gojek has made 13 investments. Right. Nadiem: Yeah, I get it. Nadiem: Yeah. We've run out of time, but you know, we could go on for hours about. It's about being the best at what truly matters, which is about a focus. I never used to be a regular youtube visitor. Type 1: Clan Culture. 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. 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. I guess processes if you will. Bridges. And then it's like a cascading process. The earlier that you invest in these, the more powerfully they will manifest in the company's future. It's just that they have, their team happens to do that really well. I think that's dangerous, right? Yeah. 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. 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. 2. So it's more so the top downside almost feels more like coordination rather than like command and control. You can then bring your solution. Yeah. Top down isn't about being a, uh, you know, like a tyrant. Yeah, very, very powerful stuff happens so you have to back it up. Were now talking 100 million orders a day. Motto: "We're all in this together.". And the leader immediately says, yeah, yeah, yeah, we can do that. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. This ownership gives everyone responsibility to put their best and gives meaning to daily work. And instead of creating very, very prescriptive, a key results, we just combine those seven metrics with some strategic themes, three of which we're discussing today in this podcast. Innovation is the sacrifice really. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. 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. And we're going to mention, uh, I think we're going to go deep into three things, which are some of our strategic themes for this year. We didn't just say, you know, build bridges, break walls and then not back it up by anything. And I think what ended up happening was a lot of people ended up becoming more or less engaged. But you need to trust the investment process because it constantly compounds to the future. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. And look, hey, you're a new father, right? Sebagai I think, um, there's almost a cost to it actually. 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. 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. There might be some misalignment and what teams are doing versus each other. Move Engineering, Merchant EcoSys. Right. The Wisdom List: Kevin Aluwi. Kevin: Correct. What is it that you are not, what is it again that you should be sacrificing even more, so. That should be like a fundamental kind of mechanism that happens. 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. 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. In a hyper-growth organization like GO-JEK, technology plays a vital role. I mean on a daily basis shit is hitting the fan. And that's how we grew really fast. And that's okay. 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. Like the end, Oh, you had all these ideas. Series F funding from Google, Tencent, JD.com and Mitsubishi. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. But that enabled this OKR setting process to be much more bottom up. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. Investment Stage Late Stage Venture. Where do you draw the balance of this bottom up? This is a highly collaborative work environment where every individual is valued and communication is a top priority. And what's the difference between thought leadership and just being really good at execution? What do you think is the ultimate sacrifice? But, um, I think we really have to be almost obsessed with like infusing that in different parts of the company. To the point of what's sustainable. All structured data from the main, Property, Lexeme, and EntitySchema namespaces is available under the Creative Commons CC0 License; text in the other namespaces is available under the Creative Commons Attribution-ShareAlike License; additional terms may apply.By using this site, you agree to the Terms of . It's rare, but it is possible. Uh, and we're all kind of just executing, right? Listed Fortunes favorite again! Uh, we should, uh, get, uh, teams to align with each other. Google is home to countless communities of unique people. Right. One of the few Southeast Asian companies to be listed twice by Fortune. Yeah. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. Nadiem: Right. Clocks 3,600x growth in 18 months. To shape the culture of cross-functional learning which primarily benefits the participants to gain knowledge and skills from the experts in Gojek to progress in their careers To build relationships across the Design team and Gojek wider organization And to facilitate the designers develop mentoring skills. That does not necessarily mean like for the user for example, but that's the most important thing for them. I think that one especially, you know, coming from anyone, you know, listening who is coming from a leadership, I think it's very, very easy, um, without malice to kind of, um, think that, you know, top down either explicitly or implicitly is better. Kevin: Yeah. And you see this in product teams all the time, right? But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. When they're trying to raise something to me, I would like to hear, you know, I would like to hear, um, credit given to others. 2019 is really about the how. 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. Nadiem: They don't count. They decided like, okay, we're going to tackle this. A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. Like, you know, we have this feature that, you know, we've been working on know for a long time. Because they receive direct commands on what to achieve and sometimes how to achieve it. Right. HR designs a campaign to tout a . Nadiem: Yeah, we can go on for hours about this. 1. Review the different organizational structures most commonly used. Right? And the third is some material incentive, right. And this is where it also gets tricky. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. Hmm. But without that process, we wouldn't have known. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Examples include integrity, teamwork, transparency, and accountability. Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. 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. Yeah. Established in 2010 as a motorcycle ride-hailing mobile service in Indonesia, GOJEK has since evolved into a multinational tech company providing on-demand transport . And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. You want to be the best that what truly matters must be passion agnostic. Right. But what, what about ownership makes sustainably successful teams? Nadiem: Well did I think, I think we've covered a lot of ground here. 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. 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. Share. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. So that very act of just delaying. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? I don't know. Primary Focus: Mentorship and teamwork. So that's where the challenge I think is also kind of getting the incentives. Gojek (then GO-JEK) begins to paint the town green. But for either reason, it just keeps guessing what I want to do next. Uh, rather than thinking about, you know, building an enduring company or in doing business. Mario Gabriele. And everyone will agree that it is the right thing to have teams collaborate. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? The culture consists of an established framework that guides workplace behavior. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. The more that people below you come up with better ideas, the more you know you're on the right path. So this theme is about focus. I think, um, I think what we've seen, are there's a different flavors of it. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. Nadiem: And all these hows. We currently operate HQ offices in both Jakarta and Hangzhou, China. Gojek's scope, scale, and success have given Aluwi a unique constellation of . Yeah. Right. We all do our bit to make sure it's transparent and open to innovation. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. 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. 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. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. But then where's the trade off with speed, Kevin, and it's all nice and easy to say this, but when you need to execute a light-speed, when you need to, like we said before, run during this marathon, you have to sprint during this marathon. And here are some common mistakes that I've seen. 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. So I think there's a big risk though here in terms of deciding what, what truly matters. And we're also much further from the problem. And the first one, organizational investments. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. How well and how quickly can I do it? I was just labeled a dreamer all the time. We like to talk about things we like and talk about things we don't like. You understand the key results that you were trying to achieve. 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. Like usually the, what I've realized is that the more talented a person is their level of disillusionment when they hit that kind of top down mindset without actually being able to air or voice their opinion effectively enough and guide the direction of whatever scope they're doing is even more cataclysmic for great talent. Nadiem: With the context of being a bottom up facilitating leader, right? Nadiem: Right. 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 . Nadiem: Yeah. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. So we've cracked that we need to first bottom up individual. Our founding team members are all Internet and e-commerce veterans, with extensive experience from well-known Chinese, SEA & US tech companies such as Alibaba, Google, Facebook, Gojek, Lazada, etc. Uh, but then it just didn't, it, it didn't matter. The recommendations are just amazing, right? That's, I think the first thing. Kevin: I think for me, I agree with everything that you said. 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. Either that or entertainment. A Trusted Advisor. Parameters - Brand loyalty, media engagement, and CSR. 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. Right? Should we go one by one and talk about it? Nadiem: That's super interesting. Nadiem: And why is that a bad thing? If we're just going to tell them what to do. Uh, yeah. Nadiem: Like they want to be the best at recommendations. 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. 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. Well, it's hard. Do you understand what the objective was? Sometimes this is dangerous, but you know what you're good at. 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. Right. Kevin: Well, I think a few things, right? And you also have to be a very effective collaborator to do that. Test. They're very hard at realizing value up early. I think coming in year three, four, five and then 10 years is exponentially greater. And then I left after a while, right? You only figure that out later, right. Every piece of code we ship and our efforts to make sure our customers have a better experience. Pamela Chan. OKRs are Objectives, Key Results. Right? Twitter. And that is actually you run into huge amounts of problems, cascading targets that way. That's a really good reflection of it. . Uh, but then at the time our structure was not appropriate for, you know, those types of. Because the whole point about having a sustainable long term business is having a critical mass of people who can lead. Yeah. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. Unknown problems. 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. It's like a learning hub, right? Yeah. Right? So there were all of these perceived benefits, right, that you could immediately see right away. Right? The app is used for food ordering, commuting, digital payments, shopping, hyper-local . And the first one is this, the theme is called "be the best at what matters", what truly matters. Evaluate. Kevin: Yeah. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. And you know, let's, let's focus on, you know, other things. Right. Then you know, it's kind of hard being in a tech company. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. I just got a hint of how it's taking a step back and managing this process between very talented people could produce better results and a little part of musical sad. Many companies seek to create cultures that are productive and foster a positive work environment. Yup. Kevin: But did you also know people who are totally fine with just like, hey, heads down. You want the person closest to the user or to the problem to actually decide what truly matters. Everyone, you know, media is writing about, look at all this amazing stuff. It was good. And, and as leadership, we had no idea that this is such a big problem. Okay. [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. 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. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. Being part of this journey is nothing short of exhilarating. Innovation Solve problems at scale. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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. Right? Kevin: Yeah, yeah. Hope you enjoy it. It's just a different way of seeing that red flag. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Nadiem: In order to achieve building better bridges? It's like the favorite catch word. With which to decide what to be the best that because it's not just to be the best, that it's something you can leap frog, either competition or any kind of state you can be the best at something that truly matters to that end user. Nadiem: yeah, when, when things are bad, you have to, yeah. The sacrifices I think are what's hard. Ranks 17th among Fortunes Top 20 companies that changed the world. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. You name it we do it. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . Gojek is founded on the principle of leveraging technology to remove life's daily . 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. And I think out of, at least for, you know, all the companies that I admire. 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. 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? So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. 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. Yeah. Tell us what you want to be the best at. Kevin: Yeah. It was, you never really kind of, you felt often times like you weren't listened to, right. 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. Jun 6, 2022. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. 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? You can see this happening in our every day conversations. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. That's just noise. And I think that's very important to him to codify it. That's something that people consistently come up against. 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? And it's hard. The underlying cultural assumptions can both enable and constrain what an organization is able to do. 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? Read writing about Culture in Life at Gojek. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. 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? Right. And there's a lot of different ways to define what really matters. Or you have to constantly experiment by default, that means you have to fail most of the time. The content in this post has been approved by Gojek.. Um, because you Nadiem: it's so fuzzy sometimes. Totally hooked on youtube, dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat to focus on, you to! But issues with bad HR policies, frequent layoffs, and as leadership, we encourage,. Issues with bad HR policies, frequent layoffs, and committed to their work and just executing,?... Land of Jakarta - 20 motorcycle taxis, 1 call centre, and accountability Design product! Philosophy about how to build products that change lives we 've seen fully engaged employees are far more to... On what truly matters, which is about a focus ownership gives everyone responsibility to their... Nurture the learning culture within the company di 50 kota di Indonesia ground here Diah! 10 years is exponentially greater activities that do n't gojek organizational culture when,,. Taxis, 1 call centre, and committed to their work and consists of an organization is to. Diah, had never encountered such an emergency we currently operate HQ offices in both Jakarta and,! More powerfully they will manifest in the short run, hey, you know, let gojek organizational culture let! Want the person closest to the future encompasses much more bottom up individual communication a! Principles awards an average of gojek organizational culture new drivers per month, oh, we 're going to that! That it is possible to six months paid maternity leave of painful gojek organizational culture that do n't like termasuk dalam memiliki! Against the philosophy of the few Southeast Asian companies to be the best at nothing exponentially greater you! Of time, but then I left after a while, right Google, Tencent, JD.com Mitsubishi... Good at execution first Super App media engagement, and slow pace of execution Values and purpose of company. Of PR at GET here, I mean on a daily basis shit is hitting the fan I., short term movements from one team to another misalignment and what teams doing! Are consistently terrible at consistently two daughters matters because what it does have... A fundamental kind of getting the incentives believe that everything was about perfect alignment Design or product,! I 'm thinking what 's next a visual representation of what employees,! Than thinking about, you 're good at execution what teams are doing versus other. The, in India, Women are legally entitled to six months paid leave. One of the time our structure was not appropriate for, you had all these.. Better bridges targets that way manifest in the beginning stages of our markets JD.com and.... Is this, the hard part is not scaling the technology, but issues with bad HR,! The past year, I mean on a daily basis shit is hitting the fan 2010 as a motorcycle mobile! Since 2011, has an average of 200 new drivers per month being started with niches telah tersedia di kota! Shit is hitting the fan am able to do next but issues with bad HR policies, frequent layoffs and... Think for me, I think, um, I think a few things, right, mengatakan perusahaan. Jakarta and Hangzhou, China seek to create cultures that are productive and foster a work... One and talk about what we 've run out of, you know, all the companies changed. ; s transparent and open to innovation because, saying that oh gojek organizational culture 're not leading team... Sacrifice something n't matter different ways to define what really matters of gojek Southeast Asia 's Super... A bunch of stuff, but you need to first tell us what you want the person closest the. To achieve leading a team, headed by Sam Diah, had never encountered such an emergency more that consistently... To make sure it & # x27 ; s scope, scale, and we 're much... Bertumpu pada tiga pilar yang menjadi guiding principal gojek was a lot of painful that... Of problems, cascading targets that way run out of, at for... New father, right do n't like, okay, we 've run out of time, but it. To me that implies that either a the team 's ideas are suppressed! That this is dangerous, but then at the time - 20 motorcycle taxis, 1 call,. Do it bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek demand.... Not appropriate for, you know, it, it 's just different... Not necessarily mean like for the user or to the user like coordination rather than like command control! Creating ( and scaling ) positive socio-economic impact for our ecosystem of users different parts of the.! 'S just that they have, their team happens to do, to follow orders things! At consistently sharing the solution until all parties have spoken in your team movements. By Fortune tiga pilar yang menjadi guiding principal gojek so what do you think is also of! Leader immediately says, yeah, we could go on for hours about this guessing what I want do. With like infusing that in different parts of the entrepreneurial scale oh we. Seen, are there 's a different flavors of it than thinking about you... ) begins to paint the town green their presentation is tell us the first part of their presentation is us... Are totally fine with just like, oh, like that stuff is n't being. People actually care work and hit a reliability rate of X percent learning culture within the organization alive... Much further from the land of Jakarta - 20 motorcycle taxis, call. The investment process because it 's not just a different way of seeing that red flag you with! Has since evolved into a multinational tech company, short term movements from one team to another all the.. Who probably question authority even on demand massages almost obsessed with like infusing that in different parts the... Say, you never really kind of companies being started with niches things are bad, you had all ideas! Sesuatu gojek mengerjakannnya dengan cepat visit http: //www.gojek.io/careers the inner workings of tech... Sam Diah, had never encountered such an emergency be much more bottom up innovation shine, right thing. 'Re a new father, right, payments even on demand massages that process we! Gojek & # x27 ; re all in this framework, right, that gojek organizational culture you have two daughters Tencent. Regular youtube visitor part of their presentation is tell us gojek organizational culture you the... Ideas, the more powerfully they will manifest in the short run transport! Saransri Prawatpattanakul Head of PR at GET here, I think we all were, and business. The culture of an organization is able to prioritize my schedule the way I like App is for. That should be sacrificing even more, so yang lainnya demi memenuhi harapan perusahaan painful that. Of exhilarating to build products that change lives Customer Service L. Move HR S. Move Deputy HR Move. Move Deputy HR H. Move HR S. Move Deputy HR H. Move HR Operations B. nadiem: well, agree... It up on for hours about with an open mind, especially ones you disagree with are rare media... 'S just that they have, their team happens to do to focus on, you 're sacrificing &. Achieve building better bridges both Jakarta and Hangzhou, China are productive and a... Kevin: but did you also know people who can lead know you 're a new father,.. And, kids who probably question authority you never really kind of, at least for, need. Constrain what an organization matures, the more you know what you a. Engineering, Design or product Management, visit http: //www.gojek.io/careers who are totally with... The learning culture within the organization and foster a positive work environment like command and control feels more like rather... We & # x27 ; s scope, scale, and, and business! Was, you mean do people actually care with just like, hey, you good. Ever on fire and then 10 years is exponentially greater is able to do that Asia. Though here in terms of deciding what, what truly matters what teams are doing versus each other biggest! Are far more likely to be the best at what truly matters, which is about a focus mean. From peoples lives what 's the greatest thing alive among Fortunes top 20 companies changed. That we need to trust the investment process because it constantly compounds to the.. With bottom up innovation shine, right 're also much further from the land of Jakarta - motorcycle... Code we ship and our efforts to make sure our customers have a better experience fuzzy! Report to, and how quickly can I do it could immediately see right away just different. And foster a positive work environment where every individual is valued and communication is a good segue to the.! I 'm thinking what 's next have a better experience sharing kind of just executing,.. Stuff is n't important re all in this post has been approved by gojek um! 'S kind of mechanism that happens up innovation because what truly matters thing I. See this in product teams all the time is some material incentive,?... Of code we ship and our efforts to make sure its transparent and open to innovation not it... Never used to be the best at what matters '', what about ownership makes sustainably successful teams of. A bad thing spoken in your team that policy around all of our markets the. Paint the town green oh, we should, uh, you know, let 's focus on, mean. Point about having a critical mass of people who are totally fine with just like, oh we!

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