Which is around building these bridges. Especially because, you know when the, then the company is like 30 people all in the same room, even top down doesn't feel very top down, right? And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. Right. I think one is, um, people then, um, don't think they don't think, because like, oh, my boss told me to do it right. Examples include integrity, teamwork, transparency, and accountability. 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. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. Sense-making has been. But what, what about ownership makes sustainably successful teams? Nadiem: I think that's what, that's the theme that we wanted to talk today. There was less of uncertainty in terms of what people should be doing, right? Right. Uh, rather than thinking about, you know, building an enduring company or in doing business. 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. 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. What is it that you are not, what is it again that you should be sacrificing even more, so. Top down isn't about being a, uh, you know, like a tyrant. 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. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Nadiem: Yeah. Because they receive direct commands on what to achieve and sometimes how to achieve it. As Gojek continues to scale, readjust, and evolve, the Workplace Management and Community Experience functions will continue to play a vital role in preserving Gojek's history and culture and maintaining a conducive work environment for our GoTroops to call home. 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. And I think what ended up happening was a lot of people ended up becoming more or less engaged. It defines and creates a unique environment to work in. Established in 2010 as a motorcycle ride-hailing mobile service in Indonesia, GOJEK has since evolved into a multinational tech company providing on-demand transport . Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. It's so easy to say, you know what, it's not worth it. We are here because of each other. 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? This meta-analysis, which comprises 43 studies with a combined sample size of 6341 organizations, reveals that Quinn and Rohrbaugh's Competing Values Framework provides a meaningful structure for the ideational aspects of organizational culture. You don't say, oh, that's not my problem. Right? They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. 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. And we're also much further from the problem. Gojek's scope, scale, and success have given Aluwi a unique constellation of . Company Type For Profit. And so it's very easy to kind of, you know, create that alignment and people are excited. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. Right. Right. Right. 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. And how did you feel? 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? 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. Mario Gabriele. The earlier that you invest in these, the more powerfully they will manifest in the company's future. Right? But it's how far are you willing to go to kind of make that happen? And obviously, you know. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. It's just a different way of seeing that red flag. We've run out of time, but you know, we could go on for hours about. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? A great way to understand an organization is to ask, Why should someone work there?. Everyone, you know, media is writing about, look at all this amazing stuff. Right? It can be anyone who just wants to have a sense of contribution. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. We just did. Uh, yeah. Right? And this is a theme around focus. Gojek has made 13 investments. When people feel comfortable in a space, when they . You want to be the best that what truly matters must be passion agnostic. The Competing Values Framework describes value systems based on two main dimensions. Nadiem: In order to achieve building better bridges? Yeah. GoFood becomes the world's most helpful and user-friendly app during the pandemic. Because it's like, okay, like clearly, you know, I am responsible for something. Kevin: Yeah. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. 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 . People without ego are a luxury in the current times. And so having that empathy is key instead of having a more kind of inward looking part about what your team is obsessed with or passionate about and that's hard to do. Photograph by WeWork. We've invested so much time and effort. Yeah. Being part of this journey is nothing short of exhilarating. 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 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. That should be like a fundamental kind of mechanism that happens. 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. Five People CEOs Need To Add To Their Team. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . They decided like, okay, we're going to tackle this. To succeed and participate in the digital economy effectively, businesses need to change their mindset, by focusing on organizational and operational change, and building a data-driven culture, he said. So what I've realized is that the best bottom up leaders will never do that. And I think in large scale organizations think about themselves as a facilitator role within that and manage the process, set the ground rules, here's the rules of the game here are the parameters, here's the targets you've got to share, here's the budgets you got to share. Nadiem: The compound. 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. Who says change needs to be hard? And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. But the kind of talent that we have in GOJEK, as we recruited a better and better people, we quickly hit the wall with that very quickly we realized that these people, why did we hire them in the first place? Number two, we need to ensure that they are building bridges and breaking walls so that they are communicating with each other, they're collaborating with each other, they're forming self-generated alignment. They're, they're rarely, there rarely is for any kind of organizational investments. And the first one, organizational investments. Once, because most problems are unknown problems. Indonesian technology company. Evaluate. Let's talk about what we're not going to do. Oh, I love this feature. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. And the reason why is because as the company grows, the level of complexity is so high. After about a year or even more than a year, then we see unreplicable payoff, right. Grows 1,100x in total volume of transaction. Like instead of going up, Oh Kevin, you've got this major issue with allocation in this one city, I need you to immediately pump up incentives right now by this percent so that we can hit a BCR of this percent. Kevin: Yeah. 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. Nadiem: That's super interesting. Kevin: Yeah. Gojek Sep 30, 2022 5 min read Culture Setting the Bar High for Hiring: Meet Margharetha Siregar Our Technical Recruitment Lead recounts her upbringing in Kalimantan, her journey into recruitment, and why she finds fulfillment working at Gojek. Kevin: You have to almost not listen to input if you want it to kind of behave in the same fast execution, quick alignment mode. And during those days in McKinsey, I believe that everything was about perfect alignment. Culture as organizational personality When you know, things are what things are good, you're growing well, you know, investors want to talk to you. 2. The culture consists of an established framework that guides workplace behavior. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. You name it we do it. Right? Those issues happen. 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. 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? GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. From my personal experience, a lot of companies talk about being people first, but most dont practice the mindset of what it takes to be truly people first. Oh yeah. Kevin: Right. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. But without that requirement to share the key results, then you'll never get credit for it. It's like, okay, if I am the leader here, I am the most senior person within this group of other people and I am not the one who's coming up with the ideas and I am not the one that's getting credit for making the right calls or coming up with the right ideas, then what is my value? But what do you think is then the ideal leader? Kevin: Or even people who are, you know, already, I just kind of like working at a company that is, that is scaling right now. I also think, you know, if you were an engineer, a single individual contributor, engineer, uh, trying to crack, you know, a very hard problem, uh, when, you know, if somebody gives you, hey, this is the strategy for our group, this is a strategy for our team. Thats one of the fastest in the world. Enter the Gojek app. This ownership gives everyone responsibility to put their best and gives meaning to daily work. 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. Gojek | 832.890 pengikut di LinkedIn. Nadiem: yeah, when, when things are bad, you have to, yeah. Hmm. Right. And what's really interesting about it is that all these hows have no short term payoffs. That must be shared with another group. Phone Number +62 21 50251110. Motto: "We're all in this together.". This page was last edited on 17 February 2023, at 02:26. And then feeling that loss of control by just having things happen to them instead of them driving the change that they want to see in their work, is fundamentally different experience of working because then you're, you're really owning it, right. 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. Going to tackle this to daily work problem and resisting sharing the solution until all parties have spoken in team. Oh, that 's the theme that we wanted to talk today, transparency, and success have Aluwi! In your team high is that the best that what truly matters must passion... 'Re going to do, to overcome this, we could go on for hours about that! More or less engaged because they 're just there to do is short! Best and gives meaning to daily work time, but you know, create that alignment people... 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A motorcycle ride-hailing mobile service in Indonesia, gojek has the principle of adopting the most generous in... That happens more, so these, the more powerfully they will manifest in the 's. Red flag, we could go on for hours about, logistics and fulfillment, and accountability they..
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