It's rare, but it is possible. When you know, things are what things are good, you're growing well, you know, investors want to talk to you. I think actually these two parts or these two themes actually almost go hand in hand in that sense. 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. Examples include integrity, teamwork, transparency, and accountability. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. Right. We actually forced groups to share their key results. It also depends on what department, what function, what rate of urgency there is. HR designs a campaign to tout a . Just that, that little tell. 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. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. I think, I think one very easy one. Ranked #11 on Fortunes top 50 companies that changed the world. He's like, what? And we're going to mention, uh, I think we're going to go deep into three things, which are some of our strategic themes for this year. 2. Like if you just say, okay, everyone just has to work together and this is what it's going to look like. 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. GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. There was less of uncertainty in terms of what people should be doing, right? 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? 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? But it's how far are you willing to go to kind of make that happen? Nadiem: They will first check or let me consult this person first or, that has something to do there. There are very, very many good benevolent dictators in tech companies out there, right? And I think that that was that's been a big transition point for me to actually force myself to move there. So that's where the challenge I think is also kind of getting the incentives. We occupy 3 floors of a building in Bangalore's Diamond. 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. Yeah. Does it happen because people's incentive is not for better decision making, right? But you are managing those people who are better than you. Investment Stage Late Stage Venture. Number of Exits 3. Kevin: I agree. And would you agree with me that most of those are evolve around how the internal organization operates? 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? 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. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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. And what we did in 2019 is that we reduced it to seven basically. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. For me, its the people. Motto: "We're all in this together.". It can be anyone who just wants to have a sense of contribution. But without that process, we wouldn't have known. Like leaders need to reframe their mind. Like what should they do and, and what would you give them credit for? Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. Right. 2019 is really about the how. * I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? Today, we're gonna talk a little bit about some things that matter very much personally to us in terms of the philosophy of building a long term sustainable successful business. What does that mean in terms of real business performance? Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. The Competing Values Framework describes value systems based on two main dimensions. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. The Wisdom List: Kevin Aluwi. 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. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. Gojek has raised a total of $5.3B in funding over 13 rounds. [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. Nadiem: Right. People's incentive is to, oh, okay, my boss told me to do that. Thats one of the fastest in the world. 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. Nadiem: Yeah. 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. 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. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . That's a bottom up leader. I experienced that not only throughout my childhood and I got into trouble in high school a few times by being too argumentative with some of my ideas to my teachers, but I feel like, in the beginning stages of my professional life, I was also so many ideas came to my mind that everyone just kind of dismissed because I had no track record or anything like that. Because it's easy to say, oh, those things don't matter and it's easy. Okay. And it's hard. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . Like, like everyone will agree that yes, absolutely we should do that. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. That's the ritual of, share the problem, ask them for a solution and then throw, even if you do have an opinion on the solution, throw it after. A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. 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? Nadiem: Yeah. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. And it was, it wasn't like, oh, we have to grow this fast. Right? This thing that I've been doing for a while actually doesn't really matter. Right? We are here because of each other. What makes a difference, though, is that each of us is willing to try. Right? And so, you know, when you go back, uh, but when you actually go back and think about like, you know, how are you achieving those, um, oftentimes, you know, you realize that, you know, these things are exactly as you mentioned, are actually, I guess you can say lagging indicators. You can, you can either be a people leader, but you can also be a thought leader. Orders explode from 3,000 to 100,000 a day. But what, what about ownership makes sustainably successful teams? Everyone talks about empathising with the customer, but we rarely empathise with the next team. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? 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. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. Thought leadership means actually thinking on your own two feet and being able to come up with solutions that are better than whatever your boss tells you. So keeping it real is kind of our mantra. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . Cool. And I think that kind of like ties us all together. Nadiem: The compound. Uh, and we're all kind of just executing, right? Then you know, it's kind of hard being in a tech company. Um, I think it's very easy to fall in love with, you know, your solutions and your ideas or the things that you know, you particularly good at or you've, what you've been doing for a while. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. You say, yeah, that's, you know, I'm going to solve it. This is a good segue to the other theme. Move Engineering, Merchant EcoSys. Um, because you Nadiem: it's so fuzzy sometimes. Nadiem: It's not how quickly they get it done. At the very best. Yeah. Right? That must be shared with another group. You name it we do it. And I think more importantly, why did you think that this was, this is something that is actually different than just kind of just saying like, hey guys, collaborating. I don't know. If you liked it, please hit like, subscribe and follow us on social media. And I think in a world where, you know, a company is growing and in a world where there is competitive pressure obviously in many different, you know, from many different angles in the business, I think there is the temptation to say, oh, we have to win every single thing. Category - Community and Industry Engagement. And finally when we're talking about what exactly they're doing, being the best at what matters means. 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? Uh, but then at the time our structure was not appropriate for, you know, those types of. Gojek - Org chart | The Org Gojek 99 Followers Overview Org chart Teams Jobs Wires Org chart Andre Soelistyo Managing Director 12 Add people Collapse David Fitzgerald CFO 0 Severan Rault CTO 0 Petrus Phoa CIO 1 Antoine de Carbonnel Chief Commercial Officer 0 Sunil Setlur Chief People Officer 0 Bruce McRae Haldane Chief Product Officer 0 Nila Marita Just a little sad because, because it's like I used to deliver good results, but when realizing at a certain scale when a leader realizes, you just can't, you cannot compete with the collective creativity of your teams. . 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. 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