You can see this happening in our every day conversations. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. And I think it is the link between ownership and your team's agility and resilience to unknown problems. I'm not saying perfectly bottom up, but that's what a lot of people to choose, how they're going to contribute to a much more limited set of metrics and gave them the freedom at every level to not have a cascaded target down. Right. Secara parsial, Gojek juga menerapkan budaya organisasi market. A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. Pamela Chan. But you know, I think you're right. Like the end, Oh, you had all these ideas. There was less of uncertainty in terms of what people should be doing, right? It's just that they have, their team happens to do that really well. And then it's like a cascading process. Yeah. What makes a difference, though, is that each of us is willing to try. Researchers - Global UXAlliance, Usaria, and Somia CX. And so, you know, I think again you keep on going back to this theme of that this is better for longer term because you know, how else are you going to keep people motivated in an environment that's changing so rapidly when unexpected things happen the time if not through kind of that high level of ownership. And that when things don't, when things don't go wrong sorry when things don't go right or when things go wrong, you don't blame other people, right? Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. Yeah. Nadiem: They don't count. 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. It was just very dynamic. And I think one, one thing that we've seen here and we've seen, uh, here in GOJEK, uh, but also here in the region and actually, you know, all around the world, uh, is actually, you know, the whole bottom up versus top down thing. How would you approach like, your kind of parenting style with respect to this, right. Kevin: Yeah. Gojek (then GO-JEK) begins to paint the town green. And the research and the data is very important as well. Right? From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. 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. In this article, we'll explore what organizational culture is, how . Because if you're not doing things the right way, eventually those things all kind of fall apart. Thanks so much for tuning in. 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? GET allows me to have initiative and be creative. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. Everyone, you know, media is writing about, look at all this amazing stuff. Like when you were at these places where you work and you just weren't listened to right. Right. Telkomsel and Telkomsel are the most recent investors. There might be some misalignment and what teams are doing versus each other. . So just to review, that one more time. It was fun. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. 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. Yeah. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. Right. 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. Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. Oh, I love this feature. And therein lies the scientific and very rational approach is extremely important. Kevin: Yeah, I think so. Right? Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. And here are some common mistakes that I've seen. You name it we do it. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Instead going, look, I've noticed that we have an acute allocation, we have an acute supply problem in this specific geography, can you please take a look at it and come up with some solutions on what you think we should do here? For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. Spreads wings across Vietnam and Thailand. Yes. Right. Nadiem: I think that's what, that's the theme that we wanted to talk today. You understand the key results that you were trying to achieve. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Adaptive Organizational Culture Unadaptive Organizational Culture Visible Behavior Pemimpin mencermati semua yang mendukung mereka, terutama pelanggan, dan memprakarsai perubahan bila diperlukan untuk melayani kepentingan mereka, sekalipun hal tersebut beresiko Manajer cendrung bertingkah laku agak picik, berbau politis dan birokratis. 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. Right? 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. That's a really simple but very difficult thing to achieve. 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 . Nadiem: Yeah, I get it. And this is infused in how we run meetings and cadences. So when I go and say, Hey, can you do this? And I think out of, at least for, you know, all the companies that I admire. Ranked #11 on Fortunes top 50 companies that changed the world. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. The Wisdom List: Kevin Aluwi. 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 And I think the good sign of a bottom up leader is one that is secure in knowing that their job is to provide the platform and distill from their team, you know, the best ideas. 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? Move CTO S. Move Business Intelligence I. I don't know exactly why I'm doing all this stuff. Kevin: Yeah. 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 . Is it really like what do you get? What do you think is the ultimate sacrifice? Test. Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro And the first one, organizational investments. Jan 13, 2022. 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. 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. We're all about that. Right. 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. Like, you know, we have this feature that, you know, we've been working on know for a long time. thegeneralist.substack.com. Should we go one by one and talk about it? 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? 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? Right? Bridges. I'm thinking what's next? Yeah. 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. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. It's very hard to recover after that. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. * Outro: Hey guys, hope you enjoy the podcast. Twitter. Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . 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. And around prioritization. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. And I think that's very important to him to codify it. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Right. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. So that's where the challenge I think is also kind of getting the incentives. And that's okay. 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. Yeah. I think that's dangerous, right? Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. Yeah, exactly. Welcome to Gojek's Bangalore office! There were some clear benefits. It's not a, it's not just a value like a core value. So I think that would be my one. For me, its the people. Or you have to constantly experiment by default, that means you have to fail most of the time. 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. I never used to be a regular youtube visitor. Building a strong organizational culture is a long journey, one that requires exceptional focus and consistency between the various layers (from beliefs to rituals, from heroes to symbols . 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