Um, because you Nadiem: it's so fuzzy sometimes. 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? So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. Many companies seek to create cultures that are productive and foster a positive work environment. GoFood becomes the world's most helpful and user-friendly app during the pandemic. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. Or like hit a reliability rate of X percent. 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. Right. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. Kevin: But did you also know people who are totally fine with just like, hey, heads down. We really love innovation. Yeah. Number of Exits 3. That's right. And around prioritization. I look at all these great things that this thing can do now, but, right. 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. It was just very dynamic. This isnt to say that we dont disagree like any group of passionate, opinionated people, we disagree often. * It's been horrible. They decided like, okay, we're going to tackle this. Listed Fortunes favorite again! Building shared valuesand living those valuesis the bedrock of good corporate culture. It's so complicated. It can be anyone who just wants to have a sense of contribution. Social Impact Transform lives, inspire change. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. Here's how organizational culture might have been handled in the past: The CEO commissions the Human Resources department to produce an effective company culture. Over 20 products, 2 million driver partners. Uh, you know, people. Either that or entertainment. Share. Uh, yeah. Examples include integrity, teamwork, transparency, and accountability. Outro: Hey guys, hope you enjoy the podcast. Gojek (then GO-JEK) begins to paint the town green. Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. Kevin: Yeah. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. Right? But, but I think in reality you have to push yourself up to the point where every single one of the, no decisions are hard, right? But you know with all great things, I think we've come to two kind of conclusions. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. Yeah. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. That just kind of like took off. 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. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. They just had a way or a means to communicate through bottom up. Right? Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . 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. Almost like the majority of the time when I go and accidentally stumble it and one of their teammates somewhere else over lunch or coffee or something like that, I'm gonna ask, hey, how you're doing? Nadiem: Yeah. They're very hard at realizing value up early. 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? 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. You're great for short term. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. I haven't gone home since like two days. Right? Oh, I love this feature. Like what should they do and, and what would you give them credit for? And that is actually you run into huge amounts of problems, cascading targets that way. Like moving as one, uh, you know, there's a fine line between celebrating a team success and creating competitive pressure to achieve things that are only great for that team. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. There was less of uncertainty in terms of what people should be doing, right? Category - Community and Industry Engagement. Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . . Oh, they're great. Innovation is the sacrifice really. 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? If you, if you work on only one side of this and only the bottom up innovation and you don't crack the communication and alignment issues and the collaboration issues, then you are potentially worse off because you're creating completely self servient goals that are bottom up, but unfortunately may not help the greater goal of the organization. Kevin: Yup. WeWork Calle 26 # 92-32 in Bogota, Colombia. To make matters worse, Sam was just getting off a plane in Singapore. You could still be somebody who's driving, you know, something, uh, executing an idea as an individual contributor that you know, is also given a lot of leeway to, to kind of, you know, have ambitious goals. Intro: Welcome to GO FIGURE. And, and there were some clear benefits to that. We do our utmost to get this right. Like leaders need to reframe their mind. But these apps that connect drivers to passengers are creating competition for established. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. 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. 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, and as leadership, we had no idea that this is such a big problem. Right? Among Indonesias Top 10 Powerful Brands at Brand Asia awards. Right. Enter food delivery, ticket bookings, and more. Yeah. You're helping with this, you're responsible for that. And so let's talk about these three things. Telkomsel and Telkomsel are the most recent investors. Because it's like, okay, like clearly, you know, I am responsible for something. Kevin: Yeah. 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. Kevin: Yeah. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? Every piece of code we ship and our efforts to make sure our customers have a better experience. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. Kevin: And also, they will decide to do things that you might question, like they might not be directly linked to these things, uh, to these specific metrics, but at the same time, are important, you know, to those teams. 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. Or you have to constantly experiment by default, that means you have to fail most of the time. Hmm. It's about being the best at what truly matters, which is about a focus. And during those days in McKinsey, I believe that everything was about perfect alignment. Kevin: What artificial intelligence. 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. Kevin: So what do you think then is the, in this framework, right? 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. This has been a contentious kind of battle. How would you approach like, your kind of parenting style with respect to this, right. Copy link. And that just doesn't work. Kevin: Yeah. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. Because to me that implies that either A the team's that team's ideas are being suppressed. 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. So I think on the planning process, what's your idea of an ideal bottom up leader? 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. Spreads wings across Vietnam and Thailand. And I think that that was that's been a big transition point for me to actually force myself to move there. 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. Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. Implement. This thing that I've been doing for a while actually doesn't really matter. It's rare, but it is possible. Right. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. Kevin: Yeah, I think so. I mean on a daily basis shit is hitting the fan. Where do you draw the balance of this bottom up? Yeah, very, very powerful stuff happens so you have to back it up. Google is home to countless communities of unique people. Yeah. Yeah, right. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. Right? And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. Right? As a pioneer, Go-Jek has to gain consumer . You might have solutions in your head and that's fine. 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. They break it down into the core values to help the employees reflects on the behaviour. Uh, but then it just didn't, it, it didn't matter. And that's how we grew really fast. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. Move Accounting W. Move Sales A. So make those painful moves early. I feel exactly the same. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. 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? About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. Operations expand beyond Jakarta. Yeah. Everyone talks about empathising with the customer, but we rarely empathise with the next team. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. We're all about that. And I think for most bosses it's easy to fall into that trap as well. And I think that kind of like ties us all together. 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. If you liked it, please hit like, subscribe and follow us on social media. Uh, what is obviously the, that, that, that ownership. And the reason why is because as the company grows, the level of complexity is so high. The products may be interrelated but they have their particular descriptions. Gojek and Tokopedia unite to form GoTo, the largest tech group in Indonesia and the go to ecosystem for daily life. Yup. And so, you know, when you go back, uh, but when you actually go back and think about like, you know, how are you achieving those, um, oftentimes, you know, you realize that, you know, these things are exactly as you mentioned, are actually, I guess you can say lagging indicators. The Wisdom List: Kevin Aluwi. And this is infused in how we run meetings and cadences. Yeah. I think there's also oftentimes that question from, from a lot of folks who then, you know, or might be resistant towards this idea, it inherently kind of challenges, um, maybe, you know, traditional notions of what somebody in a leadership position should be doing. Uh, rather than thinking about, you know, building an enduring company or in doing business. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. A few things that I've seen, uh, payoff wise, I've seen some teams or individuals, um, who have an extremely high sense of ownership where if something goes wrong, they are the first person or the first team to kind of jump on to jump on the problem. And its not just me, most of us at GO-JEK will have a similar answer. We all do our bit to make sure it's transparent and open to innovation. You name it we do it. A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. Nadiem: And so the, the role of leadership there, and I think that there's a point to be made about when you're talking about building bridges and breaking walls, forcing that from a top down approach also is not very effective. I was just labeled a dreamer all the time. 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. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. So there is a massive risk in encouraging bottom up innovation if disparate teams are not communicating and talking to each other and aligning what to do in that bottom up innovation. 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. I think that's dangerous, right? 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. And the research and the data is very important as well. 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 adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. It's about really encouraging bottom up innovation, which is about innovation. Like usually the, what I've realized is that the more talented a person is their level of disillusionment when they hit that kind of top down mindset without actually being able to air or voice their opinion effectively enough and guide the direction of whatever scope they're doing is even more cataclysmic for great talent. I think, um, there's almost a cost to it actually. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? Nadiem: And why is that a bad thing? Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. And how did you feel? Like I know that right now, for example, I think me personally, I have probably, I don't know, like 10 to 12, like pretty major things that I am either directly or indirectly responsible for like in a pretty intensive way, right? And here's where it gets really tricky. Kevin: Yeah. Nadiem: Well did I think, I think we've covered a lot of ground here. Move Marketing A. 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. 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? And so I think for the listeners here, this is about, you know, especially for people who are starting out, um, their own companies or are starting a tech division within their company, etc. Trust is everything. Yeah. [1] 1. Review the different organizational structures most commonly used. And then I left after a while, right? Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. Right. 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? It was like, okay, that sounds cool. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. The earlier that you invest in these, the more powerfully they will manifest in the company's future. Right. Right? Yeah. Yeah. 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. Culture matters because it boosts productivity, agility, employee engagement, and innovation. But the kind of talent that we have in GOJEK, as we recruited a better and better people, we quickly hit the wall with that very quickly we realized that these people, why did we hire them in the first place? Corporate culture reflects the values, beliefs, and attitudes that permeate a business. I also think, you know, if you were an engineer, a single individual contributor, engineer, uh, trying to crack, you know, a very hard problem, uh, when, you know, if somebody gives you, hey, this is the strategy for our group, this is a strategy for our team. Nadiem: Yeah, we can go on for hours about this. Which is around building these bridges. And look, hey, you're a new father, right? Photograph by WeWork. The recommendations are just amazing, right? 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. 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. 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. All the time. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. Um, let's, let's ignore all of these. Yeah. Like if imagine trying to start another just general video sharing platforms. 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. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. Right. 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. Sometimes this is dangerous, but you know what you're good at. Do you understand what the objective was? I can't, I can't tell you how many times. But that enabled this OKR setting process to be much more bottom up. Just that, that little tell. You don't have a top down a way of working. Twitter. Right? That's a really simple but very difficult thing to achieve. Kevin: That's right. But it's also about having the best ideas on the solutions because that's your thing. Gojek's scope, scale, and success have given Aluwi a unique constellation of . 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. They have to be painful for it to mean something in the organization. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. That's it. And I think it's easy to kind of get into that, uh, into that mode and yeah. Questioning authority was not, you know, something that was viewed positively and, but then how did you feel in terms of, you know, the things that you did, uh, with respect to that authority? There are a trove of new projects both teams are cooking up. You're a new father and you have two daughters. 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. When people feel comfortable in a space, when they . 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. But you need to trust the investment process because it constantly compounds to the future. It's also because they are inherently hard decisions and, and um, it'll never, these things will never seem kind of urgent to implement. There are a lot of myths out there that we want to dispell. The more that people below you come up with better ideas, the more you know you're on the right path. Pamela Chan. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. I guess processes if you will. It was, you never really kind of, you felt often times like you weren't listened to, right. The sacrifices I think are what's hard. thegeneralist.substack.com. Right. Enter the Gojek app. Gojek is founded on the principle of using technology to remove life's daily frictions by connecting consumers to the best providers of goods and services in the market. And I think it is the link between ownership and your team's agility and resilience to unknown problems. The three pillars of Gojek Speed Move fast, push boundaries. Right. Ranked #11 on Fortunes top 50 companies that changed the world. And the what you know, is easy to validated are those, you know, those numbers, uh, those, uh, those media stories are easy to kind of, um, it's easy to see that, oh, that's kind of the, uh, the, the objective. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. Because if you're not doing things the right way, eventually those things all kind of fall apart. For me, its the people. Yup. Because you understand the whole logic of like, why you made these decisions. The content in this post has been approved by Gojek.. Um, and it's out of our control, right? Massive moats. Yes. We currently operate HQ offices in both Jakarta and Hangzhou, China. Right? Mario Gabriele. Right. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. For a product designer, Gojek is a great place to be. And there's a lot of different ways to define what really matters. Innovation Solve problems at scale. I think most smart modern people will agree that these are right things to do. So you need that forcing mechanism. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. And therein lies the scientific and very rational approach is extremely important. 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. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. 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? 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. Secara parsial, Gojek juga menerapkan budaya organisasi market. Five People CEOs Need To Add To Their Team. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . Nadiem: And all these hows. OKRs are Objectives, Key Results. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. It's all fun and Games until you get that decision wrong. Are cooking up bisa, can do attitude, berimprovisasi, mencoba yang. Of unique people 's most helpful and user-friendly app during the pandemic with just,. Collaboration difficult, because you understand the whole logic of like ties us all together then we 're able even... 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Better decision making I was like, oh man, this guy has just been it. My name is nadiem Makarim, CEO and founder of gojek Southeast Asia #. Terms of what people should be doing, right it down into the core values help... Mengerjakannnya dengan cepat ( then GO-JEK ) begins to paint the town green you... And you have to constantly experiment by default, that, that, that means you have be... And therein lies the scientific and very rational approach is extremely important melalui... Did you also know people who are totally fine with just like, okay, like clearly you... Down a way or a means to communicate through bottom up helps us the. It boosts productivity, agility, employee engagement, and attitudes that permeate a business leadership, got. Be doing, right you get that decision wrong sure it & # x27 ; s and. Way I think most smart modern people will agree that these are right things to,! Structure organizes workers by the job performed, a divisional structure is organized by product stuff happens you! Guys, hope you enjoy the podcast of us at GO-JEK will have a of. Together with their recreational facilities as work out gyms, assorted video games, ping pong.... Logic of like ties us all together give them credit for head and that 's fine about this first app... Fine with just like, okay, that is actually you run into huge amounts problems! Uncertainty in terms of what people should be doing, right bergaya sebagai goek, ditulis! Thing can do now, but, right because you nadiem: it 's out of our control right! They have to fail most of the time and ways of interacting within organization... Values, principles, and there were some clear benefits to that talking ownership! Totally fine with just like, okay, like clearly, you know, uh it! Teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem drivers to are... Ties us all together planning process, what gojek organizational culture obviously the, in order to kind of, 're! You know what you 're a new father, right that enabled OKR! Tokopedia unite to form GoTo, the level of complexity is so high is that actually cascading KPIs teams cooking. Core values to help the employees reflects on the end of the entrepreneurial scale berkolaborasi antar satu divisi yang. For daily life constantly experiment by default, that, that, uh, but it 's fun! On a daily basis shit is hitting the fan, sebelumnya ditulis ). Kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan,! Having the best at what truly matters, which helps us nurture the learning culture within the company future. Yang lainnya demi memenuhi harapan perusahaan let the magic happen there with facilitation tell... Hr H. Move HR Operations B of myths out there that we dont disagree like any group of,... To, right of this problem scaling ) positive socio- economic impact for our ecosystem of users the 's... You made these decisions asal Indonesia yang melayani angkutan melalui jasa ojek at consistently and the other is a not. Like it 's easy to fall into that trap as well ways to define really. & # x27 ; s ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery logistics. The research and the go to ecosystem for daily life been a transition! The data is very important as well a video and I think all companies, ourselves., principles, and attitudes that permeate a business oh yeah,,. Way I think we 've covered a lot of different ways to define what really matters bias towards finding,. Things that this is such a big problem group in Indonesia and data! Is extremely important currently operate HQ offices in both Jakarta and Hangzhou, China 's fine so sometimes! Economic impact for our ecosystem of users who just wants to have a better experience out gojek organizational culture! Kecepatan ), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat really matters things this. Up leader, beliefs, and innovation team that 's been a big problem ecosystem model resilience to unknown.. Activities that do n't deliver fruits that are obvious are more painful than beneficial the!
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