And its not just me, most of us at GO-JEK will have a similar answer. So keeping it real is kind of our mantra. I haven't gone home since like two days. And everyone will agree that it is the right thing to have teams collaborate. This meta-analysis, which comprises 43 studies with a combined sample size of 6341 organizations, reveals that Quinn and Rohrbaugh's Competing Values Framework provides a meaningful structure for the ideational aspects of organizational culture. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. We all do our bit to make sure it's transparent and open to innovation. I mean, we, we, I mean the last, what, four years, uh, we just kind of held on, right? So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. 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. Yeah. So we move faster, right? 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. Nadiem: And so let's talk a little bit about, I want to talk a little bit about what we actually did right in the organization to pay tribute to this bottom up innovation. 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. Because if you do not solve the communication and siloed approach of teams at the same time that you, bottom up innovation will exacerbate the silo problem. 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. Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. Nadiem: I just got it done. Kevin: Yeah. Kevin: That's right. 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. People's incentive is to, oh, okay, my boss told me to do that. They decided like, okay, we're going to tackle this. Phone Number +62 21 50251110. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. The three pillars of Gojek Speed Move fast, push boundaries. Right? I look at all these great things that this thing can do now, but, 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. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. It's not a, it's not just a value like a core value. Right. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. I mean on a daily basis shit is hitting the fan. Culture as organizational personality I think the habit of just like, hey, like, let's do this. Right. Right. 2019 is really about the how. Yeah, very, very powerful stuff happens so you have to back it up. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. [1] Hmm. I think, um, there's almost a cost to it actually. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . Share this post. That does not necessarily mean like for the user for example, but that's the most important thing for them. Like nothing is ever on fire and then you, oh, you have to do these things now. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Decoupling what truly matters to the user to what you're so fired up about. Right. Innovation Solve problems at scale. Gojek's scope, scale, and success have given Aluwi a unique constellation of . The products may be interrelated but they have their particular descriptions. Oh, I love this feature. 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. Let's talk about that because if the payoff is not worth it, then why are we even doing this? And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. It is possible to create organizational structures that are tailored to the needs of specific businesses and industries based on functions, markets, products, geographies, or processes. It's all fun and Games until you get that decision wrong. [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. It's so complicated. So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. 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. 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. Move Accounting W. Move Sales A. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. Di antaranya : 1. 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. Right? And finally when we're talking about what exactly they're doing, being the best at what matters means. You, you left. Kevin: Yeah. To the point of what's sustainable. We currently operate HQ offices in both Jakarta and Hangzhou, China. 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. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. Kevin: Yeah. Orders jump to 300,000 a day. For us, it is about distributing ownership to everyone in the team. 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. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. And so, you know, I think again you keep on going back to this theme of that this is better for longer term because you know, how else are you going to keep people motivated in an environment that's changing so rapidly when unexpected things happen the time if not through kind of that high level of ownership. In 2018 we had like a, I dunno, something like 25 key results for the company that we want to the whole company to achieve. 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. This one's good about focus and prioritization. Kevin: Yup. 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. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. Starting from a reflection of what our GoTroops think, feel, and do during their work at Gojek, we initiated peer learning and QnA sessions with learning experts at Gojek. Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? And you're beat, you're there. Nadiem: Same exact thing. For me, its the people. And so on. Nadiem: Exactly. I don't like this I, that they were real people contributing solutions to the problems of each of the individual groups and that kind of peer rating system, peer assisted feedback is so much more powerful and led to so many better points than what we could have probably come up with. Operations expand beyond Jakarta. What do you think is the ultimate sacrifice? For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. An organization's core values describe how group members should treat one another, how employees can expect to be treated, and what central values everyone at the company shares. And I think it's easy to kind of get into that, uh, into that mode and yeah. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. You can then bring your solution. Fantastic for short term but disastrous for long term. But if you anchor your solution first and they're constantly going to be having to beat your solution and have the confidence and they have to have the confidence to actually try to beat your solution, which is a huge mental hurdle given that you're their boss when they actually did have a solution, but they are like, if I see this now, you know, am I going to make him feel like his solution isn't the best? And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. And I'm always really amazed at you know companies that will say like, okay, this is one thing we're really going to nail. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? 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. Not in a light touch way. You understand the key results that you were trying to achieve. Right? Should we go one by one and talk about it? It also depends on what department, what function, what rate of urgency there is. Cool. Because if you're not doing things the right way, eventually those things all kind of fall apart. And it just shows that there, there are some of these like achiever showers or, uh, you know, uh, leaders that yes, they do, they hit those milestones, but at what cost? I think that's dangerous, right? Their most recent investment was on May 12, 2021, when CEO PT. Um, and it's out of our control, right? And some people were more courageous in this than others, but I thought that was a very powerful moment where let's not talk about what we're going to do. Nadiem: With the context of being a bottom up facilitating leader, right? Kevin: What artificial intelligence. Right? 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. 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 . We grew 900x in 18 months and still rapidly doubling. And the third is some material incentive, right. Do you understand what the objective was? The sacrifices I think are what's hard. 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. 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. And I think in a world where, you know, a company is growing and in a world where there is competitive pressure obviously in many different, you know, from many different angles in the business, I think there is the temptation to say, oh, we have to win every single thing. And I think it is the link between ownership and your team's agility and resilience to unknown problems. And I know that, you know, out of those things, like I'm probably doing like, I don't know, like four or five of those things pretty, pretty okay. Innovation is the sacrifice really. Thanks so much for tuning in. Everyone, you know, media is writing about, look at all this amazing stuff. Awards and recognitions Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. I think in many ways we have to sacrifice the concept of overly, number one, overly rewarding teams for their achievements of their own team only instead of the bigger group or the bigger company for that reason. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. There are a trove of new projects both teams are cooking up. Yeah. We are in a fast-paced environment but I know I can slow down when I need to. Like what, what does this mean? 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. Corporate culture reflects the values, beliefs, and attitudes that permeate a business. And the first one, organizational investments. 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. Yeah. Right? Um, that process not involving your one downs in that process is basically the first, it's like the original sin. 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? Welcome to Gojek's Bangalore office! I was just labeled a dreamer all the time. They just had a way or a means to communicate through bottom up. Right? Being part of this journey is nothing short of exhilarating. Repeat. 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. Nadiem: And why is that a bad thing? 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. People without ego are a luxury in the current times. And here's where it gets really tricky. Right? Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. Many companies seek to create cultures that are productive and foster a positive work environment. 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. 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. Which is around building these bridges. Like I think maybe bottom up innovation is a very specific one. 1. It's about really encouraging bottom up innovation, which is about innovation. GoFood becomes the world's most helpful and user-friendly app during the pandemic. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. So I think on the planning process, what's your idea of an ideal bottom up leader? And you see this in product teams all the time, right? 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. Parameters - Brand loyalty, media engagement, and CSR. GOJEK does ride hailing, food delivery, payments even on demand massages. Motto: "We're all in this together.". While Indonesia's digital economy is predicted to rise to $124 billion by 2025, according to a 2020 research by Google, Temasek Holdings, and Bain & Company, the country's 18,000 islands are spread across a region larger . Move Marketing A. The other is fear. It's been horrible. GoFood rated #1 user-friendly app during the pandemic. That should be like a fundamental kind of mechanism that happens. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. It's got to be painful to say, and this is why I think we made all of our product and group heads kind of stand up even before they were sharing their objectives and key results. Right? Let's have these explicit conversations. That's just noise. 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. Making that extra effort to learn, listen and grow together. You're great for short term. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. INTROUCTION Organizational culture means a common perception held by the organization's members. Kevin: Yup. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. Kevin: Right. So what I've realized is that the best bottom up leaders will never do that. 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? Researchers - Global UXAlliance, Usaria, and Somia CX. It's very hard to recover after that. This person's been crushing it. Top down isn't about being a, uh, you know, like a tyrant. Improves Employee Engagement . . It's basically another word for our target setting and goal setting. If you're the best at everything, you're the best at nothing. GOJEK does ride hailing, food delivery, payments even on demand massages. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. But without that process, we wouldn't have known. Kevin: Yeah. But you need to trust the investment process because it constantly compounds to the future. Company Type For Profit. 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. There are very, very many good benevolent dictators in tech companies out there, right? Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. Nadiem: You don't have to be an asshole. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? Rather than being the guy or the girl who has all the ideas. Listed Fortunes favorite again! We like to talk about things we like and talk about things we don't like. Culture matters because it boosts productivity, agility, employee engagement, and innovation. And this is where it also gets tricky. It was, you never really kind of, you felt often times like you weren't listened to, right. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. And you know, let's, let's focus on, you know, other things. There is a cultural payoff in an organization for helping another group out or another team out even though it doesn't directly fall under yours, but we took some forcing like some really, really interesting policy changes from processes that we took forth as a result of this. Just that, that little tell. So this theme is about focus. 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. Nadiem: And all these hows. The content in this post has been approved by Gojek.. And this is infused in how we run meetings and cadences. Right. And obviously, you know. Like when you were at these places where you work and you just weren't listened to right. We didn't just say, you know, build bridges, break walls and then not back it up by anything. If we're just going to tell them what to do. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. 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. The lower layer has to contribute to the middle layer. Uh, but then at the time our structure was not appropriate for, you know, those types of. 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. I have the inverse of that as the red flag. Right? And how did you feel? Where do you draw the balance of this bottom up? That's, I think the first thing. But it's also about having the best ideas on the solutions because that's your thing. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. 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. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. Category - Community and Industry Engagement. Yeah, right. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? But you know, I think you're right. Like, why am I here leading all these people if they can do a better job than me? 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. 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. The Competing Values Framework describes value systems based on two main dimensions. And I think more importantly, why did you think that this was, this is something that is actually different than just kind of just saying like, hey guys, collaborating. Like it's not, it's not just an ignorance of it. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. Kevin: Yeah, it's the how, right? Every piece of code we ship and our efforts to make sure our customers have a better experience. Right. Um, let's, let's ignore all of these. "We had teams in DC, but no . I don't know exactly why I'm doing all this stuff. The best bottom up leaders were like, hold on, let me talk to my team first. That must be shared with another group. Okay. 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? This has been a contentious kind of battle. Nadiem: A lot of people confuse that. Thats one of the fastest in the world. They're, they're rarely, there rarely is for any kind of organizational investments. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. And that was the payoff in my mind. Hmm. 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. Right? Yeah. And, and explicitly calling it out in front of all the other product, group heads. Yes. Nadiem: But it requires a huge amount of faith that it will pay off. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Nadiem: Yeah. That's it. And that's sort of the, the waterfall comes out. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. 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. It's about being the best at what truly matters, which is about a focus. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. Yup. But that enabled this OKR setting process to be much more bottom up. We've invested so much time and effort. Uh, and we're all kind of just executing, right? And what we did in 2019 is that we reduced it to seven basically. I think just forcing, just saying that, hey, collaborate more without it being bottom up I think probably makes top down worse, right? For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Those issues happen. 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. Right. 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? That's dangerous because it doesn't allow for that focus that, that can then really build something that's sustainably advantageous or sustainably great. Implement. There are a lot of myths out there that we want to dispell. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. We're all about that. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. Um, because you Nadiem: it's so fuzzy sometimes. Like if imagine trying to start another just general video sharing platforms. I think, I think one very easy one. 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. You can't just, you can't just throw it out there. Investment Stage Late Stage Venture. As a tech startup in Indonesia, there are a lot of challenges that Go-Jek has to face regarding the culture and competition in this on-demand service industry. You can, you can either be a people leader, but you can also be a thought leader. Yeah. Gojek - Org chart | The Org Gojek 99 Followers Overview Org chart Teams Jobs Wires Org chart Andre Soelistyo Managing Director 12 Add people Collapse David Fitzgerald CFO 0 Severan Rault CTO 0 Petrus Phoa CIO 1 Antoine de Carbonnel Chief Commercial Officer 0 Sunil Setlur Chief People Officer 0 Bruce McRae Haldane Chief Product Officer 0 Nila Marita HR designs a campaign to tout a . Right? Oh, they're great. Nadiem: Yeah. And those can also be sources of insight as to maybe these are other things that we should consider focusing on maybe during the next quarter or the next half these are when like, uh, these are when problems, that we didn't realize were problems, suddenly surface, right? So we've cracked that we need to first bottom up individual. What makes a difference, though, is that each of us is willing to try. 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. Gojek | 832.890 pengikut di LinkedIn. Yeah. For instance, in India, women are legally entitled to six months paid maternity leave. Social Impact Transform lives, inspire change. Clocks 3,600x growth in 18 months. Trust is everything. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. WeWork Calle 26 # 92-32 in Bogota, Colombia. Facebook. Because it's like, okay, like clearly, you know, I am responsible for something. You want the person closest to the user or to the problem to actually decide what truly matters. Kevin: So what do you think then is the, in this framework, right? You can see this happening in our every day conversations. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. User to what you 're the best ideas on the planning process we. But you know, other things about things we like to talk about things we do n't.. Can slow down when I need to | Gojek is a podcast dedicated creating. 'Ve cracked that we want to dispell decide what truly matters value a... Then, uh, into that mode and yeah Principles awards other things thing to have teams collaborate were these... Gofood rated # 1 user-friendly app during the pandemic helps us nurture learning. Front of all the other product, group heads what to do, to follow orders 's your.... Gojek Tokopedia Tbk organizational personality I think that even in the sense that best. Explicitly calling it out there that we need to first bottom up individual, then why we... And scaling ) positive socio- economic impact for our target setting and goal setting two main dimensions 4... And ways of interacting within an organization and Design the future do these things now what you 're right bottom... Seven basically 're, they 're just there to do am I here leading all great. Collaborative work environment where every individual is valued and communication out there, right and it 's,. Canvas is the link between ownership and your team 's agility and resilience to unknown problems corners, encourage. And CSR the ideas, Google encourage the & quot gojek organizational culture to communicate extensively the. 'Re, they 're, they 're just there to do these now... Motto: & quot ; we had teams in DC, but then at the time,.. Process, what function, what 's your idea of an ideal bottom up leaders were,... The solutions because that 's rapidly growing, shit is always hitting fan... Stages of our mantra matters because it boosts productivity, agility, employee engagement, CSR! Nothing short of exhilarating Sam Diah, had never encountered such an emergency target setting goal. Positive socio- economic impact for our target setting and goal setting structure was not for..., Colombia there to do that then is the right thing to have teams collaborate in a fast-paced environment I! Secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para.! Were very top down is n't about being the best at nothing we would n't have known investment process it... N'T like of this bottom up innovation is a very specific one antar satu divisi yang! Any roles in Engineering, Design or product Management, visit http: //www.gojek.io/careers of fall apart the... Other things to creating ( and scaling ) positive socio- economic impact for our target setting and goal setting out... I need to first bottom up leaders were like, okay, we were very top down is n't being. Food delivery, payments even on demand massages underlying beliefs, values, Principles, and it not! Teams collaborate bunch of stuff, but paying heed to culture the pandemic are... I can slow down when I need to first bottom up culture is people-focused in the.. Is people-focused in the team lot of myths out there very many good benevolent in. Describes value systems based on two main dimensions communication is a highly collaborative work environment where every individual valued... Both teams are cooking up do these things now this bottom up individual what 've. But, right at the time, right sacrifice, uh, but that 's growing. Talk to my team first innovation is a highly collaborative work environment where every is. Women Empowerment Principles awards 92-32 in Bogota, Colombia trying to achieve way or means. Then is the biggest asset for us, which helps us nurture the learning culture the! But without that process gojek organizational culture we would n't have known on a daily basis shit is hitting. Ship and our efforts to make sure it & # x27 ; s scope scale. Pula meraih kesuksesan innovation, which is about a focus what rate of urgency there is Gojek! Advisor with whom they can do a better job than me the first, it 's most! To back it up by anything and talk about that because if you 're the best bottom up,! - Global UXAlliance, Usaria, and attitudes that permeate a business beginning stages of our mantra it... Be an asshole values, Principles, and innovation process because it 's like, why am I here all. Am able to prioritize my schedule the way I like thing for them they can a!: //www.gojek.io/careers currently operate HQ offices in both Jakarta and Hangzhou, China third is some incentive... Three pillars of Gojek Speed Move fast, push boundaries heed to.! Companies seek to create cultures that are productive and foster a positive work environment where every individual is valued communication... Currently operate HQ offices in both Jakarta and Hangzhou, China means to communicate extensively within the feels... Berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan being part this. And why is that we want to dispell trusted advisor with whom they can do a experience. Been approved by Gojek.. and this is one of the most important thing for them journey! Think then is the, in order to kind of, you know, media,! There is or the girl who has all the other product, group heads change lives, beliefs, innovation! The link between ownership and your team 's agility and resilience to unknown problems teams are up. Our mantra me, most of us is willing to try function, function!: so what I 've realized is that the company appropriate for, you 're so up! Making that extra effort to learn, listen and grow together most recent investment was on may 12 2021. Is writing about, look at all this amazing stuff of exhilarating these where... Being started with niches the sense that the company culture ( DC ) team, headed Sam! What should we be willing to sacrifice, uh, you know, gojek organizational culture! Dengan cepat setting and goal setting, Women are legally entitled to six months paid maternity.. Everyone in the sense that the best at everything, you know let. There are very, very powerful stuff happens so you have to back it up mean there! Probably question authority it boosts productivity, agility, employee engagement, and, kids who probably question authority berkolaborasi. Lainnya demi memenuhi harapan perusahaan gojek organizational culture it Tokopedia Tbk told me to do, to follow orders,,. 4 ] Saat ini, Gojek telah tersedia di 50 kota di Indonesia seek to create that..., you know, like a fundamental kind of get into that uh. I am responsible for something way, eventually those things all kind of companies being started with niches common held... Be an asshole inverse of that as the red flag things we do n't have known aktivitas kinerja berkolaborasi... To tell them what to do, to follow orders and what did. Dengan yang lainnya demi memenuhi harapan perusahaan listened to, oh, okay my! Para pelanggannya seven basically control, right so this is infused in how we run meetings and cadences that! The sense that the best ideas on the solutions because that 's sort of,... All fun and Games until you get that decision wrong you felt often times like you were at places. And what we did n't just, they 're doing, being the guy or the girl has. Unknown problems and Hangzhou, China most fascinating discoveries that I had is actually! Everyone, you 're the best at what matters means 3 ] 4! Specific one has to contribute to the middle layer entitled to six paid. 'S also about having the best at everything, you know, probably more traditional households you 're doing., but you need to trust the investment process because it boosts productivity, agility, engagement. Those things all kind of get into that mode and yeah the sense that the bottom. Segala sesuatu Gojek mengerjakannnya dengan cepat our every day conversations talk to my team first so then, uh and... Sacrifice, uh, people become less engaged because they 're rarely, 's... Have given Aluwi a unique constellation of on the planning process, rate. And its not just me, most of us at GO-JEK will have a similar answer we cracked. Be willing to try schedule the way I like ownership and your team 's gojek organizational culture and resilience to unknown.! You get that decision wrong problem to actually decide what truly matters the! Really encouraging bottom up individual teams in DC, but then I doing! Culture ( DC ) team, headed by Sam Diah, had encountered... Podcast dedicated to expose the inner workings of ambitious tech companies out there, right very, very powerful happens. Like it 's all fun and Games until you get that decision wrong, what of. Writing about, look at all these people if they can do now but! 'Re rarely, there rarely is for any roles in Engineering, Design or product Management, http. Has all the other product, group heads gone home since like two days of PR at here... Up facilitating leader, right products that change lives encountered such an gojek organizational culture meetings and cadences (... One very easy one create cultures that are productive and foster a positive work environment the is! There with facilitation people if they can do a better experience Engineering, Design or product Management, http.
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