gojek organizational culture

If we're just going to tell them what to do. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. We all do our bit to make sure it's transparent and open to innovation. Right. In a hyper-growth organization like GO-JEK, technology plays a vital role. It can be anyone who just wants to have a sense of contribution. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . You name it we do it. You name it we do it. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. Photograph by WeWork. But I really think that, you know, YouTube have such a large advantage, I think in the general video space I really don't see how they could get challenged in the near term. Kevin: Well, I think a few things, right? Tell us what you want to be the best at. Right. So I think that would be my one. Right. So there is a massive risk in encouraging bottom up innovation if disparate teams are not communicating and talking to each other and aligning what to do in that bottom up innovation. Is it really like what do you get? So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. Let's have these explicit conversations. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. Like what should they do and, and what would you give them credit for? This is one thing that I think all companies, including ourselves are consistently terrible at consistently. Yeah. They have to be painful for it to mean something in the organization. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Investment Stage Late Stage Venture. Like, why am I here leading all these people if they can do a better job than me? 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. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. The best bottom up leaders were like, hold on, let me talk to my team first. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? So this theme is about focus. I don't know why suddenly I'm so much more Kevin: Right? Nadiem: Yeah. Kevin: Right. And this, whether or not this is a bad decision whether or not I have information that actually might make this a better decision is irrelevant. Gojek and Tokopedia unite to form GoTo, the largest tech group in Indonesia and the go to ecosystem for daily life. And you see this in product teams all the time, right? What Gojek does to manage culture within the organisation is by understanding that culture is the lifeblood and backbone of everything they do, supported by having the proper fundamentals such as vision, mission, and statements. Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? Right. There are a trove of new projects both teams are cooking up. Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? Nadiem: How are you? Oh yeah. Unknown problems. And that is actually you run into huge amounts of problems, cascading targets that way. Like the end, Oh, you had all these ideas. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Right? thegeneralist.substack.com. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. 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 we move faster, right? 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: And if you connect the first theme of bottom up innovation to the second theme that we just discussed, um, about, uh, building bridges and breaking walls, right? 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. WeWork Calle 26 # 92-32 in Bogota, Colombia. Yeah. 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. Category - Community and Industry Engagement. We dont claim to know what it takes to build a culture that can scale. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. But you need to trust the investment process because it constantly compounds to the future. Right? It's hard and, it's hard in any kind of fast paced industry, right? 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. I think, I think one very easy one. You're helping with this, you're responsible for that. Nadiem: Yeah. 7. I have the inverse of that as the red flag. And obviously, you know. 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. Jun 6, 2022. I don't know exactly why I'm doing all this stuff. Nadiem: They will first check or let me consult this person first or, that has something to do there. And finally when we're talking about what exactly they're doing, being the best at what matters means. Right. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. Right? But it's also about having the best ideas on the solutions because that's your thing. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. We've invested so much time and effort. Nadiem: With the context of being a bottom up facilitating leader, right? 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. 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. 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? We grew 900x in 18 months and still rapidly doubling. But it's how far are you willing to go to kind of make that happen? At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. 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 Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. It's very hard to recover after that. Right? Di antaranya : 1. If you, if you work on only one side of this and only the bottom up innovation and you don't crack the communication and alignment issues and the collaboration issues, then you are potentially worse off because you're creating completely self servient goals that are bottom up, but unfortunately may not help the greater goal of the organization. Um, because you Nadiem: it's so fuzzy sometimes. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. Even if you're not leading a team, you need to have thought leadership. Right? 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. Culture matters because it boosts productivity, agility, employee engagement, and innovation. It also depends on what department, what function, what rate of urgency there is. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. 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. Right. GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. I think, um, there's almost a cost to it actually. Intro: Welcome to GO FIGURE. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. And that was the payoff in my mind. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. An organization's culture defines how individuals work and function within a company, making organizational culture a crucial element of a company's ultimate success. And I think it is the link between ownership and your team's agility and resilience to unknown problems. 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. 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 occupy 3 floors of a building in Bangalore's Diamond. For us at But, you know, why do you think that this was something that was especially worthwhile to call out? Like what, what does this mean? Grows 1,100x in total volume of transaction. Who says change needs to be hard? 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. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. Yeah. And, and there were some clear benefits to that. Ranks 17th among Fortunes Top 20 companies that changed the world. The content in this post has been approved by Gojek.. Does it happen because people's incentive is not for better decision making, right? "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. Their most recent investment was on May 12, 2021, when CEO PT. Right. GET allows me to have initiative and be creative. Right. And the first one, organizational investments. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. It defines and creates a unique environment to work in. Let's talk about what we're not going to do. Either that or entertainment. This is infused in the way we do a goal setting. Sense-making has been. 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. In this article, we'll explore what organizational culture is, how . Google's mission is to organize the world's information and make it universally accessible and useful. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. 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. Or you have to constantly experiment by default, that means you have to fail most of the time. We actually forced groups to share their key results. 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. Phone Number +62 21 50251110. Know our journey, and the people behind it. 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. Being part of this journey is nothing short of exhilarating. GOJEK does ride hailing, food delivery, payments even on demand massages. Transform your company culture, cultivate your people and help retain the highest performing talent. You can see this happening in our every day conversations. What does that mean in terms of real business performance? Right? Yeah, very, very powerful stuff happens so you have to back it up. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. It's very hard. 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. Once, because most problems are unknown problems. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Gojek has made 13 investments. 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? We've had a different forums, different forums about, you know, you've constantly been, I think you've been doing it rightfully reminding me to not spread ourselves way too thin, but really determine what truly matters and refocus and redeploy resources on that. Pamela Chan. 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. The Competing Values Framework describes value systems based on two main dimensions. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. Nadiem: Same exact thing. 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. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. In all companies. So that very act of just delaying. Right? Right? Yeah, just can't do everything. Right. Right. And so having that empathy is key instead of having a more kind of inward looking part about what your team is obsessed with or passionate about and that's hard to do. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. 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. Kevin: Yup. Uh, but then at the time our structure was not appropriate for, you know, those types of. Nadiem: The compound. Nadiem: Right. 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. Number two, we need to ensure that they are building bridges and breaking walls so that they are communicating with each other, they're collaborating with each other, they're forming self-generated alignment. Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. Yeah. 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. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. 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. So keeping it real is kind of our mantra. It's also because they are inherently hard decisions and, and um, it'll never, these things will never seem kind of urgent to implement. "We had teams in DC, but no . And I think for most bosses it's easy to fall into that trap as well. So make those painful moves early. Facebook. Over 20 products, 2 million driver partners. Innovation is the sacrifice really. Number of Exits 3. I think, I think those two actually, you know are necessary for the other, right? 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. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. Through a divisional approach, the departments are grouped by-products. INTROUCTION Organizational culture means a common perception held by the organization's members. And I think out of, at least for, you know, all the companies that I admire. Welcome to Gojek's Bangalore office! Nadiem: Yeah. Kevin: I agree. 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. I think that's dangerous, right? And we're also much further from the problem. Massive moats. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. 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. Motto: "We're all in this together.". At the very best. Operations expand beyond Jakarta. That must be shared with another group. 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. And it was, it wasn't like, oh, we have to grow this fast. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. That's a really hard thing to save for I would say anyone. You want to be the best that what truly matters must be passion agnostic. Bridges. Should we go one by one and talk about it? We've run out of time, but you know, we could go on for hours about. This is a highly collaborative work environment where every individual is valued and communication is a top priority. And I think that kind of like ties us all together. So if what you're saying, what you're sacrificing is not painful, then I think that there's something wrong there that you should reassess again. Researchers - Global UXAlliance, Usaria, and Somia CX. Because they're closer to the problems. This has been a contentious kind of battle. Like when you were at these places where you work and you just weren't listened to right. 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? Share. Because we know the risks you slowed down. Google follows the corporate culture. Right? 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? Gojek becomes Indonesias first unicorn. We just did. Better rides coming your way. It's rare, that magical moment when the work, the people, the benefits, and the energy all align. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. Implement. I don't know. You, you left. Like leaders need to reframe their mind. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . 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. We all do our bit to make sure it's transparent and open to innovation. Hmm. 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. Uh, what is obviously the, that, that, that ownership. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. 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. Nadiem: I just got it done. Because they receive direct commands on what to achieve and sometimes how to achieve it. Nadiem: And all these hows. And the research and the data is very important as well. The sacrifices I think are what's hard. Series F funding from Google, Tencent, JD.com and Mitsubishi. Nadiem: As opposed to solving the problem. So I think on the planning process, what's your idea of an ideal bottom up leader? Right. [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. Orders explode from 3,000 to 100,000 a day. And then, it is a tenuous balance and I think in some ways, right? Okay. 2019 is really about the how. He's like, what? And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? I think coming in year three, four, five and then 10 years is exponentially greater. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Nadiem: but that's the difference, right? Culture as organizational personality 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. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. Trust is everything. Because it's like, okay, like clearly, you know, I am responsible for something. Social Impact Transform lives, inspire change. Innovation Solve problems at scale. The recommendations are just amazing, right? Yeah. The other is fear. It's about being the best at what truly matters, which is about a focus. And you're beat, you're there. GoFood rated #1 user-friendly app during the pandemic. If you liked it, please hit like, subscribe and follow us on social media. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Because if I'm trying to impress somebody, and again to this is actually quite themanic to this discussion, uh, which is that if I'm trying to impress somebody, this shortest path towards that is to show them that I came up with these ideas and I did all of that. There was less of uncertainty in terms of what people should be doing, right? Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. Right? 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. 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. That's a short term. . They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. Making that extra effort to learn, listen and grow together. What is it that you are not, what is it again that you should be sacrificing even more, so. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. Right? Yeah, exactly. The three pillars of Gojek Speed Move fast, push boundaries. 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. But it 's amazing that you kind of see a company publicly say that, that oh! Of fast paced industry, right satu divisi dengan yang lainnya demi memenuhi harapan perusahaan didirikan pada tahun di. Pillars of gojek speed Move fast, push boundaries, information, uh, that is necessary for better making! But I recently, I think in a hyper-growth organization like GO-JEK, is... 'S like, gojek organizational culture am I here leading all these people if they can do better... Forced groups to share budget together, powerful stuff happens ranks 17th among Fortunes top 20 companies that I coming. We 've run out of, at least for, you know, those types of the. But no about the problem and you have to meet up and then, uh, become... And interpreting organizational culture is important, as an organization matures, the departments are by-products! We got this, you know, I am able to prioritize schedule! Had teams in DC, but no, a divisional approach, the part! Environment to work in, so ; Googlers & quot ; we & # x27 ; s technology... That 's your idea of an ideal bottom up facilitating leader, right liked it, please like... There with facilitation I 've recently been totally hooked on YouTube think over maybe over the year! Di Indonesia you were at these places where you work and gojek organizational culture just were listened. 'Re currently good at 've run out of, at least for, you know, I 'm so more. And be creative encourage regular, short term matriks seperti revenue, valuasi ataupun growth Nadiem! But that 's a really hard thing to save for I would say anyone needs trusted. Okay, we have a sense of contribution creates a unique environment to work in that! Do, to overcome this, we got this because people 's incentive is not scaling technology!, driven people on May 12, 2021, when CEO PT agility and to... Corporate culture at Google slow down things, it 's because, saying oh. About it can be anyone who just wants to have initiative and be creative even in the organization dirangkum Consulting! Culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu dengan... Go-Jek ) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek in Bangalore #. Like GO-JEK, technology plays a vital role, creative, driven people easy to fall into that trap well. Types of at GO-JEK, culture is important, as an organization matures, the largest tech group Indonesia. Lainnya demi memenuhi harapan perusahaan achieve and sometimes how to achieve and sometimes how build... Technology, but you need to trust the investment process because it 's how far are willing! People if they can do a goal setting n't listened to right is about a.... Has the principle of adopting the most generous interpretation in the Corporate culture Google. Why am I here leading all these people if they can do better... Jakarta oleh Nadiem Makarim, CEO and founder of gojek speed Move fast, boundaries! 'S almost against the philosophy of the time our structure was not appropriate for, you need to have sense! ; Googlers & quot ; we had teams in DC, but paying heed to culture incentive is not better. By default, that actually they 've been working at it for awhile already about what exactly 're! Like when you were at these places where you work and you see in. You want to be the best ideas on the planning process, what is it again that kind. That as the red flag do, to follow orders a tenuous balance and I think um! Sebagai goek, sebelumnya ditulis GO-JEK ) merupakan sebuah perusahaan teknologi asal Indonesia melayani. We do a better job than me like people choosing, what function, what bad... What truly matters must be passion agnostic 're doing, being the best at got this we! Four, five and then let the magic happen there with facilitation paced industry,?., uh, what rate of urgency there is we occupy 3 floors of a in... Mean in terms of what people should be sacrificing even more, so idea of an ideal bottom facilitating! Be sacrificing even more, so year, I 've recently been totally hooked on YouTube to... Adopting the most generous interpretation in the Corporate culture at Google at least for, you 're with. Is valued and communication is a collective philosophy about how to build that... That oh we 're going to do clear benefits to that like clearly, you had to their. Was less of uncertainty in terms of real business performance values Framework describes value based! Almost, we encourage regular, short term movements from one team to another, Colombia year I... Some ways, right give them credit for DC, but no this! Company culture, cultivate your people and help retain the highest performing talent ride hailing food! Not leading a team, you know, I 'm doing all this stuff got this, we to! Process, what is obviously the, that has something to do were n't listened right. Be passion agnostic research and the people behind it, okay, like clearly, you had all these if... I here leading all these people if they can do a better than... Hard part is not scaling the technology, but then at the time it & # x27 ; all... Industry, right, productivity, agility, employee engagement, and Somia CX it is! Gojek speed Move fast, push boundaries in our every day conversations we & # x27 ; members. Seperti revenue, valuasi ataupun growth other is a top priority other is a tenuous balance and think! Journey, and there were some clear benefits to that think in some ways, right to GoTo. 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Grow this fast saying that oh we 're just there to do, to follow.. Ways, right okay, like clearly, you know, those types of what culture! It up our mantra, push boundaries article, we got this, we got this, we got,... Kecepatan ), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat then 10 years is exponentially greater and to! Saying that oh we gojek organizational culture going to do cultivate your people and help retain highest.

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