We've run out of time, but you know, we could go on for hours about. Their latest funding was raised on May 10, 2021 from a Corporate Round round. Right? A few things that I've seen, uh, payoff wise, I've seen some teams or individuals, um, who have an extremely high sense of ownership where if something goes wrong, they are the first person or the first team to kind of jump on to jump on the problem. Yeah. Number of Exits 3. And everyone will agree that it is the right thing to have teams collaborate. Mario Gabriele. 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 I think for most bosses it's easy to fall into that trap as well. Series A funding flows in. Which used to be our criteria back in the day. You don't have a top down a way of working. Yup. 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. OKRs are Objectives, Key Results. At the very best. 2019 is really about the how. Thats one of the fastest in the world. We like to talk about things we like and talk about things we don't like. That makes them feel more safe. Right. 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 mean on a daily basis shit is hitting the fan. 7. Right. All the time. 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 I think it's easy to kind of get into that, uh, into that mode and yeah. Indonesian technology company. Gojek (then GO-JEK) begins to paint the town green. I think coming in year three, four, five and then 10 years is exponentially greater. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. Building shared valuesand living those valuesis the bedrock of good corporate culture. 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. 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 right. Kevin: Correct. But what do you think is then the ideal leader? 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. And look, hey, you're a new father, right? Right? Nadiem: It's not how quickly they get it done. A Trusted Advisor. And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. GET allows me to have initiative and be creative. Kevin: Yeah, yeah. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. Kevin: That's right. We are here to bring #impactatscale through technology | Gojek is Southeast Asia's leading on-demand platform and a pioneer of the multi-service ecosystem model, providing access to a wide range of services including transportation, food delivery, logistics and more. Because we know the risks you slowed down. 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. They break it down into the core values to help the employees reflects on the behaviour. "We had teams in DC, but no . Everyone, you know, media is writing about, look at all this amazing stuff. Because you understand the whole logic of like, why you made these decisions. Starting from a reflection of what our GoTroops think, feel, and do during their work at Gojek, we initiated peer learning and QnA sessions with learning experts at Gojek. Trust is everything. Spreads wings across Vietnam and Thailand. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. Culture matters because it boosts productivity, agility, employee engagement, and innovation. 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. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. Kevin: What artificial intelligence. 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 I think it is the link between ownership and your team's agility and resilience to unknown problems. We're all about that. This meta-analysis, which comprises 43 studies with a combined sample size of 6341 organizations, reveals that Quinn and Rohrbaugh's Competing Values Framework provides a meaningful structure for the ideational aspects of organizational culture. Cool. Orders explode from 3,000 to 100,000 a day. And you know, let's, let's focus on, you know, other things. Nadiem: In order to achieve building better bridges? 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. Because to me that implies that either A the team's that team's ideas are being suppressed. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. And instead of creating very, very prescriptive, a key results, we just combine those seven metrics with some strategic themes, three of which we're discussing today in this podcast. Like what's urgent, what is high leverage? But it's how far are you willing to go to kind of make that happen? 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. Know our journey, and the people behind it. They just had a way or a means to communicate through bottom up. Pay Off. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. 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. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. It's hard and, it's hard in any kind of fast paced industry, right? We are here because of each other. Nadiem: That's super interesting. Like, oh, we didn't know, uh, this team that's suffering on the ground because of this problem. Uh, but then it just didn't, it, it didn't matter. For me it's when they're trying to raise something to me, right? Nadiem: Thanks a lot Kev, until next time. I think the habit of just like, hey, like, let's do this. If you, if you work on only one side of this and only the bottom up innovation and you don't crack the communication and alignment issues and the collaboration issues, then you are potentially worse off because you're creating completely self servient goals that are bottom up, but unfortunately may not help the greater goal of the organization. We do our utmost to get this right. As a pioneer, Go-Jek has to gain consumer . It is the only company in southeast asia that is included in fortune 's 50 companies that changed the world in 2017 and 2019, ranked at 17 and 11, respectively. Top down isn't about being a, uh, you know, like a tyrant. And I think this is why it's a challenge though, because oftentimes I find that the incentive to do that isn't always there. Bridges. Kevin: Yeah. The culture consists of an established framework that guides workplace behavior. Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. And then, it is a tenuous balance and I think in some ways, right? It's so complicated. 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. If you just kind of have to really view things from you know, a problem or customer or user first. Move CTO S. Move Business Intelligence I. Improves Employee Engagement . It's like the favorite catch word. That's it. Gojek has the principle of adopting the most generous interpretation in the different jurisdiction they have. Established in 2010 as a motorcycle ride-hailing mobile service in Indonesia, GOJEK has since evolved into a multinational tech company providing on-demand transport . Nadiem: You don't have to be an asshole. Right. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . And obviously, you know. Just like saving a dollar every day. You're a new father and you have two daughters. 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. I don't know. So let's not talk about how to mitigate the risk, but what's the payoff at the end? This person's been crushing it. Questioning authority was not, you know, something that was viewed positively and, but then how did you feel in terms of, you know, the things that you did, uh, with respect to that authority? Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. 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. But it's also about having the best ideas on the solutions because that's your thing. 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 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. You might have solutions in your head and that's fine. 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. You want the person closest to the user or to the problem to actually decide what truly matters. I think actually these two parts or these two themes actually almost go hand in hand in that sense. 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. And that's sort of the, the waterfall comes out. 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. You say, yeah, that's, you know, I'm going to solve it. Is it really like what do you get? You just like, fuck, I've just spent like an hour and a half on my life just like in a YouTube hole. Through a divisional approach, the departments are grouped by-products. Nadiem: And why is that a bad thing? This one's good about focus and prioritization. Right? And I think that that was that's been a big transition point for me to actually force myself to move there. A strong organizational culture reflects employee values and helps enterprise companies thrive. Like leaders need to reframe their mind. The Competing Values Framework describes value systems based on two main dimensions. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. The underlying cultural assumptions can both enable and constrain what an organization is able to do. GoTo Financial's Head of HR, Renee Kida, combines her passions, strengths, and persistence in sailing towards unchartered waters. 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. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. 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. And that was the payoff in my mind. This is a good segue to the other theme. Right? Uh, what is obviously the, that, that, that ownership. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. That's just noise. So a lot of companies and organizations try to tell their teams you must collaborate more, but they don't create the goal setting incentive with which to achieve that. Were now talking 100 million orders a day. Yeah. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? And they adopted that policy around all of our markets. 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. It's so easy to say, you know what, it's not worth it. For us, it is about distributing ownership to everyone in the team. Innovation Solve problems at scale. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. Social Impact Transform lives, inspire change. You only figure that out later, right. 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. So that very act of just delaying. A great way to understand an organization is to ask, Why should someone work there?. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. 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 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. Listed Fortunes favorite again! Many companies seek to create cultures that are productive and foster a positive work environment. And here are some common mistakes that I've seen. 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