Uh, and we're all kind of just executing, right? Know our journey, and the people behind it. We need to tap into the collective creativity and power of our teams. Google follows the corporate culture. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. Secara parsial, Gojek juga menerapkan budaya organisasi market. Well, it's hard. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. . But for either reason, it just keeps guessing what I want to do next. Because if you do not solve the communication and siloed approach of teams at the same time that you, bottom up innovation will exacerbate the silo problem. Operations expand beyond Jakarta. Copy link. 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. And that is actually you run into huge amounts of problems, cascading targets that way. It's hard and, it's hard in any kind of fast paced industry, right? Top down isn't about being a, uh, you know, like a tyrant. And I think the good sign of a bottom up leader is one that is secure in knowing that their job is to provide the platform and distill from their team, you know, the best ideas. Right. And you know, let's, let's focus on, you know, other things. 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. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. Nadiem: With the context of being a bottom up facilitating leader, right? Kevin: Yeah, totally. Right. It was like, okay, that sounds cool. Like what should they do and, and what would you give them credit for? And I think that's very important to him to codify it. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. Yeah. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. Enter food delivery, ticket bookings, and more. What makes a difference, though, is that each of us is willing to try. All the time. 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. It's people, usually people or media, uh, usually highlight the things that, um, short term strategies often are closely linked to. Culture matters because it boosts productivity, agility, employee engagement, and innovation. 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. 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. 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. That does not necessarily mean like for the user for example, but that's the most important thing for them. Like when you were at these places where you work and you just weren't listened to right. Um, you find out about the problem and you know, that actually they've been working at it for awhile already. Oh yeah. 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. But these apps that connect drivers to passengers are creating competition for established. The sacrifices I think are what's hard. Kevin: Yup. Phone Number +62 21 50251110. 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. Their most recent investment was on May 12, 2021, when CEO PT. 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. 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. Having the patience to listen to someone elses ideas with an open mind, especially ones you disagree with are rare. You name it we do it. . Nadiem: And why is that a bad thing? Sometimes this is dangerous, but you know what you're good at. 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. 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. Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. Right? And I think the ownership comes because it's your idea, right? And the other is a probably not doing a great job and I'm probably disappointing people, I'm probably dropping balls. Nadiem: As opposed to solving the problem. 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. You can, you can either be a people leader, but you can also be a thought leader. That's something that people consistently come up against. Nadiem: But it requires a huge amount of faith that it will pay off. PAPER GOJEK.pdf - ORGANIZATIONAL STRATEGY AND MANAGEMENT CASE STUDY Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the . There are a lot of myths out there that we want to dispell. When people feel comfortable in a space, when they . Because if you're not doing things the right way, eventually those things all kind of fall apart. We occupy 3 floors of a building in Bangalore's Diamond. I think, I think one very easy one. Kevin: And so you see like the, that payoff, right? 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. Hope you enjoy it. I was just labeled a dreamer all the time. 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. 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. Hmm. This person's been crushing it. Number of Exits 3. Ranks 17th among Fortunes Top 20 companies that changed the world. [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. Like what, what does this mean? GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. What do you think is the ultimate sacrifice? Hmm. 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 I do think that, you know, there comes a point where a little bit more, a deliberation and thoughtfulness is required. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. Where do you draw the balance of this bottom up? Ranked #11 on Fortunes top 50 companies that changed the world. 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. Right. Kevin: I think for me, I agree with everything that you said. 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. Nadiem: I think that's what, that's the theme that we wanted to talk today. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. Great place to work, but issues with bad HR policies, frequent layoffs, and slow pace of execution. So for, you know, if you kind of went through that whole thing you know, that this is, this is your idea, this is your baby. And we're also much further from the problem. 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. 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. One of the few Southeast Asian companies to be listed twice by Fortune. 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. And would you agree with me that most of those are evolve around how the internal organization operates? It's so easy to say, you know what, it's not worth it. And the third is some material incentive, right. Di antaranya : 1. GOJEK does ride hailing, food delivery, payments even on demand massages. Yeah. Integrates Indonesia, Singapore, Thailand and Vietnam apps into one, under Gojek. Like I think maybe bottom up innovation is a very specific one. Kevin: Yes, of course I was like, Oh yeah, okay, we got this, we got this. Like nothing is ever on fire and then you, oh, you have to do these things now. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. 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. 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. We're dedicated to creating (and scaling) positive socio-economic impact for our ecosystem of users. And the third theme is about building bridges and breaking walls within the organization, which is about alignment and communication. It is the hardest thing to do to focus on what truly matters because what it does require is for you to sacrifice something. Its not unusual for a person to move teams to pick up a technology theyre interested i,n or pair on solving a common problem. Because they receive direct commands on what to achieve and sometimes how to achieve it. For me, its the people. And then, it is a tenuous balance and I think in some ways, right? That's just noise. Fantastic for short term but disastrous for long term. Right. Uh, but then it just didn't, it, it didn't matter. Yeah, right. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. 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. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. We are here because of each other. 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: But did you also know people who are totally fine with just like, hey, heads down. Yeah. Move Accounting W. Move Sales A. To the point of what's sustainable. 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