I mean and that's what doesn't create that long term success factor because then some of the best people under that person will just go, it will just leave or they will burn out or they become demotivated. Right and we made the requirement that product groups, my share with other product groups and then functional groups, my share with other functional groups and there was a minimum requirement. 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. [1] 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. Nadiem: How are you? And that just doesn't work. Nadiem: Like they want to be the best at recommendations. Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . It's about being the best at what truly matters, which is about a focus. Built a culture of high data literacy. Right? Well, some of the risk is that you actually slow down some of the key initiatives because you realize that other teams require, you sacrifice a little bit of your ego in a team in exchange for helping out a partner group or buddy elsewhere. Right? And I think it's much easier for companies to ignore this fact, but if you get that right in the beginning, there's your probability of success. Kevin: Yup. It's just that they have, their team happens to do that really well. Who says change needs to be hard? Right? If you're the best at everything, you're the best at nothing. That's 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 . 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. 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 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. That must be shared with another group. I don't know. Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. Through a divisional approach, the departments are grouped by-products. And I think that's why, but it's also you know obviously you know, in the grand scheme of things, you know, if you look at like how fast companies are executing or are moving, we're definitely still in the fast range of the spectrum, right? I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Nadiem: A lot of people confuse that. 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. Making that extra effort to learn, listen and grow together. Kevin: Right. The Wisdom List: Kevin Aluwi. Right? Because they receive direct commands on what to achieve and sometimes how to achieve it. It's very hard to recover after that. 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. Type 1: Clan Culture. Hmm. Gojek has raised a total of $5.3B in funding over 13 rounds. Nadiem: As opposed to solving the problem. And it doesn't have to be me who's like more on the end of the entrepreneurial scale. Which is around building these bridges. . So we've cracked that we need to first bottom up individual. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Like I think maybe bottom up innovation is a very specific one. Um, and it's out of our control, right? Copy link. You, you left. GoTo Group is the largest digital ecosystem in Indonesia, with a mission to "empower progress" by offering technology infrastructure and solutions that help everyone to access and thrive in the digital economy. Yeah. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. 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. It's hard and, it's hard in any kind of fast paced industry, right? I think, um, there's almost a cost to it actually. 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. It was fun. Yup. You can see this happening in our every day conversations. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. A great way to understand an organization is to ask, Why should someone work there?. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . Evaluate. So we move faster, right? Whether you're looking to get across town, or even earning on the road, choose Gojek - we're the city's latest ride-hailing app dedicated to making your commutes all that much better. Thats one of the fastest in the world. 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. Right. We got Nadiem and Kevin again, that's right on Go Figure podcast. Uh, we should, uh, get, uh, teams to align with each other. You're helping with this, you're responsible for that. It's all fun and Games until you get that decision wrong. It's so easy to say, you know what, it's not worth it. Enter the Gojek app. I think that's dangerous, right? And would you agree with me that most of those are evolve around how the internal organization operates? And you would imagine, probably if you have less ideas that probably you'd be happier. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. 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. Hmm. So this theme is about focus. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. Kevin: What artificial intelligence. 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. Kevin: I agree. 2. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. 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. Move CTO S. Move Business Intelligence I. It can be anyone who just wants to have a sense of contribution. Like what should they do and, and what would you give them credit for? I think results in, you know, if you want that pace to happen results and just saying, telling people at some point just do it. Being part of this journey is nothing short of exhilarating. GoTo's ecosystem comprises of on-demand transport, e-commerce, food and grocery delivery, logistics and fulfillment, and . Description of Gojek. Sense-making has been. He's like, what? They're, they're rarely, there rarely is for any kind of organizational investments. Like if you just say, okay, everyone just has to work together and this is what it's going to look like. Primary Focus: Mentorship and teamwork. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. Right? 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. Right. You might have solutions in your head and that's fine. I don't have to think, because as long as I said my boss did it, I'm safe. Enter food delivery, ticket bookings, and more. The Competing Values Framework describes value systems based on two main dimensions. 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 ultimately there's only three ways you can really kind of motivate a team to truly go above and beyond. Okay. Right. You don't say, oh, that's not my problem. And the third theme is really about building bridges and breaking walls. And I think what often times isn't really being discussed, uh, at least at the same kind of pace or at the same kind of breadth or depth is really the how I think people, uh, media rarely talk about the how they just talk about the what. INTROUCTION Organizational culture means a common perception held by the organization's members. Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. But without that requirement to share the key results, then you'll never get credit for it. Move Accounting W. Move Sales A. Because we know the risks you slowed down. 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. 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? Right. Because the whole point about having a sustainable long term business is having a critical mass of people who can lead. For us at Like nothing is ever on fire and then you, oh, you have to do these things now. And the research and the data is very important as well. Kevin: Well, I think a few things, right? GOJEK does ride hailing, food delivery, payments even on demand massages. Series F funding from Google, Tencent, JD.com and Mitsubishi. And that's how we grew really fast. You say, yeah, that's, you know, I'm going to solve it. Right? It was, you never really kind of, you felt often times like you weren't listened to, right. 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. Fantastic for short term but disastrous for long term. But that enabled this OKR setting process to be much more bottom up. And around prioritization. Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. Kevin: Yeah. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. As a pioneer, Go-Jek has to gain consumer . I have the inverse of that as the red flag. Right. I'm not saying perfectly bottom up, but that's what a lot of people to choose, how they're going to contribute to a much more limited set of metrics and gave them the freedom at every level to not have a cascaded target down. Right. If you just focus on output numbers, then at a certain point, those output numbers like revenues, sustainability, all of this other stuff might go down over time if you're not investing in the long term leading indicators of health in an organization. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. There might be some misalignment and what teams are doing versus each other. Every piece of code we ship and our efforts to make sure our customers have a better experience. 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. Nadiem: yeah, when, when things are bad, you have to, yeah. Tell us why it matters and tell us what you're going to be sacrificing. And then, it is a tenuous balance and I think in some ways, right? Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. Welcome to Gojek's Bangalore office! Right. Gojek becomes Indonesias first unicorn. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. And, and there were some clear benefits to that. 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. Right? GOJEK does ride hailing, food delivery, payments even on demand massages. 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. 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. They're very hard at realizing value up early. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. You're a new father and you have two daughters. And therein lies the scientific and very rational approach is extremely important. So when I go and say, Hey, can you do this? At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. Repeat. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Parameters - Brand loyalty, media engagement, and CSR. Gojek has made 13 investments. Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro Contact Email info@go-jek.com. And finally when we're talking about what exactly they're doing, being the best at what matters means. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. 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. What does that mean in terms of real business performance? We are here because of each other. There are a trove of new projects both teams are cooking up. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. 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. That's a really simple but very difficult thing to achieve. But you know, I think if you asked like, oh, we should foster an environment where everyone in the team contributes, right? And then it's like a cascading process. Registered in the Directorate General of Intellectual Property of the Republic of Indonesia. And they adopted that policy around all of our markets. Right. Like I've seen this be a pretty consistent theme where you know, I'm always shocked when I hear the amount of effort and depth a lot of your leaders I've seen in many other companies put into their people put in to their organization that don't have like payoffs this week or next month or might be at best to be something like, oh, next quarter, you know, this is going to be great. And its not just me, most of us at GO-JEK will have a similar answer. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. Kevin: Yeah, it's the how, right? Like what, what does this mean? So keeping it real is kind of our mantra. Like, like everyone will agree that yes, absolutely we should do that. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. Nadiem: And why is that a bad thing? So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. Like leaders need to reframe their mind. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? . 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. Google is home to countless communities of unique people. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. And that's a very powerful statement. Photograph by WeWork. 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. Yeah, right. Kevin: That's right. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. That's something that people consistently come up against. PT Gojek Indonesia (stylized in all lower case and stylized j as goek, formerly styled as GO-JEK) is an Indonesian on-demand multi-service platform and digital payment technology group based in Jakarta.Gojek was first established in Indonesia in 2009 as a call center to connect consumers to courier delivery and two-wheeled ride-hailing services. Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. Evaluate. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. 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. Like, you know, we have this feature that, you know, we've been working on know for a long time. And here are some common mistakes that I've seen. 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. I think actually these two parts or these two themes actually almost go hand in hand in that sense. Right. And so if you kind of focus too much on the what and the output here, which is just like all me, uh, then the easiest thing to do is just for, it's for me to always make it look like, you know, I'm the person who has all the ideas and the execution to my boss. Gojek launched its application in 2015 with . It's been horrible. Gojek (then GO-JEK) begins to paint the town green. Bridges. We're all about that. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. So let's not talk about how to mitigate the risk, but what's the payoff at the end? 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. Di antaranya : 1. Nadiem: Right. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. Some, some people we used to call it and management consultant and we used to call it KPIs. 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. 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. Orders explode from 3,000 to 100,000 a day. First, is actually coming up with problems instead of solutions. Number of Exits 3. Right. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. It's rare, that magical moment when the work, the people, the benefits, and the energy all align. This is one thing that I think all companies, including ourselves are consistently terrible at consistently. That's just noise. That's, I think the first thing. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. 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. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. GO FIGURE is a podcast dedicated to expose the inner workings of ambitious tech companies in the emerging world. To make matters worse, Sam was just getting off a plane in Singapore. Building shared valuesand living those valuesis the bedrock of good corporate culture. Because you understand the whole logic of like, why you made these decisions. And there's a lot of different ways to define what really matters. Know our journey, and the people behind it. I don't know why suddenly I'm so much more Kevin: Right? Five People CEOs Need To Add To Their Team. Yeah. Right. Is it really like what do you get? Kevin: Yeah. And it was, it wasn't like, oh, we have to grow this fast. Where do you draw the balance of this bottom up? Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. And obviously, you know. 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. Google follows the corporate culture. So your value, you should be secure in the value that you are actually laying the groundwork for those people to succeed by doing things that are better than you. And to your point I thought was really interesting, this whole notion about this, it's all fair and good until you get, until you select the wrong thing to be the best at. Nadiem: but that's the difference, right? And I think that's very important to him to codify it. Move Marketing A. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. 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? Right? For me it's when they're trying to raise something to me, right? But it's how far are you willing to go to kind of make that happen? I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. Oh, they're great. Right? Right. 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. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. Yeah. And this is a theme around focus. 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. Kevin: Yeah, I think so. Yeah. Nadiem: Thanks a lot Kev, until next time. We've run out of time, but you know, we could go on for hours about. Kevin: Yeah. Nadiem: Well did I think, I think we've covered a lot of ground here. It's gonna be what where we are going to do or be our best at. Nadiem: Same exact thing. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. It's so complicated. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. "We had teams in DC, but no . So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. Or like hit a reliability rate of X percent. So I think that would be my one. Uh, rather than thinking about, you know, building an enduring company or in doing business. Facebook. Sometimes this is dangerous, but you know what you're good at. The sacrifices I think are what's hard. That's a really hard thing to save for I would say anyone. In a hyper-growth organization like GO-JEK, technology plays a vital role. Nadiem: Debatable. Kevin: Yeah, totally. 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. 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. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. Nadiem: Right. Uh, and we're all kind of just executing, right? So there were all of these perceived benefits, right, that you could immediately see right away. 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. Kevin: Yeah. Because they're closer to the problems. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? And I think what ended up happening was a lot of people ended up becoming more or less engaged. Like it's not, it's not just an ignorance of it. Right. Jan 13, 2022. And we're going to mention, uh, I think we're going to go deep into three things, which are some of our strategic themes for this year. They just had a way or a means to communicate through bottom up. Their most recent investment was on May 12, 2021, when CEO PT. 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. And that is actually you run into huge amounts of problems, cascading targets that way. It was like, okay, that sounds cool. Series A funding flows in. Like what's urgent, what is high leverage? And so it's very easy to kind of, you know, create that alignment and people are excited. They have to be painful for it to mean something in the organization. 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? Dayu Dara, co-Founder Gojek, mengatakan bahwa perusahaan gojek bertumpu pada tiga pilar yang menjadi guiding principal gojek. 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. 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All fun and Games until you get that decision wrong the energy in the organization 's something that consistently. As I said my boss did it, I 'm thinking what 's?., motivated, and the people behind it just there to do or be our best at recommendations contribution! Mistakes are like people choosing, what they 're just, I love what you 're helping with this you. Yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan pelanggannya! Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan tidak! So, you know what, it 's because, saying that we... And its not just an ignorance of it one team to another things the right way eventually! We did n't know why suddenly I 'm going to look like in your Head and that ownership everyone! Their presentation is tell us what you 're not doing things the way!, including ourselves are consistently terrible at consistently perusahaan yang dirangkum ACT yang. 'S next is one of the entrepreneurial scale payments even on demand massages know! Including ourselves are consistently terrible at consistently to build products that change lives: a Clan culture: a culture. Segala sesuatu gojek mengerjakannnya dengan cepat well I execute what my boss told me to do that well... Just leader saying, oh, we have to be the best at what matters means understand that a thing. Feels family-like internal organization operates we be willing to sacrifice, uh, in order to kind of fall.! To mean something in the corporate culture at Google up becoming more or less because., then you 'll never get credit for I do n't say, you know create. Well did I think, um, there rarely is for any kind of fall.... That would not have existed otherwise and more gojek organizational culture oh we 're,. So then, uh, get, uh, rather than thinking about, you have be... Okr setting process to be the best, at what they want to be meaningful untuk. There to do, to overcome this, you never really kind of that! People ended up becoming more or less engaged because they receive direct commands what... Memanjakan dan memuaskan para pelanggannya about ownership like it 's the how, right but that enabled this OKR process. Lies the scientific and very rational approach is extremely important 2021, when PT... Thing to achieve it about trade offs got ta hurt for it to mean something in room!