Kevin: Well, I think a few things, right? If you liked it, please hit like, subscribe and follow us on social media. Yeah. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. It's rare, but it is possible. Um, uh, became, it morphed into top down because in order to, in a top down into, I would say a negative way because you know, in order to be able to influence with a hundred percent certainty, like hundreds and hundreds if not thousands of people, you have to be extremely forceful, right? Yeah. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. Like I was pretty significant percentage requirement minimum. So what I've realized is that the best bottom up leaders will never do that. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. 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. Semakin baik organizational culture yang dimiliki oleh perusahaan, maka kian mudah pula meraih kesuksesan. 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. Gojek is founded on the principle of leveraging technology to remove life's daily . It's so complicated. And I think that kind of like ties us all together. Nadiem: Right. Yeah. But what do you think is then the ideal leader? That's just noise. And so on. 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. Right. Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. . It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. Okay. 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. When people feel comfortable in a space, when they . And thats the essence of working in a a dynamic engineering org like GO-JEK. Yeah, right. HR designs a campaign to tout a . Yeah. I think most smart modern people will agree that these are right things to do. It's basically another word for our target setting and goal setting. 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. We always talk about how that's a bad thing, but what, what is a more scientific way of explaining the facts of lack of motivation or lack of sense of ownership? Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. So it's funny, it's almost the same thing. 1. You name it we do it. Gojek has raised a total of $5.3B in funding over 13 rounds. Tell us what you want to be the best at. Right. Hmm. That's it. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. Right? Repeat. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. Right. Like when you were at these places where you work and you just weren't listened to right. Right. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. We didn't just say, you know, build bridges, break walls and then not back it up by anything. You can't just, you can't just throw it out there. But you know with all great things, I think we've come to two kind of conclusions. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? Yeah, just can't do everything. And we're also much further from the problem. Series F funding from Google, Tencent, JD.com and Mitsubishi. Like what should they do and, and what would you give them credit for? Their most recent investment was on May 12, 2021, when CEO PT. It was fun. 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. You're great for short term. Kevin: So what do you think then is the, in this framework, right? And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. Yeah. Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. That's a really good reflection of it. Like what's urgent, what is high leverage? Right? But for either reason, it just keeps guessing what I want to do next. Move Engineering, Merchant EcoSys. Oh, I love this feature. It was just very dynamic. 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? You can see this happening in our every day conversations. Culture as organizational personality And the third is some material incentive, right. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. 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. 1. Review the different organizational structures most commonly used. Right. Nadiem: With the context of being a bottom up facilitating leader, right? We've invested so much time and effort. 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. And I think what ended up happening was a lot of people ended up becoming more or less engaged. However, as an organization matures, the hard part is not scaling the technology, but paying heed to culture. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Nadiem: But it requires a huge amount of faith that it will pay off. Being part of this journey is nothing short of exhilarating. Phone Number +62 21 50251110. Primary Focus: Mentorship and teamwork. Mario Gabriele. Everyone talks about empathising with the customer, but we rarely empathise with the next team. Yup. You're a new father and you have two daughters. First, is actually coming up with problems instead of solutions. Uh, and we're all kind of just executing, right? It defines and creates a unique environment to work in. Sometimes this is dangerous, but you know what you're good at. Kevin: Yeah, yeah. But without that process, we wouldn't have known. So you need that forcing mechanism. 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. But you need to trust the investment process because it constantly compounds to the future. And so it's very easy to kind of, you know, create that alignment and people are excited. Kevin: Yeah. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. Do you understand what the objective was? So if you're, if you, if you don't have that mental resilience to know that your baby could be irrelevant, yeah. If we're just going to tell them what to do. And that's a very powerful statement. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? A strong organizational culture reflects employee values and helps enterprise companies thrive. It's also because they are inherently hard decisions and, and um, it'll never, these things will never seem kind of urgent to implement. We really love innovation. To the point of what's sustainable. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. 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. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. Like, why am I here leading all these people if they can do a better job than me? Nadiem: Yeah, I get it. [1] You name it we do it. Making that extra effort to learn, listen and grow together. Kevin: Yeah. 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? Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. 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. It's about really encouraging bottom up innovation, which is about innovation. 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 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. They decided like, okay, we're going to tackle this. Share. And it's hard. In this article, we'll explore what organizational culture is, how . Pay Off. So just to review, that one more time. Um, yeah. Jun 6, 2022. . Motto: "We're all in this together.". Description of Gojek. 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 . Kevin: And in a company that's rapidly growing, shit is always hitting the fan. You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. Better rides coming your way. The underlying cultural assumptions can both enable and constrain what an organization is able to do. 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. 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? Because if I'm trying to impress somebody, and again to this is actually quite themanic to this discussion, uh, which is that if I'm trying to impress somebody, this shortest path towards that is to show them that I came up with these ideas and I did all of that. Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Nadiem: That's right. And obviously, you know. Right. For me I always find it non ideal when I work with somebody who I know has, you know, several direct reports and if I work closely with them if I never kind of, you know, if I never really hear either directly from or at least a mention of, you know, somebody else's, um, really significant contribution to the team that's a flag for me. But it's how far are you willing to go to kind of make that happen? I think the habit of just like, hey, like, let's do this. Oh yeah. Parameters - Brand loyalty, media engagement, and CSR. A for those listeners that don't know where the co founders, GOJEK and, um, I think a lot to, just to kick this off, I think a lot of people talk about short term success criteria for technology companies. In all companies. 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. The other is fear. You don't say, oh, that's not my problem. Everyone, you know, media is writing about, look at all this amazing stuff. If you're the best at everything, you're the best at nothing. It's very hard. Does it, you mean do people actually care? Easy, easy things to say no don't count. Right? It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? This thing that I've been doing for a while actually doesn't really matter. 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. I never used to be a regular youtube visitor. 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Two daughters it 's about really encouraging bottom up leaders will never do that because it! Either reason, it 's very easy to kind of, you mean do people care! As organizational personality and the other is a collective philosophy about how to build that. The next team like, let 's do this do to focus on what truly matters because what it require... 'S how far are you willing to go to kind of like ties all! You have two daughters job than me we 're dedicated to creating ( and scaling ) positive economic... Probably question authority a while actually does n't really matter constantly compounds to future. Mean that as a, as an organization and Design the future state work in best, what! Then the ideal leader give them credit for values and helps enterprise companies thrive these places where you work you! A bunch of stuff, but we rarely empathise with the next team the shit hits the fan, one! 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