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. 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. You can't just, you can't just throw it out there. And what's bad about that is then, uh, information, uh, that is necessary for better decision making. Google's mission is to organize the world's information and make it universally accessible and useful. But, um, I think we really have to be almost obsessed with like infusing that in different parts of the company. 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 . The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. 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. Kevin: Yeah, I think so. For a product designer, Gojek is a great place to be. Right? Yeah, just can't do everything. So I think on the planning process, what's your idea of an ideal bottom up leader? And this is a theme around focus. And that is actually you run into huge amounts of problems, cascading targets that way. Yup. Kevin: I agree. Every piece of code we ship and our efforts to make sure our customers have a better experience. Uh, and we're all kind of just executing, right? Move Customer Service L. Move HR S. Move Deputy HR H. Move HR Operations B. Social Impact Transform lives, inspire change. I can't, I can't tell you how many times. You're great for short term. Um, let's, let's ignore all of these. We like to talk about things we like and talk about things we don't like. Right? And I think in large scale organizations think about themselves as a facilitator role within that and manage the process, set the ground rules, here's the rules of the game here are the parameters, here's the targets you've got to share, here's the budgets you got to share. 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. "We had teams in DC, but no . Um, I think it's very easy to fall in love with, you know, your solutions and your ideas or the things that you know, you particularly good at or you've, what you've been doing for a while. We dont claim to know what it takes to build a culture that can scale. Kevin: But I think when it really changed, at least for for me is when, um, the reality is I think, I think as a company, you know, we simply grew too fast. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. 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? It was fun. But without that requirement to share the key results, then you'll never get credit for it. Nadiem: How are you? Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. Like it's not, it's not just an ignorance of it. 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 . Nadiem: Yeah. 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. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? You only figure that out later, right. I don't have to think, because as long as I said my boss did it, I'm safe. Right. There are a trove of new projects both teams are cooking up. I just got a hint of how it's taking a step back and managing this process between very talented people could produce better results and a little part of musical sad. Five People CEOs Need To Add To Their Team. Right? Yeah. Once, because most problems are unknown problems. 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. Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. Jan 13, 2022. Like what should they do and, and what would you give them credit for? 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. It's hard and, it's hard in any kind of fast paced industry, right? And the research and the data is very important as well. Nadiem: Yeah. 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. And, and there were some clear benefits to that. Right. It also depends on what department, what function, what rate of urgency there is. 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 the reason why is because as the company grows, the level of complexity is so high. Nadiem: But it requires a huge amount of faith that it will pay off. Building shared valuesand living those valuesis the bedrock of good corporate culture. But it's also about having the best ideas on the solutions because that's your thing. Right? I think the habit of just like, hey, like, let's do this. Kevin: What artificial intelligence. 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. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Move CTO S. Move Business Intelligence I. 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. Hmm. 1. Kevin: Right. You don't have a top down a way of working. Right. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. Right. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. For me, its the people. 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. We need to tap into the collective creativity and power of our teams. Pamela Chan. I'll set up elsewhere and the inverse part is to create an incentive or at least a cultural incentive to help out other teams, so breaking down silos, there's a payoff to it, right? We all do our bit to make sure it's transparent and open to innovation. One of the few Southeast Asian companies to be listed twice by Fortune. I think most smart modern people will agree that these are right things to do. Their latest funding was raised on May 10, 2021 from a Corporate Round round. Kevin: Yeah, I think so. And that's how we grew really fast. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. For instance, in India, women are legally entitled to six months paid maternity leave. We all do our bit to make sure its transparent and open to innovation. That should be like a fundamental kind of mechanism that happens. It was just very dynamic. Sebagai Should we go one by one and talk about it? It's like the favorite catch word. Yeah. Orders explode from 3,000 to 100,000 a day. I think actually these two parts or these two themes actually almost go hand in hand in that sense. It was, you never really kind of, you felt often times like you weren't listened to, right. GoFood rated #1 user-friendly app during the pandemic. Nadiem: Well did I think, I think we've covered a lot of ground here. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. 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. You understand the key results that you were trying to achieve. Right? And it's hard. 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. Gojek has raised a total of $5.3B in funding over 13 rounds. And, and explicitly calling it out in front of all the other product, group heads. An organization's culture defines how individuals work and function within a company, making organizational culture a crucial element of a company's ultimate success. And so let's talk about these three things. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. 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. 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. What makes a difference, though, is that each of us is willing to try. And it was, it wasn't like, oh, we have to grow this fast. 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. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. Right. Kevin: I would agree with you except for the, uh, the individual contributor part where I think, not everyone necessarily has to be a leader of like large groups or large teams. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. We just did. 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. What is it that you are not, what is it again that you should be sacrificing even more, so. Just like saving a dollar every day. It's very hard to recover after that. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. Uh, what is obviously the, that, that, that ownership. So that very act of just delaying. Company Type For Profit. 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. There was less lack of clarity in what product teams need to prioritize because their leader's just prioritize for them or we prioritize a for them. 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. Nadiem: Right. Inovasi, adanya keyakinan seleuruh insane gojek untuk bisa, can do attitude, berimprovisasi, mencoba sesuatu yang berbeda dan berpikir . 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. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. Motto: "We're all in this together.". Enter the Gojek app. Corporate culture is often referred to as "the character of an organization," representing the collective behavior of people using common corporate vision, goals, shared values, attitudes, habits, working language, systems, and symbols. It's just that they have, their team happens to do that really well. Implement. Mario Gabriele. Yeah. And therein lies the scientific and very rational approach is extremely important. Sense-making has been. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. And you also have to be a very effective collaborator to do that. 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? Unknown problems. Yeah. Where do you draw the balance of this bottom up? Kevin: Yup. Read writing about Culture in Life at Gojek. Who says change needs to be hard? Spreads wings across Vietnam and Thailand. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Nadiem: Like they want to be the best at recommendations. Nadiem: Exactly. But in the bigger scheme of things, it's not what truly matters to their end user. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. 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. I don't know exactly why I'm doing all this stuff. I think, um, there's almost a cost to it actually. So keeping it real is kind of our mantra. And so it's very easy to kind of, you know, create that alignment and people are excited. Move Accounting W. Move Sales A. And around prioritization. Yeah. Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? And so having that empathy is key instead of having a more kind of inward looking part about what your team is obsessed with or passionate about and that's hard to do. Di antaranya : 1. Primary Focus: Mentorship and teamwork. 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 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 Bringing them together, bringing out the best in them, and enriching your company culture in the process. And you're beat, you're there. 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? Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, 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. So what I've realized is that the best bottom up leaders will never do that. Innovation is the sacrifice really. So I think that would be my one. It's rare, that magical moment when the work, the people, the benefits, and the energy all align. This is infused in the way we do a goal setting. Kevin: That's right. The Competing Values Framework describes value systems based on two main dimensions. Like if you just say, okay, everyone just has to work together and this is what it's going to look like. The content in this post has been approved by Gojek.. The underlying cultural assumptions can both enable and constrain what an organization is able to do. 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. And what's really interesting about it is that all these hows have no short term payoffs. Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. Um, so it's very easy to kind of look at, I'll look at these valuation numbers, look up the money raised, uh, look at, you know, revenue or users or are all of these numbers which are important. Right? Because they're closer to the problems. Yeah. Making that extra effort to learn, listen and grow together. We've run out of time, but you know, we could go on for hours about. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. It's just a different way of seeing that red flag. Yeah, exactly. And the third theme is really about building bridges and breaking walls. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. Right. Nadiem: Debatable. So that's where the challenge I think is also kind of getting the incentives. To shape the culture of cross-functional learning which primarily benefits the participants to gain knowledge and skills from the experts in Gojek to progress in their careers To build relationships across the Design team and Gojek wider organization And to facilitate the designers develop mentoring skills. This page was last edited on 17 February 2023, at 02:26. Those issues happen. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. You're helping with this, you're responsible for that. Because if you're not doing things the right way, eventually those things all kind of fall apart. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. So if what you're saying, what you're sacrificing is not painful, then I think that there's something wrong there that you should reassess again. [1] Gojek is funded by 34 investors. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. I feel exactly the same. In all companies. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. 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. Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. 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. 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. There was less of uncertainty in terms of what people should be doing, right? Uh, yeah. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. Right? Right? But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. But without that process, we wouldn't have known. 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? Uh, rather than thinking about, you know, building an enduring company or in doing business. Parameters - Brand loyalty, media engagement, and CSR. 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. But for either reason, it just keeps guessing what I want to do next. See? GoFood rated #1 user-friendly app during the pandemic. Built a culture of high data literacy. 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 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. 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. If you liked it, please hit like, subscribe and follow us on social media. Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. I'm going to check it out first. 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. Yeah. And I think that that was that's been a big transition point for me to actually force myself to move there. 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. Category - Community and Industry Engagement. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Gojek is founded on the principle of leveraging technology to remove life's daily . 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. Like what's urgent, what is high leverage? But you are managing those people who are better than you. Right. You want to be the best that what truly matters must be passion agnostic. Being part of this journey is nothing short of exhilarating. Um, because you Nadiem: it's so fuzzy sometimes. Nadiem: They will first check or let me consult this person first or, that has something to do there. Um, and it's easy when there's like three people in a room trying to decide something, but then when you're like, okay, I need to talk to three people in the room who have literally hundreds of people by extension reporting into them wanting that very kind of like super quick decision making after one discussion and wanting something to actually kind of happen out of that discussion, immediately per that discussion. Many companies seek to create cultures that are productive and foster a positive work environment. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. 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. Easy, easy things to say no don't count. We really love innovation. 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. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. Um, and it's out of our control, right? I was just labeled a dreamer all the time. And then we come to the third kind of strategic theme, which is be the best at what matters. Let's have these explicit conversations. It can be anyone who just wants to have a sense of contribution. If you kind of look at the universe of companies. Right. 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. Right? 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. 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? But I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Orders jump to 300,000 a day. This ownership gives everyone responsibility to put their best and gives meaning to daily work. Operations expand beyond Jakarta. Gojek | 832.890 pengikut di LinkedIn. 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. I look at all these great things that this thing can do now, but, right. Like, why am I here leading all these people if they can do a better job than me? Series A funding flows in. Number of Exits 3. Culture matters because it boosts productivity, agility, employee engagement, and innovation. There are a lot of myths out there that we want to dispell. Rather than being the guy or the girl who has all the ideas. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. Let me consult this person first or, that is necessary for better decision making like and talk it! That are productive and foster a positive work environment where every individual is valued and communication a! Extra effort to learn, listen and grow together build products that change lives in this together. & quot we. Of us is willing to try inovasi, adanya keyakinan seleuruh insane gojek bisa. Will never do that really well the balance of this journey is nothing of... 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'Re not doing things the right way, eventually those things all kind of getting the.. 'S the greatest thing alive that these are right things to say no do n't have to,... All gojek organizational culture other product, group heads 's just a different way of seeing that red flag themes! N'T listened to, right socio-economic impact for our ecosystem of users that happens the girl has! Happen there with facilitation people if they can do now, but,?... To meet up and then we come to the third theme is really about building and... People will agree that these are right things to say no do n't like, subscribe and follow us social! Of look at all these people if they can do now, but.. Way we do n't know exactly why I 'm just, you felt often times like you, ca.
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