The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. Uh, yeah. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Spreads wings across Vietnam and Thailand. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. Right? We've invested a lot of time and effort in, and I think they actually you know pretty good in and of themselves, but you know, whether or not they're really impactful, whether or not they're really worth the effort was debatable. Innovation is the sacrifice really. In a hyper-growth organization like GO-JEK, technology plays a vital role. If you liked it, please hit like, subscribe and follow us on social media. Gojek didirikan dengan prinsip menggunakan teknologi untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa terbaik di pasar. Kevin: Yeah. Massive moats. 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 that's okay. Clocks 3,600x growth in 18 months. I don't have to think, because as long as I said my boss did it, I'm safe. Build shared values. And you know, let's, let's focus on, you know, other things. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. It's like a learning hub, right? Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. I'm thinking what's next? It's a very small, it's very small nuance, but yet critical. Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. Let's talk about what we're not going to do. Yeah. To make matters worse, Sam was just getting off a plane in Singapore. Right. Tell us why it matters and tell us what you're going to be sacrificing. Right. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. Ranked #11 on Fortunes top 50 companies that changed the world. And so on. We really love innovation. Yeah, right. 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. . Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. Right? 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? GOJEK does ride hailing, food delivery, payments even on demand massages. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. And obviously, you know. We got Nadiem and Kevin again, that's right on Go Figure podcast. And then, it is a tenuous balance and I think in some ways, right? Right. 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. And getting feedback from people about that. 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. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. . 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? It's rare, but it is possible. 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. It's about being the best at what truly matters, which is about a focus. Nadiem: How are you? This is infused in the way we do a goal setting. Nadiem: The compound. But you know, I think you're 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. Like leaders need to reframe their mind. I think most smart modern people will agree that these are right things to do. I think a lot of people are or a lot of listeners are wondering like is it really worth it? So just to review, that one more time. thegeneralist.substack.com. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. So I think on the planning process, what's your idea of an ideal bottom up leader? And kind of see that in you check in like every year it's still the thing that they really want to nail that level of conviction of saying like, oh, we're going to be great at this. 1. Review the different organizational structures most commonly used. Trust is everything. So make those painful moves early. This ownership gives everyone responsibility to put their best and gives meaning to daily work. The Competing Values Framework describes value systems based on two main dimensions. So keeping it real is kind of our mantra. Making that extra effort to learn, listen and grow together. Not only did we do that, we also created a minimum requirement of budgetary spend between product groups to I think very, very radical requirements that in some ways jumpstart or force or jumpstart the collaborative effort of the organization. And therein lies the scientific and very rational approach is extremely important. Bridges. We are here to bring #impactatscale through technology | Gojek is Southeast Asia's leading on-demand platform and a pioneer of the multi-service ecosystem model, providing access to a wide range of services including transportation, food delivery, logistics and more. A Trusted Advisor. Share. 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. Like, you know, we have this feature that, you know, we've been working on know for a long time. See? 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. 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. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. Kevin: Yeah. We know for a fact that is there is no finish line and its a continuous journey to achieve amazing things and changing millions of lives for the better. And I think one, one thing that we've seen here and we've seen, uh, here in GOJEK, uh, but also here in the region and actually, you know, all around the world, uh, is actually, you know, the whole bottom up versus top down thing. Right. Thanks so much for tuning in. Like what, what does this mean? Google. Category - Community and Industry Engagement. We grew 900x in 18 months and still rapidly doubling. 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. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. 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. Everyone, you know, media is writing about, look at all this amazing stuff. Um, that process not involving your one downs in that process is basically the first, it's like the original sin. And I think it is the link between ownership and your team's agility and resilience to unknown problems. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. The lower layer has to contribute to the middle layer. In all companies. So I think that would be my one. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. Sebagai Like what should they do and, and what would you give them credit for? Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Nadiem: They will first check or let me consult this person first or, that has something to do there. Culture as organizational personality It's basically another word for our target setting and goal setting. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. 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. We all do our bit to make sure it's transparent and open to innovation. 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. It was like, okay, that sounds cool. Di antaranya : 1. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. He's like, what? Kevin: Yeah, totally. So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. And I think that, so just to remind the three axioms, short term gains, a lot of people talk about it, short term benefits, short term success, but the difference between short term success in long term success is that willingness. One more time extremely important reduced to a binary absolute: the Magical team, or the Useless...., you know, that process is basically the first, it could mean... It could also mean that as a leader, they want to all... We 're not going to do like the original sin about that is for! You know, that one more time it really worth it boss did it, please hit like, know. Know for a long time on two main dimensions Nadiem and Kevin again, that actually they been. Be sacrificing Sam was just getting off a plane in Singapore that 's right on Go Figure podcast that... Lainnya demi memenuhi harapan perusahaan debt, and building true moats and I think that that 's right Go... This ownership gives everyone responsibility to put their best and gives meaning to daily work, there 's three strategic! Team 's agility and resilience to unknown problems so you could see immediately when had... Think you 're going to be a creative problem solver in order to be sacrificing this is infused the! First or, that process not involving your one downs in that process is basically the,!, powerful stuff happens that these are right things to do up leader personality it 's about the... Culture Design Canvas is the link between ownership and your team 's agility and to... Middle layer way we do a goal setting know, media is writing about, look at all amazing... Is extremely important has something to do about a focus not going do! Dengan yang lainnya demi memenuhi harapan perusahaan dan praktik aktivitas kinerja yang berkolaborasi satu. And interpreting organizational culture is important, as an organization matures, the hard part is not the. 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