gojek organizational culture

The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. Um, uh, on top of that, I think that the ideal bottom of leaders should be providing the platform for their direct reports or for the people that work under them to shine. Right? Gojek has raised a total of $5.3B in funding over 13 rounds. Right? 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. This thing that I've been doing for a while actually doesn't really matter. What do you think is the ultimate sacrifice? For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Nadiem: but that's the difference, right? Which is around building these bridges. In a hyper-growth organization like GO-JEK, technology plays a vital role. 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. Innovation is the sacrifice really. Right. 1. 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? Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. 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. It's all fun and Games until you get that decision wrong. Hope you enjoy it. I think, um, I think what we've seen, are there's a different flavors of it. And I think that that was that's been a big transition point for me to actually force myself to move there. 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. But you know with all great things, I think we've come to two kind of conclusions. 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. Right. I mean, we, we, I mean the last, what, four years, uh, we just kind of held on, right? Right? Kevin: I agree. Twitter. It also depends on what department, what function, what rate of urgency there is. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. Nadiem: Yeah. 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. Right. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. And obviously, you know. Uh, we should, uh, get, uh, teams to align with each other. That's exactly the, the, you know, the concept of not being able to have agency or control over your thing when you know that you are capable, that's a difference. Because we know the risks you slowed down. Gojek is founded on the principle of using technology to remove life's daily frictions by connecting consumers to the best providers of goods and services in the market. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? 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? Once their solutions have come up, you can then bring your solutions to the table and then that's a free and open, transparent marketplace of ideas. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Operations expand beyond Jakarta. That makes them feel more safe. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . They're very hard at realizing value up early. And I think one, one thing that we've seen here and we've seen, uh, here in GOJEK, uh, but also here in the region and actually, you know, all around the world, uh, is actually, you know, the whole bottom up versus top down thing. thegeneralist.substack.com. That just kind of like took off. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? We all do our bit to make sure it's transparent and open to innovation. Were now talking 100 million orders a day. They're, they're rarely, there rarely is for any kind of organizational investments. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. Yup. Google. 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. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. Like what should they do and, and what would you give them credit for? We've invested so much time and effort. It's about being the best at what truly matters, which is about a focus. Like I was pretty significant percentage requirement minimum. I'm thinking what's next? Yeah. Gojek didirikan dengan prinsip menggunakan teknologi untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa terbaik di pasar. And I think what often times isn't really being discussed, uh, at least at the same kind of pace or at the same kind of breadth or depth is really the how I think people, uh, media rarely talk about the how they just talk about the what. The Competing Values Framework describes value systems based on two main dimensions. Move Engineering, Merchant EcoSys. 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. Gojek is funded by 34 investors. I think most smart modern people will agree that these are right things to do. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. Their most recent investment was on May 12, 2021, when CEO PT. And then seeing them execute it, you know, month by month, year by year and seeing like, oh, and then so I think, you know, I mean I can name a company, I guess in this case we, which was actually one of our investors, Google, you know, when they a few years ago said they wanted to be an AI first company. But it's how far are you willing to go to kind of make that happen? Right. Many companies seek to create cultures that are productive and foster a positive work environment. People without ego are a luxury in the current times. It was like, okay, that sounds cool. I guess processes if you will. 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 . We know for a fact that is there is no finish line and its a continuous journey to achieve amazing things and changing millions of lives for the better. Indonesian technology company. Right? And I think it's easy to kind of get into that, uh, into that mode and yeah. Or like hit a reliability rate of X percent. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. Crosses 190 million app downloads. And the first one is this, the theme is called "be the best at what matters", what truly matters. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. This page was last edited on 17 February 2023, at 02:26. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. But, you know, why do you think that this was something that was especially worthwhile to call out? Nadiem: Thanks a lot Kev, until next time. I think, I think those two actually, you know are necessary for the other, right? 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. Nadiem: Right. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. 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. Copy link. 2. There was less of uncertainty in terms of what people should be doing, right? 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 . And I think that that part is, yeah, I agree with you that that is, that is probably one of the harder ones where you can actually, cause it's hard to see that, oh, this thing that, you know, I'm really fired up about it. But without that process, we wouldn't have known. For me, its the people. I mean, I think, I mean without naming, you know, specific things that we've done, there's definitely been a few big things that we've done. You can then bring your solution. Yeah, just can't do everything. Yeah. OKRs are Objectives, Key Results. 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. Let's talk about what we're not going to do. And this, whether or not this is a bad decision whether or not I have information that actually might make this a better decision is irrelevant. You're a new father and you have two daughters. I have the inverse of that as the red flag. What Gojek does to manage culture within the organisation is by understanding that culture is the lifeblood and backbone of everything they do, supported by having the proper fundamentals such as vision, mission, and statements. 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? 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 . Nadiem: like it creates these moats. Evaluate. 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. Culture as organizational personality A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. There might be some misalignment and what teams are doing versus each other. It's not a, it's not just a value like a core value. Hmm. There are a trove of new projects both teams are cooking up. Like I think maybe bottom up innovation is a very specific one. In a hyper-growth organization like GO-JEK, technology plays a vital role. And its not just me, most of us at GO-JEK will have a similar answer. Nadiem: Right. Kevin: And so you see like the, that payoff, 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. Like when you were at these places where you work and you just weren't listened to right. Transform your company culture, cultivate your people and help retain the highest performing talent. I don't like this I, that they were real people contributing solutions to the problems of each of the individual groups and that kind of peer rating system, peer assisted feedback is so much more powerful and led to so many better points than what we could have probably come up with. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. Decoupling what truly matters to the user to what you're so fired up about. 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 everyone will agree that it is the right thing to have teams collaborate. Move Accounting W. Move Sales A. 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. Right? Number of Exits 3. Because you understand the whole logic of like, why you made these decisions. That's something that people consistently come up against.

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