Tell us why it matters and tell us what you're going to be sacrificing. A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. Um, let's, let's ignore all of these. Tell us what you want to be the best at. 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? Yeah. Gojek has raised a total of $5.3B in funding over 13 rounds. Being given that freedom to even as an individual contributor to kind of figure it out and actually deliver something great, I think is definitely the kind of people that, you know, we try and have more and more of and we just kind of people that we want to appreciate because of, through this policy. That makes them feel more safe. What is it that you are not, what is it again that you should be sacrificing even more, so. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? Test. It's like a learning hub, right? Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. Google's mission is to organize the world's information and make it universally accessible and useful. And I think the ownership comes because it's your idea, right? We currently operate HQ offices in both Jakarta and Hangzhou, China. It is an actual, you know, tradeoffs that you have to make and some of the trade offs you're asking about the trade offs, what's the risk of doing it, things like that. Enter the Gojek app. 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? Better rides coming your way. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. Um, yeah. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. You might have solutions in your head and that's fine. Yeah. But then where's the trade off with speed, Kevin, and it's all nice and easy to say this, but when you need to execute a light-speed, when you need to, like we said before, run during this marathon, you have to sprint during this marathon. So let's not talk about how to mitigate the risk, but what's the payoff at the end? Yeah, right. Yeah, very, very powerful stuff happens so you have to back it up. 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. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. Innovation Solve problems at scale. Right? Top down isn't about being a, uh, you know, like a tyrant. Kevin: What artificial intelligence. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. Nadiem: Same exact thing. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. And then I left after a while, right? So it's funny, it's almost the same thing. So keeping it real is kind of our mantra. In all companies. So we've cracked that we need to first bottom up individual. Right. Bringing them together, bringing out the best in them, and enriching your company culture in the process. Right? Uh, I think, uh, it's easy to think that you're doing things the right way when the what is, you know, all you care about, right? Culture as organizational personality 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. GOJEK does ride hailing, food delivery, payments even on demand massages. That's a really hard thing to save for I would say anyone. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. It can be anyone who just wants to have a sense of contribution. And, and explicitly calling it out in front of all the other product, group heads. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. Right. 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 . Nadiem: Right. Because we know the risks you slowed down. Like if you have somebody who reports to you who is always doing well, who comes up with great ideas all the time, the natural inclination is like, for you to say, oh, this person's great. Yeah. And they adopted that policy around all of our markets. There are a lot of myths out there that we want to dispell. Yeah. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. Even if you're not leading a team, you need to have thought leadership. It defines and creates a unique environment to work in. Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. Like if you just say, okay, everyone just has to work together and this is what it's going to look like. 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. And so it's very easy to kind of, you know, create that alignment and people are excited. So for, you know, if you kind of went through that whole thing you know, that this is, this is your idea, this is your baby. Yeah. This is infused in the way we do a goal setting. 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. And I think these are the things that very often organizations are too lazy to invest in upfront because they don't give, there's no instant gratifications here. Category - Community and Industry Engagement. And that's okay. And its not just me, most of us at GO-JEK will have a similar answer. Google. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Um, and it's out of our control, right? Which used to be our criteria back in the day. I think the habit of just like, hey, like, let's do this. 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. Read writing about Culture in Life at Gojek. And I think courage to believe that those unsexy, slower, more painful investments you put into your organizations will ultimately lead to far longer successful run, and in a much more sustainable way. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Nadiem: yeah, when, when things are bad, you have to, yeah. HR designs a campaign to tout a . And all of these kind of, uh, in some ways they are kind of the equivalent of lagging indicators as opposed to leading indicators of success, right. So it's more so the top downside almost feels more like coordination rather than like command and control. We dont claim to know what it takes to build a culture that can scale. That's a short term. Hmm. But without that process, we wouldn't have known. Google follows the corporate culture. Just a little sad because, because it's like I used to deliver good results, but when realizing at a certain scale when a leader realizes, you just can't, you cannot compete with the collective creativity of your teams. There is a cultural payoff in an organization for helping another group out or another team out even though it doesn't directly fall under yours, but we took some forcing like some really, really interesting policy changes from processes that we took forth as a result of this. At the very best. Because you understand the whole logic of like, why you made these decisions. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. Right. We do our utmost to get this right. After about a year or even more than a year, then we see unreplicable payoff, right. That's it. Kevin: So I think, I think in the early stages, it's, um, in the early stages, it's, it's really easy to do a top down without feeling bad about it. If you just set from top down that, that direction without actually taking in the feedback and inputs of each of those key leads under you, I think that's where the beginning of the end, you know, like that's where you start losing credibility, you start losing trust and you start losing motivation. Right. See? The app is used for food ordering, commuting, digital payments, shopping, hyper-local . Right. Like the end, Oh, you had all these ideas. Hmm. 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? 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. 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? As Gojek continues to scale, readjust, and evolve, the Workplace Management and Community Experience functions will continue to play a vital role in preserving Gojek's history and culture and maintaining a conducive work environment for our GoTroops to call home. So a lot of companies and organizations try to tell their teams you must collaborate more, but they don't create the goal setting incentive with which to achieve that. For me I always find it non ideal when I work with somebody who I know has, you know, several direct reports and if I work closely with them if I never kind of, you know, if I never really hear either directly from or at least a mention of, you know, somebody else's, um, really significant contribution to the team that's a flag for me. We like to talk about things we like and talk about things we don't like. If you liked it, please hit like, subscribe and follow us on social media. Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. Indonesian technology company. Nadiem: That's super interesting. Our founding team members are all Internet and e-commerce veterans, with extensive experience from well-known Chinese, SEA & US tech companies such as Alibaba, Google, Facebook, Gojek, Lazada, etc. Kevin: Right. I guess processes if you will. 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 that very act of just delaying. Because it's easy to say, oh, those things don't matter and it's easy. Spreads wings across Vietnam and Thailand. Improves Employee Engagement . This has been a contentious kind of battle. 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 therein lies the scientific and very rational approach is extremely important. Is it really like what do you get? Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. You can't just, you can't just throw it out there. Telkomsel and Telkomsel are the most recent investors. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? Right? You're helping with this, you're responsible for that. Right. And there's a lot of different ways to define what really matters. Do you understand what the objective was? Welcome to Gojek's Bangalore office! 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. You can see this happening in our every day conversations. We all do our bit to make sure it's transparent and open to innovation. Some, some people we used to call it and management consultant and we used to call it KPIs. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. Orders jump to 300,000 a day. I don't have to think, because as long as I said my boss did it, I'm safe. Jan 13, 2022. People without ego are a luxury in the current times. Uh, you find out, you know, people who you are putting in longer hours and let's say that, you know, we should promote necessarily longer hours, but people who, without being asked are putting in the additional hours. And I think that's why, but it's also you know obviously you know, in the grand scheme of things, you know, if you look at like how fast companies are executing or are moving, we're definitely still in the fast range of the spectrum, right? Like leaders need to reframe their mind. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . 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 it just shows that there, there are some of these like achiever showers or, uh, you know, uh, leaders that yes, they do, they hit those milestones, but at what cost? 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. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. You say, yeah, that's, you know, I'm going to solve it. Who says change needs to be hard? 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. Like instead of going up, Oh Kevin, you've got this major issue with allocation in this one city, I need you to immediately pump up incentives right now by this percent so that we can hit a BCR of this percent. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. Nadiem: And why is that a bad thing? Mario Gabriele. I mean on a daily basis shit is hitting the fan. Yeah. They break it down into the core values to help the employees reflects on the behaviour. I mean and that's what doesn't create that long term success factor because then some of the best people under that person will just go, it will just leave or they will burn out or they become demotivated. Clocks 3,600x growth in 18 months. Five People CEOs Need To Add To Their Team. You're great for short term. Massive moats. 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. And this is a theme around focus. Nadiem: but that's the difference, right? [1] Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. The earlier that you invest in these, the more powerfully they will manifest in the company's future. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. The best bottom up leaders were like, hold on, let me talk to my team first. Secara parsial, Gojek juga menerapkan budaya organisasi market. Okay. Kevin: Yeah. We got Nadiem and Kevin again, that's right on Go Figure podcast. There was less lack of clarity in what product teams need to prioritize because their leader's just prioritize for them or we prioritize a for them. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. A great way to understand an organization is to ask, Why should someone work there?. 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. Nadiem: With the context of being a bottom up facilitating leader, right? Right? Build shared values. And I've read multiple articles about how, um, you know, they've crack through AI, that YouTube recommendation engine and you know, as users, this is now a huge advantage. 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. Uh, yeah. "We had teams in DC, but no . And here's where it gets really tricky. Ranks 17th among Fortunes Top 20 companies that changed the world. Outro: Hey guys, hope you enjoy the podcast. 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? I think, I think one very easy one. Nadiem: You don't have to be an asshole. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. And that was the payoff in my mind. So just to review, that one more time. To make matters worse, Sam was just getting off a plane in Singapore. Or you have to constantly experiment by default, that means you have to fail most of the time. It's just a different way of seeing that red flag. 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. Gojek becomes Indonesias first unicorn. Nadiem: Right. Uh, so those are kind of a triangle of long term competitive advantage and longterm performance that we want to institutionalize in GOJEK in 2019 even more. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. Type 1: Clan Culture. 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. 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. Goto gojek Tokopedia Tbk more, so 13 rounds & quot ; we had teams DC... 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