We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? 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 . And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? 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. Kevin: Yeah. 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. It's just that they have, their team happens to do that really well. Improves Employee Engagement . Right. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. 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. But that enabled this OKR setting process to be much more bottom up. So we move faster, right? Jan 13, 2022. And, and there were some clear benefits to that. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. Test. Innovation Solve problems at scale. People's incentive is to, oh, okay, my boss told me to do that. Right. Google. 1. Yeah. But I think really having that mindset of being, thinking about, you know, what are the things that really matter and what are the things that don't matter, even though I kind of feel like I should be doing them right? 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. Like I was pretty significant percentage requirement minimum. Which is around building these bridges. It's like the favorite catch word. Nadiem: A lot of people confuse that. I mean on a daily basis shit is hitting the fan. For me it's when they're trying to raise something to me, right? If you kind of look at the universe of companies. It's gonna be what where we are going to do or be our best at. It was like, okay, that sounds cool. Uh, what is obviously the, that, that, that ownership. So that's where the challenge I think is also kind of getting the incentives. Right. I haven't gone home since like two days. 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? 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. It defines and creates a unique environment to work in. Nadiem: Right. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. Or like hit a reliability rate of X percent. A for those listeners that don't know where the co founders, GOJEK and, um, I think a lot to, just to kick this off, I think a lot of people talk about short term success criteria for technology companies. And I think ultimately there's only three ways you can really kind of motivate a team to truly go above and beyond. Kevin: So I think, I think in the early stages, it's, um, in the early stages, it's, it's really easy to do a top down without feeling bad about it. Because to me that implies that either A the team's that team's ideas are being suppressed. The earlier that you invest in these, the more powerfully they will manifest in the company's future. And so let's talk about these three things. In all companies. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. 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. 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? Innovation is the sacrifice really. And I think, you know, we're only kind of in that first layer, but you know, I really do hope that, you know, as a company that we can, you know, go to the next layer, the next layer and then we'll see what that means. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. Yeah, exactly. Right? And what's the difference between thought leadership and just being really good at execution? Enter the Gojek app. Implement. Yeah. 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. I don't know exactly why I'm doing all this stuff. I think, I think one very easy one. In a hyper-growth organization like GO-JEK, technology plays a vital role. We are here because of each other. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Nadiem: Yeah. 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? And that just doesn't work. 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. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. Through a divisional approach, the departments are grouped by-products. 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 . 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 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. 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. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. We currently operate HQ offices in both Jakarta and Hangzhou, China. But without that process, we wouldn't have known. And I think for most bosses it's easy to fall into that trap as well. 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. Share. When people feel comfortable in a space, when they . 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. Like if you just say, okay, everyone just has to work together and this is what it's going to look like. 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. Jun 6, 2022. 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. Sometimes this is dangerous, but you know what you're good at. Transform your company culture, cultivate your people and help retain the highest performing talent. Description of Gojek. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . 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. 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. Nadiem: Yeah. 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. That must be shared with another group. 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. And this is where it also gets tricky. We are in a fast-paced environment but I know I can slow down when I need to. Gojek | 832.890 pengikut di LinkedIn. Like the end, Oh, you had all these ideas. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. You don't say, oh, that's not my problem. But in the bigger scheme of things, it's not what truly matters to their end user. Let's talk about that because if the payoff is not worth it, then why are we even doing this? That's a really simple but very difficult thing to achieve. Right. It's rare, but it is possible. Right. But these apps that connect drivers to passengers are creating competition for established. Let's have these explicit conversations. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . Di antaranya : 1. GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. You don't have a top down a way of working. Every piece of code we ship and our efforts to make sure our customers have a better experience. Nadiem: I just got it done. And the what you know, is easy to validated are those, you know, those numbers, uh, those, uh, those media stories are easy to kind of, um, it's easy to see that, oh, that's kind of the, uh, the, the objective. 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 . Five People CEOs Need To Add To Their Team. For me, its the people. Right. Pamela Chan. Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. They decided like, okay, we're going to tackle this. 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. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. Right? Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. So you have to have targets at the top and everything has to be MC, the middle layer has to contribute to the top layer. Right? And around prioritization. So I think on the planning process, what's your idea of an ideal bottom up leader? "We had teams in DC, but no . One of the few Southeast Asian companies to be listed twice by Fortune. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. Parameters - Brand loyalty, media engagement, and CSR. So when I go and say, Hey, can you do this? Right? PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . Because we know the risks you slowed down. And you know, let's, let's focus on, you know, other things. 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. Kevin: What artificial intelligence. Right. This is a good segue to the other theme. Nadiem: Exactly. Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. This page was last edited on 17 February 2023, at 02:26. 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. Operations expand beyond Jakarta. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. 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. There might be some misalignment and what teams are doing versus each other. How would you approach like, your kind of parenting style with respect to this, right. Nadiem: That's right. Gojek launched its application in 2015 with . Repeat. This one's good about focus and prioritization. And here's where it gets really tricky. The three pillars of Gojek Speed Move fast, push boundaries. Right. Or you have to constantly experiment by default, that means you have to fail most of the time. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. You want to be the best that what truly matters must be passion agnostic. The underlying cultural assumptions can both enable and constrain what an organization is able to do. It was just very dynamic. Nadiem: Yeah. We really love innovation. 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. Mario Gabriele. The lower layer has to contribute to the middle layer. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. The more that people below you come up with better ideas, the more you know you're on the right path. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. There were some clear benefits. Ranks 17th among Fortunes Top 20 companies that changed the world. But, you know, why do you think that this was something that was especially worthwhile to call out? The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. Like if imagine trying to start another just general video sharing platforms. 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? We do our utmost to get this right. But what do you think is then the ideal leader? Either that or entertainment. [1] My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. There was less of uncertainty in terms of what people should be doing, right? Spreads wings across Vietnam and Thailand. The Wisdom List: Kevin Aluwi. And then it's like a cascading process. Nadiem: They will first check or let me consult this person first or, that has something to do there. 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. 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. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . Kevin: Correct. 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. Unknown problems. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. Were now talking 100 million orders a day. Right? In a hyper-growth organization like GO-JEK, technology plays a vital role. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. Gojek didirikan dengan prinsip menggunakan teknologi untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa terbaik di pasar. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. That's a really hard thing to save for I would say anyone. Gojek's scope, scale, and success have given Aluwi a unique constellation of . He's like, what? The products may be interrelated but they have their particular descriptions. GoFood becomes the world's most helpful and user-friendly app during the pandemic. Yeah. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. 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. Um, because you Nadiem: it's so fuzzy sometimes. Here's how organizational culture might have been handled in the past: The CEO commissions the Human Resources department to produce an effective company culture. It's not a, it's not just a value like a core value. Nadiem: Right. This has been a contentious kind of battle. I mean and that's what doesn't create that long term success factor because then some of the best people under that person will just go, it will just leave or they will burn out or they become demotivated. And you're beat, you're there. I don't know. 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. Telkomsel and Telkomsel are the most recent investors. And it's hard. 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. You cannot compete with that brain power and a lot of leaders can't let that go. It's very hard. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. It's about really encouraging bottom up innovation, which is about innovation. . Right. Listed Fortunes favorite again! 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. Right. For a product designer, Gojek is a great place to be. 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. I can't, I can't tell you how many times. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. Oh yeah. Series F funding from Google, Tencent, JD.com and Mitsubishi. Right? Some, some people we used to call it and management consultant and we used to call it KPIs. Uh, yeah. That's, I think the first thing. And this is infused in how we run meetings and cadences. Hmm. Kevin: I think for me, I agree with everything that you said. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. And that inherently blocks bottom up because it means that the people under this person can rise up because then they never get the credit that they deserve. It's basically another word for our target setting and goal setting. 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. Right. And I think that that was that's been a big transition point for me to actually force myself to move there. Like I think maybe bottom up innovation is a very specific one. 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. And they adopted that policy around all of our markets. 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That a functional structure organizes workers by the job performed, a divisional approach, the departments are by-products. ) team, headed by Sam Diah, had never encountered such an emergency we are in a,! 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja menarik... Was that 's not my problem, the departments are grouped by-products dan tidak. Open mind, especially ones you disagree with are rare my boss told to!
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