And the reason why is because as the company grows, the level of complexity is so high. Yeah. Sometimes this is dangerous, but you know what you're good at. Yeah. Nadiem: In order to achieve building better bridges? You're helping with this, you're responsible for that. Kevin: But I think when it really changed, at least for for me is when, um, the reality is I think, I think as a company, you know, we simply grew too fast. Kevin: Yeah. Implement. 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? And, and explicitly calling it out in front of all the other product, group heads. Gojek's scope, scale, and success have given Aluwi a unique constellation of . For me it's when they're trying to raise something to me, right? And the research and the data is very important as well. Nadiem: Right. Parameters - Brand loyalty, media engagement, and CSR. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. 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. Kevin: Yup. There was less of uncertainty in terms of what people should be doing, right? Yeah. Nadiem: As opposed to solving the problem. So keeping it real is kind of our mantra. We grew 900x in 18 months and still rapidly doubling. Oh, they're great. I don't know. Right? But in the bigger scheme of things, it's not what truly matters to their end user. 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? The sacrifices I think are what's hard. That just kind of like took off. This one's good about focus and prioritization. Or like hit a reliability rate of X percent. Kevin: I agree. 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. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. You want to be the best that what truly matters must be passion agnostic. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? Category - Community and Industry Engagement. Nadiem: Fear and money. 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. This has been a contentious kind of battle. 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. Kevin: Right. Questioning authority was not, you know, something that was viewed positively and, but then how did you feel in terms of, you know, the things that you did, uh, with respect to that authority? So you need that forcing mechanism. 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. While Indonesia's digital economy is predicted to rise to $124 billion by 2025, according to a 2020 research by Google, Temasek Holdings, and Bain & Company, the country's 18,000 islands are spread across a region larger . Yeah. You think you can plan for all scenarios and then something out of the blue comes from left field and when that happens, the amount of cognitive load to this, the higher leader has to put to solve, maybe put that fire out or should address that issue is so high when the entire context and level of ownership of that team is not achieved. 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. 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. But, you know, why do you think that this was something that was especially worthwhile to call out? Ranks 17th among Fortunes Top 20 companies that changed the world. Either that or entertainment. Their most recent investment was on May 12, 2021, when CEO PT. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. Like when you were at these places where you work and you just weren't listened to right. Or you have to constantly experiment by default, that means you have to fail most of the time. For me, its the people. Nadiem: Yeah. 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? Oh. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. You don't have a top down a way of working. The products may be interrelated but they have their particular descriptions. Yeah. If you're the best at everything, you're the best at nothing. I think, I think one very easy one. Enter the Gojek app. It's a very small, it's very small nuance, but yet critical. Trust is everything. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. 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. We really love innovation. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. Yeah. Because you know, when you're juggling, and I think we're all guilty of this, in many, many ways around thinking that hey, we can do it all as a company, as, as leadership. Know our journey, and the people behind it. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Right? Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. 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? 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. It's hard and, it's hard in any kind of fast paced industry, right? Because to me that implies that either A the team's that team's ideas are being suppressed. When people feel comfortable in a space, when they . Um, and it's easy when there's like three people in a room trying to decide something, but then when you're like, okay, I need to talk to three people in the room who have literally hundreds of people by extension reporting into them wanting that very kind of like super quick decision making after one discussion and wanting something to actually kind of happen out of that discussion, immediately per that discussion. Because they're closer to the problems. And what's the difference between thought leadership and just being really good at execution? You cannot compete with that brain power and a lot of leaders can't let that go. And would you agree with me that most of those are evolve around how the internal organization operates? So make those painful moves early. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. And then, it is a tenuous balance and I think in some ways, right? Nadiem: Yeah. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. Google follows the corporate culture. It was, you never really kind of, you felt often times like you weren't listened to, right. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Yeah. Innovation is the sacrifice really. And they adopted that policy around all of our markets. And everyone will agree that it is the right thing to have teams collaborate. 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. Nadiem: Debatable. Series A funding flows in. And this is infused in how we run meetings and cadences. There are a lot of myths out there that we want to dispell. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. Uh, and we're all kind of just executing, right? 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. 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. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Just like saving a dollar every day. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Share. It's gonna be what where we are going to do or be our best at. And you're beat, you're there. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. 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. 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? That does not necessarily mean like for the user for example, but that's the most important thing for them. We need to tap into the collective creativity and power of our teams. It's rare, but it is possible. Right? So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. So I think on the planning process, what's your idea of an ideal bottom up leader? 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? Unknown problems. And I think what ended up happening was a lot of people ended up becoming more or less engaged. 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 . I think coming in year three, four, five and then 10 years is exponentially greater. It's going to do, you know, I'm going to do whatever, you know some, someone told me and, and I think you know, you, you also have smart people who kind of, or smart people who also fall in that category. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. And that is actually you run into huge amounts of problems, cascading targets that way. This page was last edited on 17 February 2023, at 02:26. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. Nadiem: Right. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Telkomsel and Telkomsel are the most recent investors. Top down isn't about being a, uh, you know, like a tyrant. Yeah. Yeah, exactly. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. Many companies seek to create cultures that are productive and foster a positive work environment. What makes a difference, though, is that each of us is willing to try. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. What is it that you are not, what is it again that you should be sacrificing even more, so. You say, yeah, that's, you know, I'm going to solve it. Hope you enjoy it. Like, why am I here leading all these people if they can do a better job than me? 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. 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. And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. Researchers - Global UXAlliance, Usaria, and Somia CX. Sense-making has been. Oh yeah. That's right. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. Mario Gabriele. Nadiem: The compound. I guess processes if you will. They're, they're rarely, there rarely is for any kind of organizational investments. That's, I think the first thing. You're great for short term. Right. Right. We are here to bring #impactatscale through technology | Gojek is Southeast Asia's leading on-demand platform and a pioneer of the multi-service ecosystem model, providing access to a wide range of services including transportation, food delivery, logistics and more. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. I think a lot of people are or a lot of listeners are wondering like is it really worth it? Because the whole point about having a sustainable long term business is having a critical mass of people who can lead. But I think really having that mindset of being, thinking about, you know, what are the things that really matter and what are the things that don't matter, even though I kind of feel like I should be doing them right? Right? "We had teams in DC, but no . Kevin: So what do you think then is the, in this framework, right? First, is actually coming up with problems instead of solutions. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. 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. I never used to be a regular youtube visitor. Right. 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gojek organizational culture