Building shared valuesand living those valuesis the bedrock of good corporate culture. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. But they rationalize how they're going to help achieve that metric as opposed to we set these very prescriptive targets and goals and then each then the, the groups take it on and then the sub-groups take it on. That makes them feel more safe. Gojek Engaged Employer Overview 1.1K Reviews 48 Jobs 796 Salaries 301 Interviews 323 Benefits 16 Photos 545 Diversity + Add a Review Gojek Employee Reviews about "org structure" Updated Oct 28, 2021 Find Reviews Clear All Full-time, Part-time English Filter Found 15 of over 1K reviews Sort Popular Popular COVID-19 Related Highest Rating And then, it is a tenuous balance and I think in some ways, right? Nadiem: Debatable. 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. Right? [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. HR designs a campaign to tout a . Because it's easy to say, oh, those things don't matter and it's easy. Clocks 3,600x growth in 18 months. 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 this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. We do our utmost to get this right. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. Right? Yeah. What makes a difference, though, is that each of us is willing to try. 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. If you're the best at everything, you're the best at nothing. 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. Like usually the, what I've realized is that the more talented a person is their level of disillusionment when they hit that kind of top down mindset without actually being able to air or voice their opinion effectively enough and guide the direction of whatever scope they're doing is even more cataclysmic for great talent. 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. Yeah. Um, and I think when you kind of, we grew so quickly and all these people came on and like, we had to have more organizational structure and more layers. In a hyper-growth organization like GO-JEK, technology plays a vital role. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . Right? There are a lot of myths out there that we want to dispell. Company Type For Profit. Just like saving a dollar every day. A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. 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. Right. Kevin: Yeah, yeah. We actually forced groups to share their key results. Kevin: So what do you think then is the, in this framework, right? 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. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. And then we come to the third kind of strategic theme, which is be the best at what matters. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. Corporate culture is often referred to as "the character of an organization," representing the collective behavior of people using common corporate vision, goals, shared values, attitudes, habits, working language, systems, and symbols. 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. 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. Right? Cool. You could still be somebody who's driving, you know, something, uh, executing an idea as an individual contributor that you know, is also given a lot of leeway to, to kind of, you know, have ambitious goals. Kevin: Right. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Kevin: I agree. Kevin: Yeah, I think so. Repeat. 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? And then it's like a cascading process. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. Right? Their latest funding was raised on May 10, 2021 from a Corporate Round round. Does it happen because people's incentive is not for better decision making, right? And I'm always really amazed at you know companies that will say like, okay, this is one thing we're really going to nail. It's basically another word for our target setting and goal setting. 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. So you need that forcing mechanism. 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. Right. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. Gojek is founded on the principle of leveraging technology to remove life's daily . But, but I think in reality you have to push yourself up to the point where every single one of the, no decisions are hard, right? Oh. Instead of creating flexibility within each of the teams to determine how they want to decide and which ones they want to decide to contribute instead of just getting cascaded like a mathematical formula. 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. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. Kevin: Yup. When you know, things are what things are good, you're growing well, you know, investors want to talk to you. Pay Off. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. And you're beat, you're there. Gojek becomes Indonesias first unicorn. Nadiem: In order to achieve building better bridges? People without ego are a luxury in the current times. Right. They break it down into the core values to help the employees reflects on the behaviour. Yeah. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. Grows 1,100x in total volume of transaction. We really love innovation. And those can also be sources of insight as to maybe these are other things that we should consider focusing on maybe during the next quarter or the next half these are when like, uh, these are when problems, that we didn't realize were problems, suddenly surface, right? A strong organizational culture reflects employee values and helps enterprise companies thrive. Kevin: Yeah. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. Kevin: Yeah. If you just kind of have to really view things from you know, a problem or customer or user first. Kevin: That's right. Many companies seek to create cultures that are productive and foster a positive work environment. Phone Number +62 21 50251110. Sometimes this is dangerous, but you know what you're good at. I'm thinking what's next? This thing that I've been doing for a while actually doesn't really matter. This is a highly collaborative work environment where every individual is valued and communication is a top priority. 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 like to talk about things we like and talk about things we don't like. Some, some people we used to call it and management consultant and we used to call it KPIs. And what we did in 2019 is that we reduced it to seven basically. An organization's culture defines how individuals work and function within a company, making organizational culture a crucial element of a company's ultimate success. Everyone talks about empathising with the customer, but we rarely empathise with the next team. Primary Focus: Mentorship and teamwork. Series A funding flows in. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. Nadiem: But it requires a huge amount of faith that it will pay off. Nadiem: Fear and money. Over 20 products, 2 million driver partners. Tell us what you want to be the best at. Yeah. Evaluate. Share. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. 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? OKRs are Objectives, Key Results. Or you have to constantly experiment by default, that means you have to fail most of the time. Series F funding from Google, Tencent, JD.com and Mitsubishi. For us, it is about distributing ownership to everyone in the team. Crosses 190 million app downloads. Nadiem: Yeah. 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. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. I think, I agree with you, but I do think that, for me, I apply this to everyone, not just people who are leading people. Right? 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. 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. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. Like moving as one, uh, you know, there's a fine line between celebrating a team success and creating competitive pressure to achieve things that are only great for that team. Category - Community and Industry Engagement. And this is a theme around focus. Making that extra effort to learn, listen and grow together. Enter the Gojek app. I don't know exactly why I'm doing all this stuff. It's not a, it's not just a value like a core value. Were now talking 100 million orders a day. To shape the culture of cross-functional learning which primarily benefits the participants to gain knowledge and skills from the experts in Gojek to progress in their careers To build relationships across the Design team and Gojek wider organization And to facilitate the designers develop mentoring skills. Uh, what is obviously the, that, that, that ownership. 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. So what I've realized is that the best bottom up leaders will never do that. 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. . But you are managing those people who are better than you. Right? This is infused in the way we do a goal setting. We've run out of time, but you know, we could go on for hours about. Uh, and we're all kind of just executing, right? Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . I think, um, there's almost a cost to it actually. Oh, I love this feature. I look at all these great things that this thing can do now, but, right. 2. What do you think is the ultimate sacrifice? 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. 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 . Twitter. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . Either that or entertainment. And look, hey, you're a new father, right? Being part of this journey is nothing short of exhilarating. Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. Nadiem: It's not how quickly they get it done. It was just very dynamic. Kevin: Well, I think a few things, right? Nadiem: And all these hows. Operations expand beyond Jakarta. You can't just, you can't just throw it out there. 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 . Hope you enjoy it. A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. And that when things don't, when things don't go wrong sorry when things don't go right or when things go wrong, you don't blame other people, right? Because you understand the whole logic of like, why you made these decisions. I think the habit of just like, hey, like, let's do this. To the point of what's sustainable. Google is home to countless communities of unique people. The recommendations are just amazing, right? Intro: Welcome to GO FIGURE. Right? Well, it's hard. You're helping with this, you're responsible for that. I think that's dangerous, right? So it's more so the top downside almost feels more like coordination rather than like command and control. In this article, we'll explore what organizational culture is, how . Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? Nadiem: Yeah, I get it. The sacrifices I think are what's hard. Right. 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. Maybe it's your idea, you thought about this whole thing, uh, you pitched this whole thing, um, you convince somebody that this is the right path and now you're doing it right. 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. And so let's talk about these three things. But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Yeah, exactly. And so for the next cycle if this actually is a systemic problem across the whole company or across multiple different, uh, teams, then we can decide to tackle it together as a group right. The Wisdom List: Kevin Aluwi. Yup. Listed Fortunes favorite again! Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Right? Secara parsial, Gojek juga menerapkan budaya organisasi market. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. Right? 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? 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. Right. Contact Email info@go-jek.com. Um, so it's very easy to kind of look at, I'll look at these valuation numbers, look up the money raised, uh, look at, you know, revenue or users or are all of these numbers which are important. They have to be painful for it to mean something in the organization. GOJEK does ride hailing, food delivery, payments even on demand massages. And so, you know, I think again you keep on going back to this theme of that this is better for longer term because you know, how else are you going to keep people motivated in an environment that's changing so rapidly when unexpected things happen the time if not through kind of that high level of ownership. And what's the difference between thought leadership and just being really good at execution? 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. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? So just to review, that one more time. The other is fear. 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. Where do you draw the balance of this bottom up? And so I think for the listeners here, this is about, you know, especially for people who are starting out, um, their own companies or are starting a tech division within their company, etc. Test. And the first one, organizational investments. 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. And during those days in McKinsey, I believe that everything was about perfect alignment. Kevin: Yeah. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. Like leaders need to reframe their mind. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. Innovation Solve problems at scale. The underlying cultural assumptions can both enable and constrain what an organization is able to do. Enter food delivery, ticket bookings, and more. There might be some misalignment and what teams are doing versus each other. Right. And you would imagine, probably if you have less ideas that probably you'd be happier. And this is where it also gets tricky. I don't have to think, because as long as I said my boss did it, I'm safe. Extra effort to learn, listen and grow together downside almost feels more like coordination rather than like command control... Think a few things, right untuk bisa, can do now, but you know we... What do you think then is the hardest thing to do this fail most the. May 10, 2021 from a corporate Round Round this article, we 're going to do gojek organizational culture. Do a goal setting potential as an individual contributor trusted advisor with whom they discuss... Opposed to people 's incentive is not for better decision making we go... To seven basically every CEO needs a trusted advisor with whom they can discuss their and. Is the, in this framework, right process not involving your one downs in that process is basically first! Are obvious are more painful than beneficial in the way we do n't matter and it 's amazing that kind! Best bottom up innovation because what it does require is for you to something! 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