Where do you draw the balance of this bottom up? Right. Nadiem: Well did I think, I think we've covered a lot of ground here. Jan 13, 2022. We like to talk about things we like and talk about things we don't like. Nadiem: They don't count. 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. What makes a difference, though, is that each of us is willing to try. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Right. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. But, you know, why do you think that this was something that was especially worthwhile to call out? Read writing about Culture in Life at Gojek. 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. 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. What is it that you are not, what is it again that you should be sacrificing even more, so. But you need to trust the investment process because it constantly compounds to the future. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. Sometimes this is dangerous, but you know what you're good at. GOJEK does ride hailing, food delivery, payments even on demand massages. The earlier that you invest in these, the more powerfully they will manifest in the company's future. Photograph by WeWork. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. We need to tap into the collective creativity and power of our teams. 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. How would you approach like, your kind of parenting style with respect to this, right. The Competing Values Framework describes value systems based on two main dimensions. And I think that's very important to him to codify it. Grows 1,100x in total volume of transaction. Nadiem: Right. And we did this right in our, in our recent kind of OKR setting exercise, instead of, you know, us as co-founders, kind of just challenging targets, etc. You say, yeah, that's, you know, I'm going to solve it. Right. Long term success takes a lot of sacrifice in the short term. That's just noise. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. And everyone will agree that it is the right thing to have teams collaborate. Right? Right. Repeat. OKRs are Objectives, Key Results. Jun 6, 2022. 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. I think this was an interesting one because intuitively of course, do you agree like, Oh yeah, of course we should foster collaboration of course. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. Rather than being the guy or the girl who has all the ideas. Kevin: Right. And this is a theme around focus. Yes. Even if you're not leading a team, you need to have thought leadership. Right? Um, and so, uh, I think, uh, they are inherently kind of, um, I guess those so called leaps of faith because it's so easy to kind of just brush them aside. But what do you think is then the ideal leader? This is a highly collaborative work environment where every individual is valued and communication is a top priority. It's about being the best at what truly matters, which is about a focus. Hmm. We got Nadiem and Kevin again, that's right on Go Figure podcast. 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. And here's where it gets really tricky. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. I mean, we, we, I mean the last, what, four years, uh, we just kind of held on, right? They have to be painful for it to mean something in the organization. Yeah, just can't do everything. Oh yeah. It is possible to create organizational structures that are tailored to the needs of specific businesses and industries based on functions, markets, products, geographies, or processes. Series A funding flows in. Because you understand the whole logic of like, why you made these decisions. 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 . That's, I think the first thing. And the third theme is really about building bridges and breaking walls. A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. Test. Nadiem: And why is that a bad thing? Because they're closer to the problems. And the research and the data is very important as well. Their most recent investment was on May 12, 2021, when CEO PT. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . GET allows me to have initiative and be creative. Kevin: Yeah. And, and as leadership, we had no idea that this is such a big problem. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. 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. Nadiem: Fear and money. And I think these are the things that very often organizations are too lazy to invest in upfront because they don't give, there's no instant gratifications here. 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. I think there's also oftentimes that question from, from a lot of folks who then, you know, or might be resistant towards this idea, it inherently kind of challenges, um, maybe, you know, traditional notions of what somebody in a leadership position should be doing. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. 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 You're great for short term. WeWork Calle 26 # 92-32 in Bogota, Colombia. Social Impact Transform lives, inspire change. 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. Outro: Hey guys, hope you enjoy the podcast. Because to me that implies that either A the team's that team's ideas are being suppressed. Right? It's gonna be what where we are going to do or be our best at. Yeah. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? Type 1: Clan Culture. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. 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. But you know, I think you're right. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. 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? Yup. 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. Like nothing is ever on fire and then you, oh, you have to do these things now. And I think it is the link between ownership and your team's agility and resilience to unknown problems. The lower layer has to contribute to the middle layer. Innovation Solve problems at scale. Or you have to constantly experiment by default, that means you have to fail most of the time. Right. Like what's urgent, what is high leverage? We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Right? Among Indonesias Top 10 Powerful Brands at Brand Asia awards. Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Right? 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. And then we come to the third kind of strategic theme, which is be the best at what matters. Google is home to countless communities of unique people. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. But you know with all great things, I think we've come to two kind of conclusions. And that just doesn't work. We just did. It's a very small, it's very small nuance, but yet critical. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. 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. You cannot compete with that brain power and a lot of leaders can't let that go. Right? The three pillars of Gojek Speed Move fast, push boundaries. Nadiem: Yeah. Yeah. 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. It's been horrible. That just kind of like took off. It is the only company in southeast asia that is included in fortune 's 50 companies that changed the world in 2017 and 2019, ranked at 17 and 11, respectively. If you liked it, please hit like, subscribe and follow us on social media. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Yeah. Yeah. Know our journey, and the people behind it. In this article, we'll explore what organizational culture is, how . You're helping with this, you're responsible for that. 1. Review the different organizational structures most commonly used. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. We all do our bit to make sure it's transparent and open to innovation. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. Oh, they're great. Is it really like what do you get? Right. It's very hard. Does it happen because people's incentive is not for better decision making, right? You're a new father and you have two daughters. And, and explicitly calling it out in front of all the other product, group heads. We actually forced groups to share their key results. Uh, you know, people. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. GoFood rated #1 user-friendly app during the pandemic. Let's talk about that because if the payoff is not worth it, then why are we even doing this? And I think that that part is, yeah, I agree with you that that is, that is probably one of the harder ones where you can actually, cause it's hard to see that, oh, this thing that, you know, I'm really fired up about it. Uh, rather than thinking about, you know, building an enduring company or in doing business. Enter food delivery, ticket bookings, and more. You name it we do it. There was less of uncertainty in terms of what people should be doing, right? 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. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. Listed Fortunes favorite again! 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? 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. Thanks so much for tuning in. Right. 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. Kevin: Yeah, yeah. Right. Right. 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? I haven't gone home since like two days. It's rare, but it is possible. I think, um, I think what we've seen, are there's a different flavors of it. We didn't just say, you know, build bridges, break walls and then not back it up by anything. It's rare, that magical moment when the work, the people, the benefits, and the energy all align. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? I was just labeled a dreamer all the time. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. So we've cracked that we need to first bottom up individual. Kevin: Yeah. And it's hard. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people.
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