Social Impact Transform lives, inspire change. We are in a fast-paced environment but I know I can slow down when I need to. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. Crosses 190 million app downloads. Uh, we should, uh, get, uh, teams to align with each other. Gojek is founded on the principle of leveraging technology to remove life's daily . Kevin: Yup. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. Orders explode from 3,000 to 100,000 a day. We grew 900x in 18 months and still rapidly doubling. GOJEK does ride hailing, food delivery, payments even on demand massages. What do you think is the ultimate sacrifice? Kevin: I agree. Right? And the reason why is because as the company grows, the level of complexity is so high. Instead going, look, I've noticed that we have an acute allocation, we have an acute supply problem in this specific geography, can you please take a look at it and come up with some solutions on what you think we should do here? This thing that I've been doing for a while actually doesn't really matter. Listed Fortunes favorite again! 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. Yeah. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. Five People CEOs Need To Add To Their Team. Right. But at the end of the day, you have to be a leader or somehow. It's just a different way of seeing that red flag. Kevin: Yeah, yeah. 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. 1. Review the different organizational structures most commonly used. Decoupling what truly matters to the user to what you're so fired up about. Kevin: Yeah. Right? We really love innovation. Nadiem: Do you think there's a correlation to, you know, the level of quality of talent and how demotivated they get with top down management? Right? Outro: Hey guys, hope you enjoy the podcast. Welcome to Gojek's Bangalore office! 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? So it's funny, it's almost the same thing. Nadiem: That's right. But that enabled this OKR setting process to be much more bottom up. Right. Nadiem: They don't count. Yeah, exactly. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. So let's not talk about how to mitigate the risk, but what's the payoff at the end? Right. And so on. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. A bottom up innovation approach actually favors people potential to become leaders as opposed to people's just potential as an individual contributor. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. Google is home to countless communities of unique people. Like I think maybe bottom up innovation is a very specific one. And it's hard. I guess processes if you will. And I think what ended up happening was a lot of people ended up becoming more or less engaged. Evaluate. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? 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. And I think this is why it's a challenge though, because oftentimes I find that the incentive to do that isn't always there. GoFood becomes the world's most helpful and user-friendly app during the pandemic. Right? Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. So that very act of just delaying. 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. Whether you're looking to get across town, or even earning on the road, choose Gojek - we're the city's latest ride-hailing app dedicated to making your commutes all that much better. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. But without that requirement to share the key results, then you'll never get credit for it. Know our journey, and the people behind it. Sebagai Everyone talks about empathising with the customer, but we rarely empathise with the next team. And, and as leadership, we had no idea that this is such a big problem. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. 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. So we move faster, right? That's a really good reflection of it. Ranks 17th among Fortunes Top 20 companies that changed the world. Nadiem: I just got it done. Type 1: Clan Culture. 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. 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. Innovation is the sacrifice really. Because it's easy to say, oh, those things don't matter and it's easy. Bridges. Motto: "We're all in this together.". You might have solutions in your head and that's fine. 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. "We had teams in DC, but no . Kevin: Yeah. Series A funding flows in. The app is used for food ordering, commuting, digital payments, shopping, hyper-local . We've run out of time, but you know, we could go on for hours about. Either that or entertainment. Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. You cannot compete with that brain power and a lot of leaders can't let that go. Kevin: Yeah. Nadiem: You don't have to be an asshole. 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. I experienced that not only throughout my childhood and I got into trouble in high school a few times by being too argumentative with some of my ideas to my teachers, but I feel like, in the beginning stages of my professional life, I was also so many ideas came to my mind that everyone just kind of dismissed because I had no track record or anything like that. 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. Let's talk about that because if the payoff is not worth it, then why are we even doing this? I feel exactly the same. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. The culture consists of an established framework that guides workplace behavior. Gojek's scope, scale, and success have given Aluwi a unique constellation of . Yeah. Photograph by WeWork. It's about really encouraging bottom up innovation, which is about innovation. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. At the very best. 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. That does not necessarily mean like for the user for example, but that's the most important thing for them. I know it seems kind of like, I dunno, uh, almost administrative in a way, but I think those details of like, oh, this is infused in the way we do performance management. They break it down into the core values to help the employees reflects on the behaviour. 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? Uh, rather than thinking about, you know, building an enduring company or in doing business. But the reason why we believe in them is because for the parts of the units of the organization that we did apply these principles. And finally when we're talking about what exactly they're doing, being the best at what matters means. Yeah. 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. So that's where the challenge I think is also kind of getting the incentives. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Right? GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. 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. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. Trust is everything. It was like, okay, that sounds cool. Repeat. We all do our bit to make sure its transparent and open to innovation. We like to talk about things we like and talk about things we don't like. Pamela Chan. The Competing Values Framework describes value systems based on two main dimensions. There are a lot of myths out there that we want to dispell. Yeah, very, very powerful stuff happens so you have to back it up. We've had a different forums, different forums about, you know, you've constantly been, I think you've been doing it rightfully reminding me to not spread ourselves way too thin, but really determine what truly matters and refocus and redeploy resources on that. Improves Employee Engagement . Right? Nadiem: Thanks a lot Kev, until next time. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. Do you understand what the objective was? [1] 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. And I think that that was that's been a big transition point for me to actually force myself to move there. 2019 is really about the how. And the first one is this, the theme is called "be the best at what matters", what truly matters. 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. I'm thinking what's next? PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . 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. Move Accounting W. Move Sales A. A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. Kevin: Yeah. You're great for short term. Like, like everyone will agree that yes, absolutely we should do that. 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. Number two, we need to ensure that they are building bridges and breaking walls so that they are communicating with each other, they're collaborating with each other, they're forming self-generated alignment. We didn't just say, you know, build bridges, break walls and then not back it up by anything. It was good. 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 The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. Those issues happen. Tell us what you want to be the best at. I think most smart modern people will agree that these are right things to do. So this theme is about focus. And, and explicitly calling it out in front of all the other product, group heads. They just had a way or a means to communicate through bottom up. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. A Trusted Advisor. Like, you know, we have this feature that, you know, we've been working on know for a long time. There were some clear benefits. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. Nadiem: In order to achieve building better bridges? As individuals and as a team, we never let ourselves get too comfortable whether its about knowing a piece of technology, scaling for hyper-growth or achieving new milestones every day. Right. To make matters worse, Sam was just getting off a plane in Singapore. Nadiem: Right. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. 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. We've invested so much time and effort. 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