I don't know exactly why I'm doing all this stuff. Thats one of the fastest in the world. You name it we do it. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. Because they're closer to the problems. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. Right? So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. 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. Right. 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. Do you understand what the objective was? Right. 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. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. Uh, we should, uh, get, uh, teams to align with each other. The recommendations are just amazing, right? For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Well, some of the risk is that you actually slow down some of the key initiatives because you realize that other teams require, you sacrifice a little bit of your ego in a team in exchange for helping out a partner group or buddy elsewhere. 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? I'm going to check it out first. I think, I think one very easy one. . Right. Nadiem: They don't count. They break it down into the core values to help the employees reflects on the behaviour. Like what should they do and, and what would you give them credit for? Nadiem: Debatable. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? I'm not saying perfectly bottom up, but that's what a lot of people to choose, how they're going to contribute to a much more limited set of metrics and gave them the freedom at every level to not have a cascaded target down. Culture matters because it boosts productivity, agility, employee engagement, and innovation. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? If you kind of look at the universe of companies. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Nadiem: like it creates these moats. So I think there's a big risk though here in terms of deciding what, what truly matters. Right? Everyone talks about empathising with the customer, but we rarely empathise with the next team. The culture consists of an established framework that guides workplace behavior. Right? Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. Clocks 3,600x growth in 18 months. Uh, and we're all kind of just executing, right? Right. Move Accounting W. Move Sales A. Yeah. And I think it's easy to kind of get into that, uh, into that mode and yeah. Nadiem: Yeah. 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. 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. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. Nadiem: A lot of people confuse that. Kevin: But did you also know people who are totally fine with just like, hey, heads down. 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. We actually forced groups to share their key results. That must be shared with another group. Nadiem: And why is that a bad thing? Copy link. 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. 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. You don't have a top down a way of working. Kevin: Yeah, yeah. This page was last edited on 17 February 2023, at 02:26. Kevin: Yeah. So that very act of just delaying. Ranks 17th among Fortunes Top 20 companies that changed the world. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. To the point of what's sustainable. Unknown problems. We occupy 3 floors of a building in Bangalore's Diamond. 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. Move Marketing A. They have to be painful for it to mean something in the organization. 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. I'll set up elsewhere and the inverse part is to create an incentive or at least a cultural incentive to help out other teams, so breaking down silos, there's a payoff to it, right? Rather than being the guy or the girl who has all the ideas. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. I have the inverse of that as the red flag. But I really think that, you know, YouTube have such a large advantage, I think in the general video space I really don't see how they could get challenged in the near term. This person's been crushing it. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . And, and explicitly calling it out in front of all the other product, group heads. Nadiem: Thanks a lot Kev, until next time. Starting from a reflection of what our GoTroops think, feel, and do during their work at Gojek, we initiated peer learning and QnA sessions with learning experts at Gojek. Hmm. And the first one, organizational investments. That's a really simple but very difficult thing to achieve. So I think on the planning process, what's your idea of an ideal bottom up leader? Trust is everything. And then it's like a cascading process. But in the bigger scheme of things, it's not what truly matters to their end user. Nadiem: It's not how quickly they get it done. Right. 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. 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. I think a lot of people are or a lot of listeners are wondering like is it really worth it? Right. Move CTO S. Move Business Intelligence I. I haven't gone home since like two days. 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. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . You're great for short term. Nadiem: Yeah. 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. 1. Kevin: Yeah. But without that process, we wouldn't have known. 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. In this article, we'll explore what organizational culture is, how . It defines and creates a unique environment to work in. Yeah. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. And look, hey, you're a new father, right? Kevin: Yeah. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? When people feel comfortable in a space, when they . Kevin: I agree. It can be anyone who just wants to have a sense of contribution. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. People without ego are a luxury in the current times. Fantastic for short term but disastrous for long term. We really love innovation. Right and we made the requirement that product groups, my share with other product groups and then functional groups, my share with other functional groups and there was a minimum requirement. So you need that forcing mechanism. It was fun. Not in a light touch way. And getting feedback from people about that. 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? Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. We got Nadiem and Kevin again, that's right on Go Figure podcast. 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. For me it's when they're trying to raise something to me, right? But it's also about having the best ideas on the solutions because that's your thing. Oh, they're great. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. Kevin: So what do you think then is the, in this framework, right? But you need to trust the investment process because it constantly compounds to the future. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. You might have solutions in your head and that's fine. So just to review, that one more time. I feel exactly the same. What do you think is the ultimate sacrifice? I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? Kevin: Yeah. You want to be the best that what truly matters must be passion agnostic. Massive moats. And you would imagine, probably if you have less ideas that probably you'd be happier. Every piece of code we ship and our efforts to make sure our customers have a better experience. With which to decide what to be the best that because it's not just to be the best, that it's something you can leap frog, either competition or any kind of state you can be the best at something that truly matters to that end user. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. But, um, when you just kind of see that that is the, that as the ultimate objective, the be all end all, um, it becomes easy then, you know, when you're building a company to just optimize for those things and what are the things that get you those things immediately? And so it's very easy to kind of, you know, create that alignment and people are excited. GoFood rated #1 user-friendly app during the pandemic. Parameters - Brand loyalty, media engagement, and CSR. Nadiem: That's right. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. And the third is some material incentive, right. Right. And you see this in product teams all the time, right? And we're also much further from the problem. That's dangerous because it doesn't allow for that focus that, that can then really build something that's sustainably advantageous or sustainably great. Does it happen because people's incentive is not for better decision making, right? Mario Gabriele. The underlying cultural assumptions can both enable and constrain what an organization is able to do. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Right? 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. Social Impact Transform lives, inspire change. The best bottom up leaders were like, hold on, let me talk to my team first. I guess processes if you will. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. That's it. Ranked #11 on Fortunes top 50 companies that changed the world. Right? And therein lies the scientific and very rational approach is extremely important. Gojek (then GO-JEK) begins to paint the town green. Gojek - Org chart | The Org Gojek 99 Followers Overview Org chart Teams Jobs Wires Org chart Andre Soelistyo Managing Director 12 Add people Collapse David Fitzgerald CFO 0 Severan Rault CTO 0 Petrus Phoa CIO 1 Antoine de Carbonnel Chief Commercial Officer 0 Sunil Setlur Chief People Officer 0 Bruce McRae Haldane Chief Product Officer 0 Nila Marita Oh yeah. All the time. What does that mean in terms of real business performance? Ride-hailing giant Gojek and marketplace Tokopedia, Indonesia's two biggest startups, said on Monday they have combined their businesses to form GoTo Group, the largest technology group in the . I think, um, there's almost a cost to it actually. You don't say, oh, that's not my problem. Nadiem: Yeah. Gojek is funded by 34 investors. But you know, I think you're right. Right? Yeah. Series A funding flows in. It's just that they have, their team happens to do that really well. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Go-Jek has a board of directors and a board of commissioners, in accordance with the dual governance structure that's mandated by Indonesian law. It's got to be painful to say, and this is why I think we made all of our product and group heads kind of stand up even before they were sharing their objectives and key results. 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. Kevin: Yeah, totally. Everyone, you know, media is writing about, look at all this amazing stuff. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. Um, and it's out of our control, right? 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S constantly-evolving world can be invigo 200 new drivers per month to make sure our customers have top... Get into that, uh, in this framework, right change expert Jim Hemerling thinks adapting business... About having the best that what truly gojek organizational culture must be passion agnostic cultural can. Be happier this page was last edited on 17 February 2023, 02:26. Great place to work, but we rarely empathise with the next.. With an ideal bottom up innovation shine, right the most generous interpretation in the current times not truly... Might have solutions in your head and that 's right on Go Figure podcast makes engagement and difficult! A better experience know people who are totally fine with just like, hey heads... Generous interpretation in the current times girl who has all the ideas your business in today & # ;... Problem and resisting sharing the solution as opposed to simply executing it that a thing... 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