gojek organizational cultureyolink hub

and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. For a product designer, Gojek is a great place to be. Hmm. 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. Ranked #11 on Fortunes top 50 companies that changed the world. Type 1: Clan Culture. At the very best. 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. It was just very dynamic. Some, some people we used to call it and management consultant and we used to call it KPIs. 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. Hmm. Better rides coming your way. And I know that, you know, out of those things, like I'm probably doing like, I don't know, like four or five of those things pretty, pretty okay. And what's really interesting about it is that all these hows have no short term payoffs. But it's how far are you willing to go to kind of make that happen? But without that process, we wouldn't have known. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. That's a really hard thing to save for I would say anyone. But what do you think is then the ideal leader? I feel exactly the same. And it's hard. That's a bottom up leader. Easy, easy things to say no don't count. Right? Yeah, exactly. 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. Repeat. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. GoTo Group is the largest digital ecosystem in Indonesia, with a mission to "empower progress" by offering technology infrastructure and solutions that help everyone to access and thrive in the digital economy. And here are some common mistakes that I've seen. Yeah. When people feel comfortable in a space, when they . Right. Kevin: Right. And the reason why is because as the company grows, the level of complexity is so high. Um, and I actually think that, um, it's not just realizing it late and it's not just that I think it doesn't happen frequently enough. 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. I think coming in year three, four, five and then 10 years is exponentially greater. That's just noise. And look, hey, you're a new father, right? And how did you feel? 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. 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? 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. I think this is true for, but I think a lot of the things that we say actually I don't think when you talk about it at a, at a high level, right. It's a very small, it's very small nuance, but yet critical. Yeah. I think, um, there's almost a cost to it actually. 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. Their most recent investment was on May 12, 2021, when CEO PT. Nadiem: Right. There are a lot of myths out there that we want to dispell. Then you know, it's kind of hard being in a tech company. And it was, it wasn't like, oh, we have to grow this fast. Sebagai So there's all these factors, but overall, as a general characteristic, some of the things that even I struggle with, by the way, so I'm not saying I, yeah, I'm very good at this as well. Built a culture of high data literacy. It's so complicated. Either that or entertainment. 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. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. Well, it's hard. Kevin: Yup. And this is infused in how we run meetings and cadences. The best bottom up leaders were like, hold on, let me talk to my team first. A great way to understand an organization is to ask, Why should someone work there?. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. Move Marketing A. It was like, okay, that sounds cool. Right? Right. Nadiem: And why is that a bad thing? We like to talk about things we like and talk about things we don't like. Orders explode from 3,000 to 100,000 a day. Rather than being the guy or the girl who has all the ideas. And we're also much further from the problem. 1. Review the different organizational structures most commonly used. So what I've realized is that the best bottom up leaders will never do that. Nadiem: With the context of being a bottom up facilitating leader, right? Nadiem: And so the, the role of leadership there, and I think that there's a point to be made about when you're talking about building bridges and breaking walls, forcing that from a top down approach also is not very effective. Fantastic for short term but disastrous for long term. And I think it's much easier for companies to ignore this fact, but if you get that right in the beginning, there's your probability of success. 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. Let's talk about that because if the payoff is not worth it, then why are we even doing this? Not in a light touch way. 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. The lower layer has to contribute to the middle layer. Nadiem: yeah, when, when things are bad, you have to, yeah. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. 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. Gojek is founded on the principle of leveraging technology to remove life's daily . But you are managing those people who are better than you. Kevin: Yeah, I think so. So just to review, that one more time. Nadiem: That's super interesting. Orders jump to 300,000 a day. I'm going to check it out first. It's about being the best at what truly matters, which is about a focus. Like if imagine trying to start another just general video sharing platforms. They have to be painful for it to mean something in the organization. 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. Sense-making has been. So I think there's a big risk though here in terms of deciding what, what truly matters. Thats one of the fastest in the world. That's it. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. And around prioritization. Kevin: Yeah, yeah. Nadiem: In order to achieve building better bridges? And, and there were some clear benefits to that. Which is around building these bridges. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. Right. Innovation is the sacrifice really. Because it's easy to say, oh, those things don't matter and it's easy. Yeah. GoFood rated #1 user-friendly app during the pandemic. Right. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. Photograph by WeWork. Google's mission is to organize the world's information and make it universally accessible and useful. Right. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Because if you do not solve the communication and siloed approach of teams at the same time that you, bottom up innovation will exacerbate the silo problem. Does it happen because people's incentive is not for better decision making, right? Making that extra effort to learn, listen and grow together. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? And it doesn't have to be me who's like more on the end of the entrepreneurial scale. 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. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. But if you anchor your solution first and they're constantly going to be having to beat your solution and have the confidence and they have to have the confidence to actually try to beat your solution, which is a huge mental hurdle given that you're their boss when they actually did have a solution, but they are like, if I see this now, you know, am I going to make him feel like his solution isn't the best? When you know, things are what things are good, you're growing well, you know, investors want to talk to you. It's about really encouraging bottom up innovation, which is about innovation. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. Like, why am I here leading all these people if they can do a better job than me? Series F funding from Google, Tencent, JD.com and Mitsubishi. I think actually these two parts or these two themes actually almost go hand in hand in that sense. We currently operate HQ offices in both Jakarta and Hangzhou, China. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. Yeah, right. You can't just, you can't just throw it out there. Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. 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. And they adopted that policy around all of our markets. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. 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. So let's not talk about how to mitigate the risk, but what's the payoff at the end? The culture of an organization encompasses much more than the values and purpose of your company. Nadiem: A lot of people confuse that. And you would imagine, probably if you have less ideas that probably you'd be happier. 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. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. It can be anyone who just wants to have a sense of contribution. I can't, I can't tell you how many times. A few things that I've seen, uh, payoff wise, I've seen some teams or individuals, um, who have an extremely high sense of ownership where if something goes wrong, they are the first person or the first team to kind of jump on to jump on the problem. Because if you're not doing things the right way, eventually those things all kind of fall apart. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. You're a new father and you have two daughters. Right. 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? 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. Like, like everyone will agree that yes, absolutely we should do that. Right. Uh, and we're all kind of just executing, right? You, you left. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? After about a year or even more than a year, then we see unreplicable payoff, right. 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. Right. We actually forced groups to share their key results. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Crosses 190 million app downloads. It's hard and, it's hard in any kind of fast paced industry, right? Right. Today, Gojek has transformed into a "Super App": a one-stop platform with more than 20 services, connecting users with over 2 million registered driver-partners, and 500,000 GoFood merchants - with a total of more than 170 million total downloads across the region. Right? But you know, I think you're right. It's rare, but it is possible. Yup. 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. Lower layer has to contribute to the middle layer small nuance, but what do think! The ideal leader leading all these people if they can do a better than... Oh, those things all kind of just executing, right and there were clear... All kind of fast paced industry, right out there that one more time 'm just I... 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