And so it's very easy to kind of, you know, create that alignment and people are excited. Nadiem: yeah, when, when things are bad, you have to, yeah. 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? Kevin: Yeah, I think so. People without ego are a luxury in the current times. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. Yeah. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. 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. There are a lot of myths out there that we want to dispell. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. So when I go and say, Hey, can you do this? Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . Spreads wings across Vietnam and Thailand. 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. 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. You can see this happening in our every day conversations. 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. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. Like I've seen this be a pretty consistent theme where you know, I'm always shocked when I hear the amount of effort and depth a lot of your leaders I've seen in many other companies put into their people put in to their organization that don't have like payoffs this week or next month or might be at best to be something like, oh, next quarter, you know, this is going to be great. This person's been crushing it. Operations expand beyond Jakarta. We didn't just say, you know, build bridges, break walls and then not back it up by anything. Nadiem: Yeah. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. Let's talk about what we're not going to do. Nadiem: You don't have to be an asshole. And the third is some material incentive, right. That's the ritual of, share the problem, ask them for a solution and then throw, even if you do have an opinion on the solution, throw it after. Yeah. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. 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. But you know with all great things, I think we've come to two kind of conclusions. People's incentive is to, oh, okay, my boss told me to do that. Nadiem: They don't count. And that's a very powerful statement. 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. But without that requirement to share the key results, then you'll never get credit for it. I think most smart modern people will agree that these are right things to do. But, you know, why do you think that this was something that was especially worthwhile to call out? The culture of an organization encompasses much more than the values and purpose of your company. How well and how quickly can I do it? Nadiem: But it requires a huge amount of faith that it will pay off. 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. And so let's talk about these three things. Nadiem: but that's the difference, right? And everyone will agree that it is the right thing to have teams collaborate. It also depends on what department, what function, what rate of urgency there is. What we did was we invited all the groups together so that peers could challenge and review and we had a whole section of how they can help the issues that they can help with for other groups. 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. Kevin: Right. Right? Yeah, just can't do everything. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. I guess processes if you will. You can, you can either be a people leader, but you can also be a thought leader. Nadiem: That's right. Kevin: What artificial intelligence. Facebook. Everyone, you know, media is writing about, look at all this amazing stuff. Kevin: Right. Right? Yeah. When you know, things are what things are good, you're growing well, you know, investors want to talk to you. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. 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. Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. This one's good about focus and prioritization. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. 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. Gojek becomes Indonesias first unicorn. 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? Um, got everything done on time and really over, uh, over achieved on, on the targets, um, and was constantly being yes, man throughout that whole process. 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. When they're trying to raise something to me, I would like to hear, you know, I would like to hear, um, credit given to others. 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. Category - Community and Industry Engagement. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. Kevin: Correct. Nadiem: With the context of being a bottom up facilitating leader, right? 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: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? You're great for short term. And then, it is a tenuous balance and I think in some ways, right? So this theme is about focus. You, you left. Nadiem: Yeah. So what I've realized is that the best bottom up leaders will never do that. Uh, and we're all kind of just executing, right? And I think what ended up happening was a lot of people ended up becoming more or less engaged. And there's a lot of different ways to define what really matters. Like leaders need to reframe their mind. Which is around building these bridges. We really love innovation. Among Indonesias Top 10 Powerful Brands at Brand Asia awards. And I think the ownership comes because it's your idea, right? Gojek | 832.890 pengikut di LinkedIn. Gojek is funded by 34 investors. Type 1: Clan Culture. If you kind of look at the universe of companies. 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. GoFood rated #1 user-friendly app during the pandemic. Improves Employee Engagement . It was like, okay, that sounds cool. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. We got Nadiem and Kevin again, that's right on Go Figure podcast. Yeah. Right. You name it we do it. Kevin: Yeah. Yeah, exactly. Share. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. Yup. Yeah, right. You might have solutions in your head and that's fine. There were some clear benefits. I can't, I can't tell you how many times. And then it's like a cascading process. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. And that's sort of the, the waterfall comes out. And I think for most bosses it's easy to fall into that trap as well. Nadiem: Fear and money. 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. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. Being part of this journey is nothing short of exhilarating. We all do our bit to make sure it's transparent and open to innovation. Does it, you mean do people actually care? Twitter. Uh, but then it just didn't, it, it didn't matter. Primary Focus: Mentorship and teamwork. All structured data from the main, Property, Lexeme, and EntitySchema namespaces is available under the Creative Commons CC0 License; text in the other namespaces is available under the Creative Commons Attribution-ShareAlike License; additional terms may apply.By using this site, you agree to the Terms of . For me, its the people. It's like a learning hub, right? It's so easy to say, you know what, it's not worth it. Nadiem: And, and most of those things that we talk about or the media talks about are usually related to growth or capital raising or uh, you know, how many people you've hired. thegeneralist.substack.com. In a hyper-growth organization like GO-JEK, technology plays a vital role. 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. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? Number of Exits 3. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . 2. Because it's like, okay, like clearly, you know, I am responsible for something. Innovation Solve problems at scale. 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. 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