Which is around building these bridges. Because you understand the whole logic of like, why you made these decisions. Building shared valuesand living those valuesis the bedrock of good corporate culture. Right? Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. We've run out of time, but you know, we could go on for hours about. Like, like everyone will agree that yes, absolutely we should do that. Gojek is an app that providing a variety of services from payments, food delivery, transportation, and logistics. Right. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. Um, and I think that's kind of something that even today, I think us as an organization we're still grappling with. . Gojek becomes Indonesias first unicorn. Not in a light touch way. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. 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. I don't know. Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Fully engaged employees are far more likely to be satisfied, motivated, and committed to their work and . Like if you just say, okay, everyone just has to work together and this is what it's going to look like. And what's the difference between thought leadership and just being really good at execution? Uh, you know, people. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. "We had teams in DC, but no . And the third theme is really about building bridges and breaking walls. Gojek | 832.890 pengikut di LinkedIn. GOJEK does ride hailing, food delivery, payments even on demand massages. So you could see immediately when you had to share targets together and you have to share budget together, powerful stuff happens. Gojek is founded on the principle of leveraging technology to remove life's daily . I think coming in year three, four, five and then 10 years is exponentially greater. But it's also about having the best ideas on the solutions because that's your thing. "gojek is a pioneering technology company with an extensive ecosystem of 18 diverse services, backed by a strong group of strategic investors. It can be anyone who just wants to have a sense of contribution. 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. It's so complicated. Yeah, exactly. It's hard and, it's hard in any kind of fast paced industry, right? Kevin: Yeah. 2. 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. Nadiem: I just got it done. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. Right. That's a bottom up leader. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. Indonesian technology company. Well, what for you, it's when, you know, you're trying to, when you're trying to raise something, right? I think a lot of people are or a lot of listeners are wondering like is it really worth it? 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. Nadiem: Exactly. But without that process, we wouldn't have known. We all do our bit to make sure its transparent and open to innovation. 7. The culture of an organization encompasses much more than the values and purpose of your company. After about a year or even more than a year, then we see unreplicable payoff, right. And you know, let's, let's focus on, you know, other things. And this is infused in how we run meetings and cadences. Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. Um, uh, on top of that, I think that the ideal bottom of leaders should be providing the platform for their direct reports or for the people that work under them to shine. For us, it is about distributing ownership to everyone in the team. Either that or entertainment. Know our journey, and the people behind it. It's so easy to say, you know what, it's not worth it. And obviously, you know. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. And I think for most bosses it's easy to fall into that trap as well. The lower layer has to contribute to the middle layer. Right. Enter food delivery, ticket bookings, and more. Right? Nadiem: And so let's talk a little bit about, I want to talk a little bit about what we actually did right in the organization to pay tribute to this bottom up innovation. And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. Right. A great way to understand an organization is to ask, Why should someone work there?. 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? And getting feedback from people about that. A Trusted Advisor. He's like, what? People's incentive is to, oh, okay, my boss told me to do that. Social Impact Transform lives, inspire change. Improves Employee Engagement . And how did you feel? Their most recent investment was on May 12, 2021, when CEO PT. And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. Listed Fortunes favorite again! 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. Nadiem: Fear and money. This has been a contentious kind of battle. Um, and it's out of our control, right? Every piece of code we ship and our efforts to make sure our customers have a better experience. Right. Parameters - Brand loyalty, media engagement, and CSR. It was just very dynamic. Nadiem: How are you? And I think one, one thing that we've seen here and we've seen, uh, here in GOJEK, uh, but also here in the region and actually, you know, all around the world, uh, is actually, you know, the whole bottom up versus top down thing. Photograph by WeWork. Which used to be our criteria back in the day. 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? Corporate culture reflects the values, beliefs, and attitudes that permeate a business. So keeping it real is kind of our mantra. They have a high bar for hiring, and are heavily invested in tooling, processes and best practices, and train the designers in that. And so it's very easy to kind of, you know, create that alignment and people are excited. At the very best. This page was last edited on 17 February 2023, at 02:26. Orders explode from 3,000 to 100,000 a day. But for either reason, it just keeps guessing what I want to do next. 1. 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. Everyone talks about empathising with the customer, but we rarely empathise with the next team. Kevin: Yeah, I think so. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. Nadiem: Well did I think, I think we've covered a lot of ground here. Oh, I love this feature. OKRs are Objectives, Key Results. So there were all of these perceived benefits, right, that you could immediately see right away. Thanks so much for tuning in. 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. Move Marketing A. Right? So it's funny, it's almost the same thing. HR designs a campaign to tout a . Yup. Hope you enjoy it. Evaluate. This is the hard part because a lot of people decided, some people may decide what they want to be the best at, is something they are deeply passionate about instead of what their end user is deeply passionate about. People without ego are a luxury in the current times. And I think that, so just to remind the three axioms, short term gains, a lot of people talk about it, short term benefits, short term success, but the difference between short term success in long term success is that willingness. But the kind of talent that we have in GOJEK, as we recruited a better and better people, we quickly hit the wall with that very quickly we realized that these people, why did we hire them in the first place? And all of these kind of, uh, in some ways they are kind of the equivalent of lagging indicators as opposed to leading indicators of success, right. We really love innovation. I think there's also oftentimes that question from, from a lot of folks who then, you know, or might be resistant towards this idea, it inherently kind of challenges, um, maybe, you know, traditional notions of what somebody in a leadership position should be doing. I think actually these two parts or these two themes actually almost go hand in hand in that sense. It's just a different way of seeing that red flag. Repeat. Nadiem: Like they want to be the best at recommendations. Hmm. Primary Focus: Mentorship and teamwork. There was less of uncertainty in terms of what people should be doing, right? This is a highly collaborative work environment where every individual is valued and communication is a top priority. There were some clear benefits. Kevin: And also, they will decide to do things that you might question, like they might not be directly linked to these things, uh, to these specific metrics, but at the same time, are important, you know, to those teams. 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