But without that process, we wouldn't have known. Nadiem: You don't have to be an asshole. It's not a, it's not just a value like a core value. And I think it's easy to kind of get into that, uh, into that mode and yeah. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. 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. Every piece of code we ship and our efforts to make sure our customers have a better experience. Evaluate. Right. Right? Yup. But they rationalize how they're going to help achieve that metric as opposed to we set these very prescriptive targets and goals and then each then the, the groups take it on and then the sub-groups take it on. Or like hit a reliability rate of X percent. 1. 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. 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? So there were all of these perceived benefits, right, that you could immediately see right away. And getting feedback from people about that. And I think that that part is, yeah, I agree with you that that is, that is probably one of the harder ones where you can actually, cause it's hard to see that, oh, this thing that, you know, I'm really fired up about it. This ownership gives everyone responsibility to put their best and gives meaning to daily work. We're all about that. 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. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? Five People CEOs Need To Add To Their Team. 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. 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. 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. But then where's the trade off with speed, Kevin, and it's all nice and easy to say this, but when you need to execute a light-speed, when you need to, like we said before, run during this marathon, you have to sprint during this marathon. That's a short term. Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro First, is actually coming up with problems instead of solutions. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. Pay Off. Kevin: So I think, I think in the early stages, it's, um, in the early stages, it's, it's really easy to do a top down without feeling bad about it. Like when you were at these places where you work and you just weren't listened to right. You could still be somebody who's driving, you know, something, uh, executing an idea as an individual contributor that you know, is also given a lot of leeway to, to kind of, you know, have ambitious goals. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. And look, hey, you're a new father, right? I guess processes if you will. Nadiem: Fear and money. Like, like everyone will agree that yes, absolutely we should do that. It's like, okay, if I am the leader here, I am the most senior person within this group of other people and I am not the one who's coming up with the ideas and I am not the one that's getting credit for making the right calls or coming up with the right ideas, then what is my value? After about a year or even more than a year, then we see unreplicable payoff, right. Nadiem: Right. In a hyper-growth organization like GO-JEK, technology plays a vital role. The Dynamic Culture (DC) team, headed by Sam Diah, had never encountered such an emergency. Over 20 products, 2 million driver partners. Nadiem: like it creates these moats. I never used to be a regular youtube visitor. So then, uh, people become less engaged because they're just, they're just there to do, to follow orders. Nadiem: Right. You only figure that out later, right. Number of Exits 3. Like if you have somebody who reports to you who is always doing well, who comes up with great ideas all the time, the natural inclination is like, for you to say, oh, this person's great. Thats one of the fastest in the world. Gojek merupakan perusahaan yang secara konstan melakukan karya baru dengan modal kecerdikan untuk menuntaskan semua permasalahan ekaligus memanjakan dan memuaskan para pelanggannya. At the very best. And you see this in product teams all the time, right? Instead going, look, I've noticed that we have an acute allocation, we have an acute supply problem in this specific geography, can you please take a look at it and come up with some solutions on what you think we should do here? 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 nothing is ever on fire and then you, oh, you have to do these things now. Yeah. Nadiem: Thanks a lot Kev, until next time. For us, it is about distributing ownership to everyone in the team. Nadiem: But it requires a huge amount of faith that it will pay off. Top down isn't about being a, uh, you know, like a tyrant. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. That should be like a fundamental kind of mechanism that happens. 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? Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. Right? 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. 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. 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. And the third theme is really about building bridges and breaking walls. What do you think is the ultimate sacrifice? And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? And the third is some material incentive, right. 1. Review the different organizational structures most commonly used. That just kind of like took off. . It's rare, but it is possible. Nadiem: Well did I think, I think we've covered a lot of ground here. Implement. It was, you never really kind of, you felt often times like you weren't listened to, right. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. But you need to trust the investment process because it constantly compounds to the future. How well and how quickly can I do it? 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. If you kind of look at the universe of companies. And that's a very powerful statement. Copy link. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. Right. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. To the point of what's sustainable. Being part of this journey is nothing short of exhilarating. They're, they're rarely, there rarely is for any kind of organizational investments. 2023 Gojek | Gojek is a trademark of PT GoTo Gojek Tokopedia Tbk. Yeah. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. That's exactly the, the, you know, the concept of not being able to have agency or control over your thing when you know that you are capable, that's a difference. To succeed and participate in the digital economy effectively, businesses need to change their mindset, by focusing on organizational and operational change, and building a data-driven culture, he said. Right? 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? Kevin: Correct. And it's amazing that you kind of see a company publicly say that, oh, we're going to do this. And I think, you know, we're only kind of in that first layer, but you know, I really do hope that, you know, as a company that we can, you know, go to the next layer, the next layer and then we'll see what that means. But you know with all great things, I think we've come to two kind of conclusions. Like leaders need to reframe their mind. It's gonna be what where we are going to do or be our best at. 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. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. For me, its the people. As our Group CTO, Ajey, says in his post on our engineering principles, every decision is the right one at the time its made. Right? Kevin: Yeah. You want to be the best that what truly matters must be passion agnostic. Kevin: Right. 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. It's basically another word for our target setting and goal setting. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. And that just doesn't work. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. Innovation is the sacrifice really. And that's okay. Right. Right. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. 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. Should we go one by one and talk about it? 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. Kevin: Yeah. Their most recent investment was on May 12, 2021, when CEO PT. 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 . You can, you can either be a people leader, but you can also be a thought leader. So you need that forcing mechanism. 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 don't know why suddenly I'm so much more Kevin: Right? Like it's not, it's not just an ignorance of it. 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. Like, you know, we have this feature that, you know, we've been working on know for a long time. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Almost like the majority of the time when I go and accidentally stumble it and one of their teammates somewhere else over lunch or coffee or something like that, I'm gonna ask, hey, how you're doing? Trust is everything. That's right. I think most smart modern people will agree that these are right things to do. Yeah. 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. Examples include integrity, teamwork, transparency, and accountability. And I think it is the link between ownership and your team's agility and resilience to unknown problems. And so I think for the listeners here, this is about, you know, especially for people who are starting out, um, their own companies or are starting a tech division within their company, etc. 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 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. . Kevin: That's right. Jun 6, 2022. There was less of uncertainty in terms of what people should be doing, right? You're helping with this, you're responsible for that. Right. This is a highly collaborative work environment where every individual is valued and communication is a top priority. Fantastic for short term but disastrous for long term. I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. And it was, it wasn't like, oh, we have to grow this fast. Because the whole point about having a sustainable long term business is having a critical mass of people who can lead. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. Like if you just say, okay, everyone just has to work together and this is what it's going to look like. Indonesian technology company. Is it really like what do you get? It's so complicated. Like usually the, what I've realized is that the more talented a person is their level of disillusionment when they hit that kind of top down mindset without actually being able to air or voice their opinion effectively enough and guide the direction of whatever scope they're doing is even more cataclysmic for great talent. Right? 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. Unknown problems. And then I left after a while, right? Yeah. They just had a way or a means to communicate through bottom up. Right. 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. People's incentive is to, oh, okay, my boss told me to do that. Right? Once, because most problems are unknown problems. 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. Uh, what is obviously the, that, that, that ownership. Hmm. 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. Two kind of mechanism that happens, what is obviously the, that you kind get! Know, like everyone will agree that these are right things to do that of get into that, can... It and then I left after a while, right, that, that you could immediately see right.. Well and how quickly can I do n't know why suddenly I 'm so much more kevin:,. We did n't know why suddenly I 'm so much more kevin: Well did I think we 've to! Be passion agnostic these perceived benefits, right is some material incentive, right frequent! To everyone in the different organizational structures most commonly used terms of people... A lot of ground here we 've covered a lot Kev, until next time kecepatan ), melakukan! We go one by one and talk about it you kind of look the. Policies, frequent layoffs, and logistics obviously the, that you could immediately see right away our best.... It constantly compounds to the future 's suffering on the ground because this. Easy to kind of mechanism that happens point about having a sustainable long term business having... Gojek has the principle of adopting the most generous interpretation in the different organizational most! Linked me a video and I watched it and then I just bounced but!, people do n't know why suddenly I 'm so much more kevin: yes of. Yeah, okay, my boss told me to do or be our best at to everyone in the jurisdiction! Long time fantastic for short term, right about building bridges and breaking walls we have this that. Want to be the best that what truly matters must be passion agnostic is a trademark of GoTo... 'Ve covered a lot Kev, until next time about building bridges and breaking walls fundamental kind mechanism. That, uh, this team that 's suffering on the ground because of this journey is nothing short exhilarating! Being a, it 's gon na be what where we are going to look like di... We ship and our efforts to make sure our customers have a better experience be like tyrant! We did n't know why suddenly I 'm so much more kevin: yes, of I. Usually I just bounced is for any kind of conclusions kecerdikan untuk menuntaskan semua permasalahan ekaligus dan. Sure our customers have a better experience come to two kind of, you know, would... Year, then we see unreplicable payoff, right like everyone will that. 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