Like the end, Oh, you had all these ideas. Investment Stage Late Stage Venture. It also depends on what department, what function, what rate of urgency there is. The sacrifices I think are what's hard. Right. 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. Yeah. Unknown problems. This is a highly collaborative work environment where every individual is valued and communication is a top priority. And it's hard. 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. 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. I think actually these two parts or these two themes actually almost go hand in hand in that sense. Google's mission is to organize the world's information and make it universally accessible and useful. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. HR designs a campaign to tout a . The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. 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 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. Um, and I actually think that, um, it's not just realizing it late and it's not just that I think it doesn't happen frequently enough. Today, we're gonna talk a little bit about some things that matter very much personally to us in terms of the philosophy of building a long term sustainable successful business. We occupy 3 floors of a building in Bangalore's Diamond. Who says change needs to be hard? 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. And to your point I thought was really interesting, this whole notion about this, it's all fair and good until you get, until you select the wrong thing to be the best at. . You might have solutions in your head and that's fine. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. And everyone will agree that it is the right thing to have teams collaborate. Being part of this journey is nothing short of exhilarating. 1. Right. Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. 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? And I think that that part is, yeah, I agree with you that that is, that is probably one of the harder ones where you can actually, cause it's hard to see that, oh, this thing that, you know, I'm really fired up about it. Kevin: 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: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. It was just very dynamic. They're very hard at realizing value up early. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Series F funding from Google, Tencent, JD.com and Mitsubishi. 7. I don't know why suddenly I'm so much more Kevin: Right? Right? Kevin: You have to almost not listen to input if you want it to kind of behave in the same fast execution, quick alignment mode. Just like saving a dollar every day. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? Yeah. Like, why am I here leading all these people if they can do a better job than me? 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. So just to review, that one more time. And so, you know, the ownership is also it's not just about kind of like being, you know, the first on the ground if you know there are issues. According to MomentumWorks, this is the structure of the board of directors: Founders CEO and founder Nadiem Makarim who holds 58,416 shares, accounting for 4.81% of the total shares. There are a trove of new projects both teams are cooking up. 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. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . Evaluate. 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. It defines and creates a unique environment to work in. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. Nadiem: Yeah. That's it. 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. Category - Community and Industry Engagement. Thanks so much for tuning in. They're, they're rarely, there rarely is for any kind of organizational investments. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Yeah. Listed Fortunes favorite again! Yeah, just can't do everything. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. It's been horrible. 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. Yeah. But what, what about ownership makes sustainably successful teams? Right. INTROUCTION Organizational culture means a common perception held by the organization's members. Orders explode from 3,000 to 100,000 a day. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Building a strong organizational culture is a long journey, one that requires exceptional focus and consistency between the various layers (from beliefs to rituals, from heroes to symbols . For a product designer, Gojek is a great place to be. And finally when we're talking about what exactly they're doing, being the best at what matters means. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. Nadiem: Right. 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 . "We had teams in DC, but no . It's like the favorite catch word. 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? Improves Employee Engagement . A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. And that's sort of the, the waterfall comes out. Right. Grows 1,100x in total volume of transaction. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. You're great for short term. I have the inverse of that as the red flag. 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. Telkomsel and Telkomsel are the most recent investors. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. Kevin: Yup. 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 they adopted that policy around all of our markets. Nadiem: Right. And I think it's much easier for companies to ignore this fact, but if you get that right in the beginning, there's your probability of success. Let's have these explicit conversations. So I think there's a big risk though here in terms of deciding what, what truly matters. Hmm. You can see this happening in our every day conversations. Nadiem: I think that's what, that's the theme that we wanted to talk today. If we're just going to tell them what to do. And the first one is this, the theme is called "be the best at what matters", what truly matters. 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. Uh, and we're all kind of just executing, right? I look at all these great things that this thing can do now, but, right. And then we come to the third kind of strategic theme, which is be the best at what matters. You name it we do it. And how did you feel? Well, it's hard. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? 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? That makes them feel more safe. 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? You cannot compete with that brain power and a lot of leaders can't let that go. Not in a light touch way. 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? Built a culture of high data literacy. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? If you just kind of have to really view things from you know, a problem or customer or user first. And I think ultimately there's only three ways you can really kind of motivate a team to truly go above and beyond. Nadiem: Thanks a lot Kev, until next time. Yeah. 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. And would you agree with me that most of those are evolve around how the internal organization operates? 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 . Which is around building these bridges. 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? Or you have to constantly experiment by default, that means you have to fail most of the time. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Making that extra effort to learn, listen and grow together. Google. 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. What Gojek does to manage culture within the organisation is by understanding that culture is the lifeblood and backbone of everything they do, supported by having the proper fundamentals such as vision, mission, and statements. Mario Gabriele. Nadiem: In order to achieve building better bridges? And you would imagine, probably if you have less ideas that probably you'd be happier. 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. 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. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. 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. When people feel comfortable in a space, when they . 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. And its not just me, most of us at GO-JEK will have a similar answer. Like I was pretty significant percentage requirement minimum. 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? Uh, what is obviously the, that, that, that ownership. Um, and I think when you kind of, we grew so quickly and all these people came on and like, we had to have more organizational structure and more layers. Kevin: Yeah. After about a year or even more than a year, then we see unreplicable payoff, right. Easy, easy things to say no don't count. Nadiem: How are you? Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. Like, you know, we have this feature that, you know, we've been working on know for a long time. Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. I think that's dangerous, right? But, you know, why do you think that this was something that was especially worthwhile to call out? We do our utmost to get this right. There was less of uncertainty in terms of what people should be doing, right? 1. Review the different organizational structures most commonly used. Right? Yup. 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