I'm thinking what's next? Uh, you find out, you know, people who you are putting in longer hours and let's say that, you know, we should promote necessarily longer hours, but people who, without being asked are putting in the additional hours. And the reason why is because as the company grows, the level of complexity is so high. Nadiem: Yeah, I get it. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. Google is home to countless communities of unique people. You understand the key results that you were trying to achieve. Like when you were at these places where you work and you just weren't listened to right. Or like hit a reliability rate of X percent. That's something that people consistently come up against. And, and explicitly calling it out in front of all the other product, group heads. Kevin: Yeah. 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. Decoupling what truly matters to the user to what you're so fired up about. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. Build shared values. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Um, and I actually think that, um, it's not just realizing it late and it's not just that I think it doesn't happen frequently enough. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. And then, it is a tenuous balance and I think in some ways, right? This is one thing that I think all companies, including ourselves are consistently terrible at consistently. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. 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. Ranks 17th among Fortunes Top 20 companies that changed the world. It also depends on what department, what function, what rate of urgency there is. And the research and the data is very important as well. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. Bridges. That's a really simple but very difficult thing to achieve. We didn't just say, you know, build bridges, break walls and then not back it up by anything. Um, so it's very easy to kind of look at, I'll look at these valuation numbers, look up the money raised, uh, look at, you know, revenue or users or are all of these numbers which are important. Sebagai Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. You say, yeah, that's, you know, I'm going to solve it. Nadiem: Thanks a lot Kev, until next time. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. This page was last edited on 17 February 2023, at 02:26. 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. Being part of this journey is nothing short of exhilarating. How well and how quickly can I do it? Nadiem: yeah, when, when things are bad, you have to, yeah. Gojek is founded on the principle of leveraging technology to remove life's daily . And then feeling that loss of control by just having things happen to them instead of them driving the change that they want to see in their work, is fundamentally different experience of working because then you're, you're really owning it, right. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. And that was the payoff in my mind. If you just kind of have to really view things from you know, a problem or customer or user first. Right? Over 20 products, 2 million driver partners. I think, I agree with you, but I do think that, for me, I apply this to everyone, not just people who are leading people. So when I go and say, Hey, can you do this? 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. Not in a light touch way. Nadiem: They will first check or let me consult this person first or, that has something to do there. Right. You're helping with this, you're responsible for that. Nadiem: And all these hows. 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. Massive moats. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. But what, what about ownership makes sustainably successful teams? Unknown problems. Enter food delivery, ticket bookings, and more. But for either reason, it just keeps guessing what I want to do next. Right. The culture of an organization encompasses much more than the values and purpose of your company. Intro: Welcome to GO FIGURE. 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? It was good. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. 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. They're very hard at realizing value up early. Right. That's a bottom up leader. 2019 is really about the how. Nadiem: Yeah. There are a trove of new projects both teams are cooking up. So that very act of just delaying. Nadiem: Like they want to be the best at recommendations. Indonesian technology company. Listed Fortunes favorite again! But in the bigger scheme of things, it's not what truly matters to their end user. Implement. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. Like if you just say, okay, everyone just has to work together and this is what it's going to look like. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. But it's also about having the best ideas on the solutions because that's your thing. The Competing Values Framework describes value systems based on two main dimensions. The culture consists of an established framework that guides workplace behavior. Right. Because if you do not solve the communication and siloed approach of teams at the same time that you, bottom up innovation will exacerbate the silo problem. Kevin: Correct. We got Nadiem and Kevin again, that's right on Go Figure podcast. 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. Right? Like I've seen this be a pretty consistent theme where you know, I'm always shocked when I hear the amount of effort and depth a lot of your leaders I've seen in many other companies put into their people put in to their organization that don't have like payoffs this week or next month or might be at best to be something like, oh, next quarter, you know, this is going to be great. But you are managing those people who are better than you. Like it's not, it's not just an ignorance of it. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Oh, I love this feature. And would you agree with me that most of those are evolve around how the internal organization operates? Which used to be our criteria back in the day. Everyone talks about empathising with the customer, but we rarely empathise with the next team. This has been a contentious kind of battle. I'm going to check it out first. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? Kevin: I agree. Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. 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. And the first one is this, the theme is called "be the best at what matters", what truly matters. 2. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. Social Impact Transform lives, inspire change. Okay. I don't know. I think actually these two parts or these two themes actually almost go hand in hand in that sense. What do you think is the ultimate sacrifice? Primary Focus: Mentorship and teamwork. You only figure that out later, right. Move Accounting W. Move Sales A. 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. Hmm. I never used to be a regular youtube visitor. Kevin: Yeah, it's the how, right? Kevin: Yeah, I think so. Kevin: Yeah, yeah. Let's talk about that because if the payoff is not worth it, then why are we even doing this? But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. Right? My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. To make matters worse, Sam was just getting off a plane in Singapore. And so for the next cycle if this actually is a systemic problem across the whole company or across multiple different, uh, teams, then we can decide to tackle it together as a group right. Right. The Wisdom List: Kevin Aluwi. Kevin: Right. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. I think, um, there's almost a cost to it actually. In this article, we'll explore what organizational culture is, how . 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. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. Google. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. 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. 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? Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. But these apps that connect drivers to passengers are creating competition for established. Nadiem: but that's the difference, right? Right. GOJEK does ride hailing, food delivery, payments even on demand massages. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Right? Their latest funding was raised on May 10, 2021 from a Corporate Round round. You're a new father and you have two daughters. From my personal experience, a lot of companies talk about being people first, but most dont practice the mindset of what it takes to be truly people first. Built a culture of high data literacy. The content in this post has been approved by Gojek.. Right. Uh, I think, uh, it's easy to think that you're doing things the right way when the what is, you know, all you care about, right? Should we go one by one and talk about it? And you know, let's, let's focus on, you know, other things. 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. There was less lack of clarity in what product teams need to prioritize because their leader's just prioritize for them or we prioritize a for them. So I think there's a big risk though here in terms of deciding what, what truly matters. The three pillars of Gojek Speed Move fast, push boundaries. Because to me that implies that either A the team's that team's ideas are being suppressed. And it's hard. And I think that's very important to him to codify it. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. 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. 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. That team 's ideas are being suppressed gojek organizational culture of PT GoTo Gojek Tokopedia Tbk because... With this, you know, I mean, growing up I think there 's big. A reliability rate of X percent problematic because like more on the principle of adopting the most generous interpretation the... 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