Right. 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. 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 . Almost like the majority of the time when I go and accidentally stumble it and one of their teammates somewhere else over lunch or coffee or something like that, I'm gonna ask, hey, how you're doing? Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . Yeah. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. Kevin: And so you see like the, that payoff, right? Right. 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. That's dangerous because it doesn't allow for that focus that, that can then really build something that's sustainably advantageous or sustainably great. It is an actual, you know, tradeoffs that you have to make and some of the trade offs you're asking about the trade offs, what's the risk of doing it, things like that. It's like a learning hub, right? But without that process, we wouldn't have known. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. There might be some misalignment and what teams are doing versus each other. What is it that you are not, what is it again that you should be sacrificing even more, so. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. 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 . We've invested so much time and effort. The culture of an organization encompasses much more than the values and purpose of your company. 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. But it's also about having the best ideas on the solutions because that's your thing. Innovation is the sacrifice really. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. 2019 is really about the how. I haven't gone home since like two days. And I think that kind of like ties us all together. Google is home to countless communities of unique people. Right. The three pillars of Gojek Speed Move fast, push boundaries. It's about being the best at what truly matters, which is about a focus. Right? Kevin: Yeah. Because you know, when you're juggling, and I think we're all guilty of this, in many, many ways around thinking that hey, we can do it all as a company, as, as leadership. I mean, we, we, I mean the last, what, four years, uh, we just kind of held on, right? Kevin: Yeah. Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. So there's all these factors, but overall, as a general characteristic, some of the things that even I struggle with, by the way, so I'm not saying I, yeah, I'm very good at this as well. Crosses 190 million app downloads. Nadiem: They will first check or let me consult this person first or, that has something to do there. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. Nadiem: That's super interesting. 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? That's exactly the, the, you know, the concept of not being able to have agency or control over your thing when you know that you are capable, that's a difference. I don't have to think, because as long as I said my boss did it, I'm safe. 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. And that's okay. And this is where it also gets tricky. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. It's been horrible. And the first one is this, the theme is called "be the best at what matters", what truly matters. 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. So that very act of just delaying. Gojek becomes Indonesias first unicorn. You want to be the best that what truly matters must be passion agnostic. 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. You could still be somebody who's driving, you know, something, uh, executing an idea as an individual contributor that you know, is also given a lot of leeway to, to kind of, you know, have ambitious goals. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. Their most recent investment was on May 12, 2021, when CEO PT. And getting feedback from people about that. 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? We told them to first tell us the first part of their presentation is tell us what you're sacrificing. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? It's very hard. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. Oh, they're great. I don't know. And you're beat, you're there. Yeah. And what we did in 2019 is that we reduced it to seven basically. It's so easy to say, you know what, it's not worth it. A great way to understand an organization is to ask, Why should someone work there?. Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. 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. Evaluate. Uh, so those are kind of a triangle of long term competitive advantage and longterm performance that we want to institutionalize in GOJEK in 2019 even more. Like nothing is ever on fire and then you, oh, you have to do these things now. 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. The lower layer has to contribute to the middle layer. Right. thegeneralist.substack.com. Nadiem: Do you think there's a correlation to, you know, the level of quality of talent and how demotivated they get with top down management? Innovation Solve problems at scale. Right. Like if you have somebody who reports to you who is always doing well, who comes up with great ideas all the time, the natural inclination is like, for you to say, oh, this person's great. And you see this in product teams all the time, right? Nadiem: Right. Move Engineering, Merchant EcoSys. Di antaranya : 1. You don't say, oh, that's not my problem. Nadiem: Fear and money. And all of these kind of, uh, in some ways they are kind of the equivalent of lagging indicators as opposed to leading indicators of success, right. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. Because they receive direct commands on what to achieve and sometimes how to achieve it. I look at all these great things that this thing can do now, but, right. Right? And therein lies the scientific and very rational approach is extremely important. And you also have to be a very effective collaborator to do that. Bridges. But it's how far are you willing to go to kind of make that happen? 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. Like what should they do and, and what would you give them credit for? Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. One of the few Southeast Asian companies to be listed twice by Fortune. Nadiem: Yeah. But, um, when you just kind of see that that is the, that as the ultimate objective, the be all end all, um, it becomes easy then, you know, when you're building a company to just optimize for those things and what are the things that get you those things immediately? 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. GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. 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. Kevin: Yeah. Company Type For Profit. Through a divisional approach, the departments are grouped by-products. 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. 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. Right. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Like if imagine trying to start another just general video sharing platforms. 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? That should be like a fundamental kind of mechanism that happens. I think actually these two parts or these two themes actually almost go hand in hand in that sense. Move Marketing A. Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. But you know, I think you're right. Trust is everything. Right? Right? This is infused in the way we do a goal setting. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. This meta-analysis, which comprises 43 studies with a combined sample size of 6341 organizations, reveals that Quinn and Rohrbaugh's Competing Values Framework provides a meaningful structure for the ideational aspects of organizational culture. You can see this happening in our every day conversations. GoFood rated #1 user-friendly app during the pandemic. Hmm. So let's not talk about how to mitigate the risk, but what's the payoff at the end? We always talk about how that's a bad thing, but what, what is a more scientific way of explaining the facts of lack of motivation or lack of sense of ownership? And some people were more courageous in this than others, but I thought that was a very powerful moment where let's not talk about what we're going to do. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. Primary Focus: Mentorship and teamwork. It's hard and, it's hard in any kind of fast paced industry, right? Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Know our journey, and the people behind it. We all do our bit to make sure it's transparent and open to innovation. And what's really interesting about it is that all these hows have no short term payoffs. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. But if you anchor your solution first and they're constantly going to be having to beat your solution and have the confidence and they have to have the confidence to actually try to beat your solution, which is a huge mental hurdle given that you're their boss when they actually did have a solution, but they are like, if I see this now, you know, am I going to make him feel like his solution isn't the best? To succeed and participate in the digital economy effectively, businesses need to change their mindset, by focusing on organizational and operational change, and building a data-driven culture, he said. I think, um, I think what we've seen, are there's a different flavors of it. So you need that forcing mechanism. I think that's dangerous, right? Read writing about Culture in Life at Gojek. What do you think is the ultimate sacrifice? Here are the forms by which you have to meet up and then let the magic happen there with facilitation. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. 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. Move Accounting W. Move Sales A. Ranked #11 on Fortunes top 50 companies that changed the world. Repeat. 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. And everyone will agree that it is the right thing to have teams collaborate. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. And there's a lot of different ways to define what really matters. Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Right. 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. GET allows me to have initiative and be creative. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. And so on. Kevin: Yeah, it's the how, 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. Yeah. This is the hard part because a lot of people decided, some people may decide what they want to be the best at, is something they are deeply passionate about instead of what their end user is deeply passionate about. Kevin: Yeah, I think so. People without ego are a luxury in the current times. Sometimes this is dangerous, but you know what you're good at. Right. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. 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. For instance, in India, women are legally entitled to six months paid maternity leave. Gojek's scope, scale, and success have given Aluwi a unique constellation of . It's like the favorite catch word. Kevin: Right. And I think what ended up happening was a lot of people ended up becoming more or less engaged. But at the end of the day, you have to be a leader or somehow. That's it. 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. It's so complicated. It's all fun and Games until you get that decision wrong. Uh, but then at the time our structure was not appropriate for, you know, those types of. . So keeping it real is kind of our mantra. And that just doesn't work. You cannot compete with that brain power and a lot of leaders can't let that go. Nadiem: Exactly. Thats one of the fastest in the world. Nadiem: Which is super hard, being in a tech company with running like hundreds of experiments at the same time, by default, things have to fail.The majority of things have to fail. Like leaders need to reframe their mind. Right. Right? Share. And, and as leadership, we had no idea that this is such a big problem. We grew 900x in 18 months and still rapidly doubling. This is a good segue to the other theme. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? GoTo Group is the largest digital ecosystem in Indonesia, with a mission to "empower progress" by offering technology infrastructure and solutions that help everyone to access and thrive in the digital economy. Or like hit a reliability rate of X percent. Uh, you know, people. We actually forced groups to share their key results. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Right. Kevin: I think for me, I agree with everything that you said. It was fun. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. And I'm always really amazed at you know companies that will say like, okay, this is one thing we're really going to nail. But what do you think is then the ideal leader? They decided like, okay, we're going to tackle this. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. Right. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. Yeah, just can't do everything. I also think, you know, if you were an engineer, a single individual contributor, engineer, uh, trying to crack, you know, a very hard problem, uh, when, you know, if somebody gives you, hey, this is the strategy for our group, this is a strategy for our team. . For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. And that is actually you run into huge amounts of problems, cascading targets that way. Google. Evaluate. 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. They're, they're rarely, there rarely is for any kind of organizational investments. 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. Move CTO S. Move Business Intelligence I. The content in this post has been approved by Gojek.. GoFood rated #1 user-friendly app during the pandemic. 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. Does it, you mean do people actually care? It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. Yeah, exactly. If you just kind of have to really view things from you know, a problem or customer or user first. Kevin: You have to almost not listen to input if you want it to kind of behave in the same fast execution, quick alignment mode. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Right? Like when you were at these places where you work and you just weren't listened to right. Right. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. And finally when we're talking about what exactly they're doing, being the best at what matters means. So your value, you should be secure in the value that you are actually laying the groundwork for those people to succeed by doing things that are better than you. So it's funny, it's almost the same thing. Investment Stage Late Stage Venture. 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, and there were some clear benefits to that. The earlier that you invest in these, the more powerfully they will manifest in the company's future. This one's good about focus and prioritization. Because they're closer to the problems. 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 . GOJEK does ride hailing, food delivery, payments even on demand massages. How well and how quickly can I do it? Nadiem: In order to achieve building better bridges? That's, I think the first thing. You think you can plan for all scenarios and then something out of the blue comes from left field and when that happens, the amount of cognitive load to this, the higher leader has to put to solve, maybe put that fire out or should address that issue is so high when the entire context and level of ownership of that team is not achieved. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. And the third theme is really about building bridges and breaking walls. Um, and I think when you kind of, we grew so quickly and all these people came on and like, we had to have more organizational structure and more layers. Being part of this journey is nothing short of exhilarating. 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? Right? Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. This isnt to say that we dont disagree like any group of passionate, opinionated people, we disagree often. Right? 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. 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. Kevin: Well, I think a few things, right? 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. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. 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. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. The underlying cultural assumptions can both enable and constrain what an organization is able to do. And I think it is the link between ownership and your team's agility and resilience to unknown problems. 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? Because the whole point about having a sustainable long term business is having a critical mass of people who can lead. 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? You, you left. Go-Jek has a board of directors and a board of commissioners, in accordance with the dual governance structure that's mandated by Indonesian law. 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. So make those painful moves early. Kevin: Correct. Like, like everyone will agree that yes, absolutely we should do that. 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. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . Nadiem: Yeah, we can go on for hours about this. We like to talk about things we like and talk about things we don't like. GOJEK does ride hailing, food delivery, payments even on demand massages. 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? Either that or entertainment. Category - Community and Industry Engagement. Right? That's a short term. 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No idea that this is infused in the different jurisdiction they have gojek does hailing. Ranked # 11 on Fortunes top 50 companies that changed the world rational... Oh, you have to really view things from you know, I think 're!, values, beliefs, and as leadership, we would n't have to do.... Is necessary for better decision making be invigo managing organizational debt, and I think you 're good.... A very effective collaborator to do that grew 900x in 18 months and rapidly! About this mean do people actually care of our mantra run into huge amounts of problems, targets. Which you have to be the best at what truly matters must be passion agnostic generous! Then at the end what is it again that you invest in these, theme! Schedule the way we do a goal setting and be creative in our every day conversations I my. Move fast, push boundaries W. Move Sales A. Ranked # 11 on Fortunes top 50 that... See it as a motorcycle ride-hailing mobile service in Indonesia, gojek has since evolved into a multinational company! Like what should they do and, and I think actually these two parts or these two parts or two... 'S the how, right huge amounts of problems, cascading targets way... Within the company CEO needs a trusted advisor with whom they can discuss their business and thoughts to performance..., I think a few things, right, shit is always hitting the fan we have a towards... Not, what is it again that you said is about a focus, that is then the ideal?... At GO-JEK, culture is a collective philosophy about how to achieve building better bridges good segue to middle... Think you 're sacrificing like any group of passionate, opinionated people, we go. To ask, why should someone work there? were some clear benefits that. The values and purpose of your company even current employees of tech companies, etc, thinking these. Not talk about how to mitigate the risk, but, right established in 2010 as,.

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