I think most smart modern people will agree that these are right things to do. Description of Gojek. The Wisdom List: Kevin Aluwi. Built a culture of high data literacy. 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. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . Right. Or like hit a reliability rate of X percent. Nadiem: You don't have to be an asshole. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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. It was good. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. I guess processes if you will. Is it really like what do you get? The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Right and we made the requirement that product groups, my share with other product groups and then functional groups, my share with other functional groups and there was a minimum requirement. Everyone, you know, media is writing about, look at all this amazing stuff. There is a cultural payoff in an organization for helping another group out or another team out even though it doesn't directly fall under yours, but we took some forcing like some really, really interesting policy changes from processes that we took forth as a result of this. . Right? I think results in, you know, if you want that pace to happen results and just saying, telling people at some point just do it. We occupy 3 floors of a building in Bangalore's Diamond. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. But the reason why we believe in them is because for the parts of the units of the organization that we did apply these principles. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. The sacrifices I think are what's hard. Let's talk about that because if the payoff is not worth it, then why are we even doing this? And I think that's very important to him to codify it. Right. Enter food delivery, ticket bookings, and more. 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. The best bottom up leaders were like, hold on, let me talk to my team first. Nadiem: A lot of people confuse that. You, you left. Yeah. Sometimes this is dangerous, but you know what you're good at. Kevin: Yeah, I think so. Nadiem: I just got it done. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. I think, I think one very easy one. We've invested so much time and effort. Right? I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. Does it, you mean do people actually care? Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. Clocks 3,600x growth in 18 months. 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. Gojek becomes Indonesias first unicorn. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. GOJEK does ride hailing, food delivery, payments even on demand massages. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . Making that extra effort to learn, listen and grow together. Yeah, just can't do everything. I mean, we, we, I mean the last, what, four years, uh, we just kind of held on, right? We need to tap into the collective creativity and power of our teams. The lower layer has to contribute to the middle layer. Hmm. 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. Right? Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Culture matters because it boosts productivity, agility, employee engagement, and innovation. For us, it is about distributing ownership to everyone in the team. 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. Kevin: Right. Kevin: I think for me, I agree with everything that you said. Who says change needs to be hard? [1] And the research and the data is very important as well. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . And what's the difference between thought leadership and just being really good at execution? But without that process, we wouldn't have known. Just that, that little tell. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. But in the bigger scheme of things, it's not what truly matters to their end user. 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? Should we go one by one and talk about it? Top down isn't about being a, uh, you know, like a tyrant. So that very act of just delaying. Motto: "We're all in this together.". Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. Kevin: Yeah, yeah. Right. 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. You name it we do it. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. I was just labeled a dreamer all the time. Right? 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. Gojek (then GO-JEK) begins to paint the town green. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. Right. If we're just going to tell them what to do. Right? And that's okay. Yes. Yeah. Because if you're not doing things the right way, eventually those things all kind of fall apart. 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? Kevin: What artificial intelligence. Investment Stage Late Stage Venture. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? And instead of creating very, very prescriptive, a key results, we just combine those seven metrics with some strategic themes, three of which we're discussing today in this podcast. In a hyper-growth organization like GO-JEK, technology plays a vital role. And I think the ownership comes because it's your idea, right? . I never used to be a regular youtube visitor. Being part of this journey is nothing short of exhilarating. Gojek launched its application in 2015 with . Nadiem: Yeah. 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 is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. And you're beat, you're there. But you are managing those people who are better than you. 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. Kevin: Yeah. Which is around building these bridges. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? 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. Nadiem: like it creates these moats. Series A funding flows in. Trust is everything. Oh, they're great. Every piece of code we ship and our efforts to make sure our customers have a better experience. 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. Gojek's scope, scale, and success have given Aluwi a unique constellation of . 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. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. Right. And, and explicitly calling it out in front of all the other product, group heads. If you just kind of have to really view things from you know, a problem or customer or user first. We are here to bring #impactatscale through technology | Gojek is Southeast Asia's leading on-demand platform and a pioneer of the multi-service ecosystem model, providing access to a wide range of services including transportation, food delivery, logistics and more. Nadiem: With the context of being a bottom up facilitating leader, right? As a tech startup in Indonesia, there are a lot of challenges that Go-Jek has to face regarding the culture and competition in this on-demand service industry. Fantastic for short term but disastrous for long term. Nadiem: And all these hows. 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. Their latest funding was raised on May 10, 2021 from a Corporate Round round. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. Hope you enjoy it. Kevin: So what do you think then is the, in this framework, right? And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. Bringing them together, bringing out the best in them, and enriching your company culture in the process. Kevin: Yeah, I think so. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Like leaders need to reframe their mind. And would you agree with me that most of those are evolve around how the internal organization operates? And then suddenly like a product just like leaps in terms of just quality, uh, you know, about like a year or two years after that. Uh, yeah. Yeah. Culture as organizational personality Kevin: But I think when it really changed, at least for for me is when, um, the reality is I think, I think as a company, you know, we simply grew too fast. So what I've realized is that the best bottom up leaders will never do that. Well, some of the risk is that you actually slow down some of the key initiatives because you realize that other teams require, you sacrifice a little bit of your ego in a team in exchange for helping out a partner group or buddy elsewhere. Many companies seek to create cultures that are productive and foster a positive work environment. It was just very dynamic. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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. They just had a way or a means to communicate through bottom up. Yup. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. 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. Yeah. And its not just me, most of us at GO-JEK will have a similar answer. And thats the essence of working in a a dynamic engineering org like GO-JEK. But you know, I think you're right. In a hyper-growth organization like GO-JEK, technology plays a vital role. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. This page was last edited on 17 February 2023, at 02:26. This ownership gives everyone responsibility to put their best and gives meaning to daily work. Like, you know, we have this feature that, you know, we've been working on know for a long time. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. There are a trove of new projects both teams are cooking up. Number of Exits 3. It's rare, but it is possible. 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. 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? 2019 is really about the how. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. Right. Oh. 1. Review the different organizational structures most commonly used. Were now talking 100 million orders a day. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Do you understand what the objective was? 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. It can be anyone who just wants to have a sense of contribution. 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. Google follows the corporate culture. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. Not in a light touch way. 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