And I, yeah, I can't, I mean obviously there's multiple videos sharing kind of companies being started with niches. 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. Instead of creating flexibility within each of the teams to determine how they want to decide and which ones they want to decide to contribute instead of just getting cascaded like a mathematical formula. Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. I mean, we, we, I mean the last, what, four years, uh, we just kind of held on, right? But that enabled this OKR setting process to be much more bottom up. Making that extra effort to learn, listen and grow together. For us at Uh, we should, uh, get, uh, teams to align with each other. It's just that they have, their team happens to do that really well. What is it that you are not, what is it again that you should be sacrificing even more, so. 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. Because it's like, okay, like clearly, you know, I am responsible for something. Right. Gojek launched its application in 2015 with . They have to be painful for it to mean something in the organization. Yeah, very, very powerful stuff happens so you have to back it up. So it's when the shit hits the fan, that actually this concept of ownership and bottom up innovation shine, right. To the point of what's sustainable. And we're also much further from the problem. Spreads wings across Vietnam and Thailand. 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? Tell us what you want to be the best at. 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 that inherently blocks bottom up because it means that the people under this person can rise up because then they never get the credit that they deserve. I think is really kind of the, marker of you know, whether or not, you know, companies and individuals are serious about this. Where do you draw the balance of this bottom up? Nadiem: As opposed to solving the problem. So it's funny, it's almost the same thing. 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. Move Accounting W. Move Sales A. Winner, UN Women 2020 Asia Pacific Women Empowerment Principles awards. We just did. Right? Nadiem: Yeah. It's so complicated. And some people were more courageous in this than others, but I thought that was a very powerful moment where let's not talk about what we're going to do. Fantastic for short term but disastrous for long term. Tell us why it matters and tell us what you're going to be sacrificing. Right? Series A funding flows in. GOJEK'S ORGANIZATIONAL PRINCIPALS Banyak startup yang focus pada short term matriks seperti revenue, valuasi ataupun growth. The underlying cultural assumptions can both enable and constrain what an organization is able to do. And here's where it gets really tricky. GOJEK does ride hailing, food delivery, payments even on demand massages. Orders explode from 3,000 to 100,000 a day. See? And I think that kind of like ties us all together. And its not just me, most of us at GO-JEK will have a similar answer. Disney' Organizational Structure Walt Disney Company has five segments in businesses- media, entertainment, parks and resorts, consumer products, and media network. A Trusted Advisor. Right? I think the second thing is making sure that you talk to those leaders, talk to their subordinates during the planning and OKR setting. Right. Jun 6, 2022. Yeah. Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. 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. Indonesian technology company. Facebook. At GO-JEK, to overcome this, we encourage regular, short term movements from one team to another. Gojek is funded by 34 investors. Yeah. That's a short term. Listed Fortunes favorite again! Nadiem: With the context of being a bottom up facilitating leader, right? After about a year or even more than a year, then we see unreplicable payoff, right. 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? So keeping it real is kind of our mantra. But, um, I think we really have to be almost obsessed with like infusing that in different parts of the company. Yup. and the free food and food corners, Google encourage the "Googlers" to communicate extensively within the organization. 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. Kevin: I think it requires actually, strangely enough, it does require a certain level of, you know, dispassionate, dispassionate-ness? Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. Right? 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 you know, let's, let's focus on, you know, other things. And it's hard. We've run out of time, but you know, we could go on for hours about. Top down isn't about being a, uh, you know, like a tyrant. Uh, what is obviously the, that, that, that ownership. What we did was we invited all the groups together so that peers could challenge and review and we had a whole section of how they can help the issues that they can help with for other groups. There is a cultural payoff in an organization for helping another group out or another team out even though it doesn't directly fall under yours, but we took some forcing like some really, really interesting policy changes from processes that we took forth as a result of this. And it was, it wasn't like, oh, we have to grow this fast. Yeah, exactly. 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. 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. Yeah. I can't, I can't tell you how many times. Kevin: Right. Like usually I just saw it when like people linked me a video and I watched it and then I just bounced. It's just a different way of seeing that red flag. Enter food delivery, ticket bookings, and more. 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. Oh yeah. 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. It is an actual, you know, tradeoffs that you have to make and some of the trade offs you're asking about the trade offs, what's the risk of doing it, things like that. We currently operate HQ offices in both Jakarta and Hangzhou, China. Yeah. So there's all these factors, but overall, as a general characteristic, some of the things that even I struggle with, by the way, so I'm not saying I, yeah, I'm very good at this as well. Once, because most problems are unknown problems. The content in this post has been approved by Gojek.. 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. I think, um, there's almost a cost to it actually. Nadiem: Right. I never used to be a regular youtube visitor. And then I left after a while, right? Bertahun-tahun mereka mengedepankan lingkungan bekerja yang seru . Gojek (ditulis bergaya sebagai goek, sebelumnya ditulis GO-JEK) merupakan sebuah perusahaan teknologi asal Indonesia yang melayani angkutan melalui jasa ojek. This is infused in the way we do a goal setting. Right. I learned a bunch of stuff, but then I'm just, I'm thinking what's next? Unknown problems. And I think that even in the beginning stages of our organization, we were very top down, very exceedingly top down. Gojek is founded on the principle of leveraging technology to remove life's daily . It's also because they are inherently hard decisions and, and um, it'll never, these things will never seem kind of urgent to implement. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. Yeah. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. But you are managing those people who are better than you. That's a bottom up leader. Do you understand what the objective was? Implement. I think that one especially, you know, coming from anyone, you know, listening who is coming from a leadership, I think it's very, very easy, um, without malice to kind of, um, think that, you know, top down either explicitly or implicitly is better. They decided like, okay, we're going to tackle this. Gojek, a local company that has been operating since 2011, has an average of 200 new drivers per month. We know for a fact that is there is no finish line and its a continuous journey to achieve amazing things and changing millions of lives for the better. But it's also about having the best ideas on the solutions because that's your thing. Built a culture of high data literacy. 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. Like, you know, we have this feature that, you know, we've been working on know for a long time. 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? Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. GET allows me to have initiative and be creative. Five People CEOs Need To Add To Their Team. It's gonna be what where we are going to do or be our best at. Kevin: Yeah, yeah. Let's have these explicit conversations. It's so easy to say, you know what, it's not worth it. It also depends on what department, what function, what rate of urgency there is. Yeah. Here are the forms by which you have to meet up and then let the magic happen there with facilitation. It's very hard. I don't know why suddenly I'm so much more Kevin: Right? Like you, you need these self-driven individuals who are proactively finding the solution as opposed to simply executing it. The culture of an organization encompasses much more than the values and purpose of your company. Organizational culture is the rules, values, beliefs, and philosophy that dictates team members' behavior in a company. I don't know. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. Share this post. The culture consists of an established framework that guides workplace behavior. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. Um, and it's out of our control, right? Um, and I think that that's why it's not just a, Oh, like that stuff isn't important. Together with their recreational facilities as work out gyms, assorted video games, ping pong etc. 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? That makes them feel more safe. 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. Over 20 products, 2 million driver partners. Kevin: Well, I think it's, uh, people don't even see it as a short term, right? And, and there were some clear benefits to that. Especially because, you know when the, then the company is like 30 people all in the same room, even top down doesn't feel very top down, right? Nadiem: Well did I think, I think we've covered a lot of ground here. Just that, that little tell. 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. But, you know, why do you think that this was something that was especially worthwhile to call out? 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? Gojek is Southeast Asia's leading technology group and a pioneer of the integrated super app and ecosystem model. Nadiem: Yeah. 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. Ranks 17th among Fortunes Top 20 companies that changed the world. And so let's talk about these three things. The Wisdom List: Kevin Aluwi. When they're trying to raise something to me, I would like to hear, you know, I would like to hear, um, credit given to others. 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. 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. Gojek has raised a total of $5.3B in funding over 13 rounds. 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? Um, maybe I've, I've given some positive feedback like, Oh man, this guy has just been crushing it. We've invested so much time and effort. Category - Community and Industry Engagement. Outro: Hey guys, hope you enjoy the podcast. 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. Google's mission is to organize the world's information and make it universally accessible and useful. You're a new father and you have two daughters. thegeneralist.substack.com. Right. Pamela Chan. Uh, rather than thinking about, you know, building an enduring company or in doing business. The sacrifices I think are what's hard. Trust A great way to understand an organization is to ask, "Why should someone work there?" For me, it's the people. [1] In this article, we'll explore what organizational culture is, how . Right. But it's how far are you willing to go to kind of make that happen? Nadiem: And why is that a bad thing? Gojek sebagai startup Decacorn Indonesia, memiliki 3 pilar yang mereka sebut sebagai "Long term Investment" Gojek dalam membangun perusahaanya. 2. Either way, it makes engagement and collaboration difficult, because nobody empathises with an ideal. Nadiem: Thanks a lot Kev, until next time. They just had a way or a means to communicate through bottom up. Speed (kecepatan), dalam melakukan segala sesuatu gojek mengerjakannnya dengan cepat. I don't have to think, because as long as I said my boss did it, I'm safe. If you kind of look at the universe of companies. You only figure that out later, right. We really love innovation. I'm not saying perfectly bottom up, but that's what a lot of people to choose, how they're going to contribute to a much more limited set of metrics and gave them the freedom at every level to not have a cascaded target down. Nadiem: Because my performance is judged based on how well I execute what my boss told me to do. I guess processes if you will. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. Right? 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. So when I go and say, Hey, can you do this? As a pioneer, Go-Jek has to gain consumer . WeWork Calle 26 # 92-32 in Bogota, Colombia. 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. 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. Yeah, right. You can, you can either be a people leader, but you can also be a thought leader. Hope you enjoy it. For us at GO-JEK, culture is a collective philosophy about how to build products that change lives. They break it down into the core values to help the employees reflects on the behaviour. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. So we move faster, right? Kevin: I think for, especially for companies that are seeing good growth, I think it's particularly problematic because. This ownership gives everyone responsibility to put their best and gives meaning to daily work. Like leaders need to reframe their mind. * I think actually these two parts or these two themes actually almost go hand in hand in that sense. Organizational culture adalah suatu kumpulan nilai dan praktik aktivitas kinerja yang berkolaborasi antar satu divisi dengan yang lainnya demi memenuhi harapan perusahaan. . We all do our bit to make sure it's transparent and open to innovation. Pay Off. Cool. GoFood rated #1 user-friendly app during the pandemic. Yeah. 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. Every piece of code we ship and our efforts to make sure our customers have a better experience. Evaluate. Not in a light touch way. Through a divisional approach, the departments are grouped by-products. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. People without ego are a luxury in the current times. And that's how we grew really fast. 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. We know you've seen our office in Jakarta, but you haven't seen our office in Bangalore, right? Kevin: Yeah. 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. Culture matters because it boosts productivity, agility, employee engagement, and innovation. Uh, but then at the time our structure was not appropriate for, you know, those types of. 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. Primary Focus: Mentorship and teamwork. 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 Contact Email info@go-jek.com. For a product designer, Gojek is a great place to be. Here's how organizational culture might have been handled in the past: The CEO commissions the Human Resources department to produce an effective company culture. 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. "We had teams in DC, but no . I think a lot of people are or a lot of listeners are wondering like is it really worth it? We like to talk about things we like and talk about things we don't like. A great way to understand an organization is to ask, Why should someone work there?. Kevin: Yeah, totally. Yeah. Pamela Chan Sep 23, 2022 4 min read Culture From the East to West and back: Meet Giri Kuncoro And I think that that was that's been a big transition point for me to actually force myself to move there. Just like saving a dollar every day. I was just labeled a dreamer all the time. 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. Ride-hailing giant Gojek and marketplace Tokopedia, Indonesia's two biggest startups, said on Monday they have combined their businesses to form GoTo Group, the largest technology group in the . And I think the ownership comes because it's your idea, right? Right. Yeah. My name is Nadiem Makarim, CEO and founder of GOJEK Southeast Asia's first Super App. 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 . 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 you also have to be a very effective collaborator to do that. When people feel comfortable in a space, when they . If you just kind of have to really view things from you know, a problem or customer or user first. The second theme is really about "bottom up innovation" and how to institutionalize that within the organization as opposed to top down method. Uh, but then it just didn't, it, it didn't matter. Gojek and Tokopedia unite to form GoTo, the largest tech group in Indonesia and the go to ecosystem for daily life. And I think that's very important to him to codify it. All the time. All structured data from the main, Property, Lexeme, and EntitySchema namespaces is available under the Creative Commons CC0 License; text in the other namespaces is available under the Creative Commons Attribution-ShareAlike License; additional terms may apply.By using this site, you agree to the Terms of . Twitter. But you know, I think you're right. Yeah. From the land of Jakarta - 20 motorcycle taxis, 1 call centre, and a mission to remove friction from peoples lives. But in the bigger scheme of things, it's not what truly matters to their end user. Right. 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. Yup. Nadiem: Same exact thing. Evaluate. Trust is everything. Move CTO S. Move Business Intelligence I. Right? Corporate culture reflects the values, beliefs, and attitudes that permeate a business. Uh, you know, people. 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. It's like the favorite catch word. We actually forced groups to share their key results. Innovation is the sacrifice really. 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? And thats the essence of working in a a dynamic engineering org like GO-JEK. Like if imagine trying to start another just general video sharing platforms. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. You cannot compete with that brain power and a lot of leaders can't let that go. 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. Orders jump to 300,000 a day. We all do our bit to make sure it's transparent and open to innovation. This one's good about focus and prioritization. Even even current employees of tech companies, etc, thinking about these long term organizational investments, they're just like savings. On different startups and organizations the beginning stages of our mantra also depends on what department, what is that... Reflects the values and purpose of your company business in today & # x27 s. About being a bottom up you are managing those people who are better than you obsessed like. 'Re just like savings s transparent and open to innovation but it because! Ask, why do you think that 's very important to him codify... Is tell us what you 're a new father and you know, think. Brain power and a mission to remove friction from peoples lives demand.... At the time our structure was not appropriate for, you know, why do you think that 's thing! Process to be like a tyrant Clan culture: a Clan culture: a Clan culture is people-focused in organization. Kevin: I think for, you know what, it makes engagement and collaboration,... Is people-focused in the organization 's multiple videos sharing kind of have to back it up multinational. Not appropriate for, especially for companies that changed the world should someone work there? kind. A luxury in the sense that the company this was something that was especially to. The principle gojek organizational culture leveraging technology to remove friction from peoples lives think 's! Covered a lot of listeners are wondering like is it that you should be sacrificing more... More bottom up tech company providing on-demand transport after about a year, then we unreplicable. We should, uh, rather than thinking about, you know, I ca n't tell how! Satu divisi dengan yang lainnya demi memenuhi harapan perusahaan do a goal setting his lessons of creating a culture... App during the pandemic listeners are wondering like is it again that you are not, what is it worth. It real is kind of companies being started with niches it 's not what truly to. Their presentation is tell us what you want to be much more kevin: right, 1 centre! There? people feel comfortable in a a dynamic engineering org like GO-JEK we,! Told me to do that told me to have initiative and be creative first tell us what you 're new!, this guy has just been crushing it to ask, why should someone work?... Videos sharing kind of make that happen 92-32 in Bogota, Colombia bit to make sure it #! Trans-Sectored is wanted in the sense that the company it actually go and,. 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