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? Like, I mean, growing up I think we all were, and then, and, kids who probably question authority. That must be shared with another group. After about a year or even more than a year, then we see unreplicable payoff, right. 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. Like I think maybe bottom up innovation is a very specific one. Gojek is founded on the principle of using technology to remove life's daily frictions by connecting consumers to the best providers of goods and services in the market. Oh. That's a really hard thing to save for I would say anyone. And you instantly saw the energy in the room whereby it wasn't just leader saying, oh, I like that. Like what should they do and, and what would you give them credit for? Kevin: What artificial intelligence. And then it's like a cascading process. And we're going to mention, uh, I think we're going to go deep into three things, which are some of our strategic themes for this year. The Competing Values Framework describes value systems based on two main dimensions. Google. If you just kind of have to really view things from you know, a problem or customer or user first. Kevin: Yeah. Fantastic for short term but disastrous for long term. 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. For me, its the people. Gojek - Org chart | The Org Gojek 99 Followers Overview Org chart Teams Jobs Wires Org chart Andre Soelistyo Managing Director 12 Add people Collapse David Fitzgerald CFO 0 Severan Rault CTO 0 Petrus Phoa CIO 1 Antoine de Carbonnel Chief Commercial Officer 0 Sunil Setlur Chief People Officer 0 Bruce McRae Haldane Chief Product Officer 0 Nila Marita 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. That makes them feel more safe. Nadiem: And that ownership, everyone keeps talking about ownership like it's the greatest thing alive. I don't know. And the research and the data is very important as well. Secara parsial, Gojek juga menerapkan budaya organisasi market. So I think there's a big risk though here in terms of deciding what, what truly matters. And I've read multiple articles about how, um, you know, they've crack through AI, that YouTube recommendation engine and you know, as users, this is now a huge advantage. Uh, but then it just didn't, it, it didn't matter. Nadiem: Right. Yeah. Repeat. Nadiem: Yeah. Kevin: Well, I think a few things, right? What makes a difference, though, is that each of us is willing to try. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. Gojek is funded by 34 investors. One of the few Southeast Asian companies to be listed twice by Fortune. This has been a contentious kind of battle. So, you know, I love what you said about trade offs gotta hurt for it to be meaningful. That's just noise. Nadiem: Yeah, I get it. Gojek launched its application in 2015 with . It also depends on what department, what function, what rate of urgency there is. From my personal experience, a lot of companies talk about being people first, but most dont practice the mindset of what it takes to be truly people first. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. You say, yeah, that's, you know, I'm going to solve it. I think one is, um, people then, um, don't think they don't think, because like, oh, my boss told me to do it right. 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? 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. I experienced that not only throughout my childhood and I got into trouble in high school a few times by being too argumentative with some of my ideas to my teachers, but I feel like, in the beginning stages of my professional life, I was also so many ideas came to my mind that everyone just kind of dismissed because I had no track record or anything like that. Nadiem: Exactly. Rather than being the guy or the girl who has all the ideas. Nadiem: You don't have to be an asshole. It's not a, it's not just a value like a core value. 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? I think the habit of just like, hey, like, let's do this. But I recently, I think over maybe over the past year, I've recently been totally hooked on YouTube. The Culture Design Canvas is the #1 tool to map the current culture of an organization and design the future state. There are very, very many good benevolent dictators in tech companies out there, right? Yeah. So this theme is about focus. Nadiem: How are you? Telkomsel and Telkomsel are the most recent investors. Right? Were dedicated to creating (and scaling) positive socio- economic impact for our ecosystem of users. I mean and that's what doesn't create that long term success factor because then some of the best people under that person will just go, it will just leave or they will burn out or they become demotivated. We all do our bit to make sure it's transparent and open to innovation. I mean, we, we, I mean the last, what, four years, uh, we just kind of held on, right? We didn't just say, you know, build bridges, break walls and then not back it up by anything. I don't know exactly why I'm doing all this stuff. Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. And this is where it also gets tricky. GoFood rated #1 user-friendly app during the pandemic. Right. Spreads wings across Vietnam and Thailand. So keeping it real is kind of our mantra. Nadiem: but that's the difference, right? Know our journey, and the people behind it. Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. And thats the essence of working in a a dynamic engineering org like GO-JEK. And what's the difference between thought leadership and just being really good at execution? We occupy 3 floors of a building in Bangalore's Diamond. Every piece of code we ship and our efforts to make sure our customers have a better experience. Nadiem: Right. Nadiem: yeah, when, when things are bad, you have to, yeah. Like I was pretty significant percentage requirement minimum. Yeah. Investment Stage Late Stage Venture. That just kind of like took off. 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. And that's okay. But in the bigger scheme of things, it's not what truly matters to their end user. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. And it was, it wasn't like, oh, we have to grow this fast. Right. Thanks so much for tuning in. Like when you were at these places where you work and you just weren't listened to right. Let's talk about that because if the payoff is not worth it, then why are we even doing this? And the first one, organizational investments. Right. Our founding team members are all Internet and e-commerce veterans, with extensive experience from well-known Chinese, SEA & US tech companies such as Alibaba, Google, Facebook, Gojek, Lazada, etc. GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. 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. According to MomentumWorks, this is the structure of the board of directors: Founders CEO and founder Nadiem Makarim who holds 58,416 shares, accounting for 4.81% of the total shares. Right. But what do you think is then the ideal leader? I just got a hint of how it's taking a step back and managing this process between very talented people could produce better results and a little part of musical sad. Nadiem: That's right. Building shared valuesand living those valuesis the bedrock of good corporate culture. For any roles in Engineering, Design or Product Management, visit http://www.gojek.io/careers. And I'm always really amazed at you know companies that will say like, okay, this is one thing we're really going to nail. And, and, uh, oftentimes, you know, again, growing up in, you know, probably more traditional households. Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? Phone Number +62 21 50251110. Let's have these explicit conversations. What is it that you are not, what is it again that you should be sacrificing even more, so. The more that people below you come up with better ideas, the more you know you're on the right path. Um, let's, let's ignore all of these. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. You name it we do it. But for either reason, it just keeps guessing what I want to do next. Right. Right? 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. And then we come to the third kind of strategic theme, which is be the best at what matters. That should be like a fundamental kind of mechanism that happens. Yeah. 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. Uh, rather than thinking about, you know, building an enduring company or in doing business. Orders explode from 3,000 to 100,000 a day. There are a lot of myths out there that we want to dispell. Kevin: Yeah. And I think in large scale organizations think about themselves as a facilitator role within that and manage the process, set the ground rules, here's the rules of the game here are the parameters, here's the targets you've got to share, here's the budgets you got to share. Kevin: Yeah. Nadiem: Same exact thing. And we're also much further from the problem. We've run out of time, but you know, we could go on for hours about. Number two, we need to ensure that they are building bridges and breaking walls so that they are communicating with each other, they're collaborating with each other, they're forming self-generated alignment. Right. Which used to be our criteria back in the day. Company Type For Profit. We just did. For us, it is about distributing ownership to everyone in the team. For me it's when they're trying to raise something to me, right? Um, and so, uh, I think, uh, they are inherently kind of, um, I guess those so called leaps of faith because it's so easy to kind of just brush them aside. Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. Gojek has made 13 investments. The culture of an organization encompasses much more than the values and purpose of your company. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. Right. I feel exactly the same. Google follows the corporate culture. The best bottom up leaders were like, hold on, let me talk to my team first. There was less lack of clarity in what product teams need to prioritize because their leader's just prioritize for them or we prioritize a for them. As individuals and as a team, we never let ourselves get too comfortable whether its about knowing a piece of technology, scaling for hyper-growth or achieving new milestones every day. And there's a lot of different ways to define what really matters. The sacrifices I think are what's hard. And that was the payoff in my mind. It's a very small, it's very small nuance, but yet critical. It's like a learning hub, right? But at the end of the day, you have to be a leader or somehow. Phng Tun c (5th from right) speaks about Gojek's data culture during a panel discussion at the 2022 HCM City Economic Forum. Because if you're not doing things the right way, eventually those things all kind of fall apart. Top down isn't about being a, uh, you know, like a tyrant. Yup. 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. And the third is some material incentive, right. And you would imagine, probably if you have less ideas that probably you'd be happier. Orders jump to 300,000 a day. Not in a light touch way. Those issues happen. Being given that freedom to even as an individual contributor to kind of figure it out and actually deliver something great, I think is definitely the kind of people that, you know, we try and have more and more of and we just kind of people that we want to appreciate because of, through this policy. Nadiem: And, and most of those things that we talk about or the media talks about are usually related to growth or capital raising or uh, you know, how many people you've hired. Yeah, right. But it's also about having the best ideas on the solutions because that's your thing. 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. 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. Nadiem: Yeah, we can go on for hours about this. 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 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. Yeah. We do our utmost to get this right. [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. 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